social collaboration that works
Post on 19-Sep-2014
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How to turn your Social Collaboration initiative into a success and into an enabler of strategic value? By having a look at the challenges, best practices and recommended strategies collected with the Social Collaboration Survey, a free quantitative study conducted by Emanuele Quintarelli and Stefano Besana on 300 organizations at the end of 2013.TRANSCRIPT
Social Collaboration that works RESULTS OF THE SOCIAL COLLABORATION SURVEY 2013 Emanuele Quintare l l i & Stefano Besana
AGENDA • Overview of the Research
• The State of Social Collaboration
• The Secret of the Top Performers
• From Collaboration to Business results
• Authors and Contacts
AGENDA • Overview of the Research
• The State of Social Collaboration
• The Secret of the Top Performers
• From Collaboration to Business results
• Authors and Contacts
Overview of the research
In a connected and digital society, expectations and behaviors individuals expose are everyday more influenced by the weight of the communities they belong to. Well beyond the personal dimension, this same social capital is now making its way into organizations, changing work practices, engagement mechanisms and even the drivers behind firms’ existence.
The Social Collaboration Survey 2013 analyses connection, communication, motivation and sharing dynamics among employees to surface the business potential, barriers and acceleration factors towards a new idea of firm. One that is able to address the huge economic challenges of the coming years.
To us, Social Collaboration is
A set of strategies, processes, behaviors and digital platforms that enable groups of individuals inside the organization to connect, interact, share information and work towards a common business goal
With the hope that this study will help in proving the value Social Collaboration can unlock, increasing the awareness between senior managers, identifying effective roll-‐out strategies, discovering the most impacted business processes, understanding how various organizational characteristics influence project outcomes.
The domain
The first quantitative study on the maturity level, the potential, the barriers and successful strategies for Social Enterprise initiatives. While conducted in Italy, its results seem to resonate very well with European and non European countries, as verified by presenting them at the recent Enterprise 2.0 Summit Paris.
Goals Identifying accelerating factors and best practices that influence the most internal communities’ success.
Methodology • Online survey between July -‐ Sept 2013 on 300 italian companies, both large and small, across major sectors • The study has addressed culture, organization, processes, technology, measurement to provide a 360°
perspective on the state of enterprise collaboration.
Main dimensions analyzed • Importance • Business drivers • Internal sponsors
• Available budget • Outcomes measurement • Integration with processes
• Organizational maturity • Best and worst practice in top performers • Adoption of collaborative tools
For more information www.socialcollaborationsurvey.it
Organizations participating to the survey
Industries A large portion of our sample comes from the ICT sector (26%). Other well represented industries are Consulting (16%), Media (12%), Manufacturing (8%), Government (7%) and Financial Services (7%).
Number of employees 52% of our sample is made by small organizations (up to 100 employees). At the other extreme, many large (1K to 5K employees, 12%) and very large companies provided their data (10K employees, 17%).
Revenues Most of the organizations that took part to the survey (47%) have revenues that don’t reach 10M Euros. A significant sample is also made by huge corporations (20%) with revenues larger than 1B Euros.
Involved Profiles The study includes common employees (29%), profiles with specific responsibility on collaboration (20%), consultants (13%) and CEOs (12%).
AGENDA • Overview of the Research
• The State of Social Collaboration
• The Secret of the Top Performers
• From Collaboration to Business results
• Authors and Contacts
Social Collaboration is a critical business lever
Today
Within a year
Within three years
Very Important
Not Important
Efficiency, coordination and reuse are the drivers
Improving internal efficiency
Improving coordination and team work on projects
Enabling knowledge circulation and reuse
Finding solutions by asking to the entire company
Building employee motivation and a better morale
Creating a common identity and connecting employees / departments
Enabling bottom-up participated ideation and innovation
Locating experts and expertise
Staying up-to-date with what your colleagues are doing
Embedding collaboration inside business processes
Top Priority High Priority
Medium Priority
Top management buy-‐in as the top success factor
Top Priority High Priority Medium Priority
Top management support since day 1
Enthusiasm and motivation among employees
Middle management support
Enterprise-wide involvement
Well structured roll-out and planning
Formal incentives for participation
A good fitting with organizational culture
Employees ready to use collaborative technologies
Information incentives for participations
Culture and a pervasive understanding still missing
Top Priority High Priority
Medium Priority
It is not a priority for the company
Culture is not ready
ROI and benefits are not tangible
Not enough incentives to change behaviors
Colleagues aren’t open to share resources and information
It is not aligned to our business goals
Fear of loosing control
It is a security threat
The enabling IT technology doesn’t fit with our architecture
Not enough budget
Nobody has time to learn a new tool
That’s why adoption is not there… yet
More than 75%
More than 50%
Between 30% and 50% Between 10% and 30%
AGENDA • Overview of the Research
• The State of Social Collaboration
• The Secret of the Top Performers
• From Collaboration to Business results
• Authors and Contacts
Its relevance grows with time and adoption
Today
Within a year
Within three years
High levels of adoption
Low levels of adoption
Very Important
Not Important
Understanding the why and a bad cultural fit
ROI and benefits are not tangible
It is not a priority for the company
Nobody has time to learn a new tool
Culture is not ready
Not enough incentives to change behaviors
Not enough budget
It is not aligned to our business goals
It is a security threat
The enabling IT technology doesn’t fit with our architecture
Fear of loosing control
Colleagues aren’t open to share resources and information
High Adoption
Low Adoption
Top driver Important driver
Medium Priority
Secondary driver
1. Top management’s a must. The middle at the beginning
Top management support since day 1
Enthusiasm and motivation among employees
Middle management support
Well structured roll-out strategy
Employees’ readiness to adopt new technologies
Informal incentives
Formal incentives
Good fit with organizational culture
Enterprise-wide involvement
High Adoption
Low Adoption
Top driver
Important driver Secondary driver
2. A Hybrid roll-‐out strategy
The project balanced a top-down strategy with a bottom-up engagement of end users
The project has mostly followed top management guidelines
The project is born out of the motivation and needs expressed
by end users
