collaboration trends and strategy approaches for 2016

‹#›Confidential

Social Collaboration Trends and Strategy Approaches for 2016

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Dion HinchcliffeChief Strategy Officer, 7SummitsZDNetSocial Business By Design

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What will the digital/socialworkplace look like?

What will it mean?

(cc) 2016 7Summits | Creative Commons. Some Rights Reserved. | @dhinchcliffe

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Latest Digital/Social Workplace Trends, Part 1

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Mobile-First, Mobile-Only

Cognitive Supported Collaboration

Next-Gen Remote

Presence

Strategic Community

Management


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Wearables, Augmented, Virtual Reality

Modern Digital

Management Practices

The Designed Digital Workplace


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Large Scale Integrated

Digital/Social Work Experiences

Digital Employee Programs

(CoE, NoE)

The Messaging “Cambrian Explosion”

#Collaboration#EmployeeEngagement

aimed at high value business

processes#FieldEnablement

#Sales #Operations

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Wearable Work Tech

Hitachi Business Microscope

how wearables and collaboration converge Microsoft HoloLens

Enterprise Smart Watches

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Mobile Collaboration and Messaging is Exploding

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Giving Rise to The Collaboration Paradox

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“The More Tools We Have, The Less Connected We Are”


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Ultimate, Orgs End Up Connecting All These Communities

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What the Enterprise Collaboration Really Looks Like Today

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A Larger Scale Approach To Address Tool Proliferation

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point-to-point

team, department,

project

enterprise-wide

all stakholders,internal and

external

Hub B

Hub A

A Multilayered Collaboration Strategy

supportinglayer

AppA

AppD

AppG

AppF App

H

AppE

AppC

AppB

AppI

search

compliance

analytics

records retention

backup security

community management governance

a mass collaboration platform, such as ESN or online community that integrates well

a team-scalecollaborationplatform that

integrateswell

Customers

Partners


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What About Portals and Intranets?

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“Lack of current and relevant content is the most common complaint executives have of their corporate Intranet site.”

- Bob Summers, CIO, ABC Co., 2016


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Multilayered Collaborative Enablement

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LOW IMPACT INTRANET SOCIAL INTRANET

Publish everything centrally Let the network do the work

Budget spent on design Budget spent on engagement

Information management Community management

One central platform Embrace users everywhere

Focus on gloss, brand Focus on user experience

Information directory Enablement of knowledge sharing and collaboration


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Top Success Factor: Strategic Community Management

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Community Management Critical for Social Success

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Number of #cmgrs You Should Have by Org Size

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Community Management as a Service Key Events• Orgs discovering a

paucity of community management resources

• Rise of social media and community in many business functions

Why to Prioritize• A cost-effective way to

ramp up vital resources to make social engagement successful

• Faster way to increase capabilities for managed digital engagement without having to find and hire professional community managers

Community Management as a Service

Social Business Expertise and Support Network

Social Platform

CM Best Practices

Case Mgmt

SecureAccess Analytics


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Our Specific Approach: APEX Framework

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7SummitsMOTIVATION

GOAL: CREATING A BETTER WORKPLACE | HIGH PERFORMANCE

• New modes of work & management: Work pods, open business processes, networked team structures, digital communities, purpose-driven collaboration

• New digital tools: Enterprise social networks, ideation systems, enterprise app stores, social CRM, lightweight collaboration tools, unified communications, next-gen CMS/DMS

• Supporting capabilities: Community management, automated compliance safety nets, social media/collaboration center of excellence, collaborative literacy programs, enterprise architecture, a great user experience

• Goals and roadmap: Leadership guidance and guardrails, yearly business objectives

• Change management: Business process redesign, stepped transformation of the business, managed impact

7SummitsDIGITAL TECHNOLOGIES

HOW THE DIGITAL WORKPLACE IS SHIFTING

7SummitsA FULLY REALIZE VIEW OF COLLABORATION

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Another Way of Looking at the “To Do List”

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Creating a Situated Model of the Next Workplace

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#ESN

Cross-Check:The Full Digital Worker Lifecycle

pre-employment employment post-employment

recruitingexperience

hiringexperience

on-boarding

experience

post-worktransitionexperience

(off-boarding)

alumniexperience

post-employment

recruitingrelationship

workerexperience

journey

Corporate Web Site, Public Digital Media, & Mobile Customer Apps

alumni community

Digital Workforce Experience

Systems of Engagement

Systems of RecordIntranet ERPLOB

Applications CRMEmployee Directory

Learning &Organizational Development Recruiting HR Apps

pre-start date on-boarding

interns, contractors, consultants,etc. track

FTE track

Skills, Expertise, Relationship Capital,

Org Knowledge Departs

Skills, Expertise, & Relationship Capital Arrives

long term workforce experience

external brand

experience

digi

tal e

xper

ienc

es

External Digital Experience


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We under-delivering on building the requisite worker skills

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...to access the potential value we are enabling


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Institutional Practices:The Cutting Edge of Digital Work• Rethinking Work Practices- No Meeting Meetings

And short meetingsNo seats, no cookies

- Working Out Loud- Social Onboarding

New Hire/Pre Hire Communities

• Continuous Data-Driven Performance ReviewsNo more stopping much of the company twice a year for backward looking reviews

• Social Recruiting and Hiring• The End of the Resume/CV

It’s on LinkedIn and everywhere else

• On-Demand ProfessionalsCrowdhiring freelancers

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The Collaboration Center of Excellence

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Perhaps the Biggest Lesson

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Everyone Helps w/ Collaboration: The Network of Excellence

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7SummitsMINDSET

THE CORE DIFFERENCE BETWEEN EARLIER GENERATIONS OF COMMS IT

We’ve Learned to Let The Network Do The Work....


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The end game: Examples of new types of work

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• Story of Valve: A major company that is entirely non-hierarchical and self-organized

• Story of Intuit: A company that used mass peer production with its customers to create breakthrough customer care See case study in Social Business By Design

• Story of Fold.It: An online community that solves some of the scientific world’s largest problems using outsiders

And open source


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A groundbreaking strategic knowledge story: Fold.It

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A Class-Leading Example

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“A Team-Based, Flat Lattice Organization”“How we work at Gore sets us apart. Since Bill Gore founded the company in 1958, Gore has been a team-based, flat lattice organization that fosters personal initiative. There are no traditional organizational charts, no chains of command, nor predetermined channels of communication.

Instead, we communicate directly with each other and are accountable to fellow members of our multi-disciplined teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge. This unique kind of corporate structure has proven to be a significant contributor to associate satisfaction and retention.”

Key stats for W.L Gore:

10,197 employees$3.2B revenue (2013)


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Workforce engagement is the real challenge

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Most of your intranet efforts are wasted unless you address


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Yet the benefits of better engagement could not be more clear...

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Can technology really improve employee engagement?

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Foundational: Working Out Loud

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7SummitsRETURN ON COLLABORATION

THE PROOF THE INDUSTRY HAS BEEN SEEKING

Fully connected organizations get outsized benefits

Source: McKinsey Social Technologies Survey

Data Breadth: Approximately 3,000 global enterprises participated in the survey

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AND IT’S LEADING TO NEW WAYS TO MANAGE AND WORK

Wirearchy

Social Business

Emergent Management Theories, Methods for

Modern Leadership in the Digital Age

blogs

wikis

enterprise social networks

social CMS

unifiedcommunications

online communities

IM/Chat

e-mail groupware

collaboration suites

digital organization support tools

chronological evolution

Social Technology for Mass Collaboration and

Self-Organization

• Inspire •Enable •Empower

crowdsourcing

•Re-imagine

•Transform

•Improve

Core Institutional Business Practices

leadership

management operations governance

hiring budgeting resource allocation

project management

product development

marketing and sales

How Technology and Business Are Co-Evolving

into the Future Organization

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END RESULT: TOTAL OVERHAUL OF 25 CORE BUSINESS PRACTICES FOR SOCIAL NETWORKS

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HOW ZAPPOS USED NETWORKS TO REIMAGINE THEIR WORKPLACE


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Social Performance Management

Key Events• The emerging of tools

to better monitor and guide our stakeholders

• Growing number of orgs using process improvement using social business tools

Why to Prioritize• More comprehensive

and guided approach to ensuring performance results using network engagement

• Shortest route to optimization and value creation


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Social HR and Sales Key Events

• HR seeking to adapt and provide value in new operation environment

• Sales processes move to social channels in most orgs

Why to Prioritize• Better talent and

resource management• Especially recruiting

• Ability to meet customers and employees in the channels they use the most

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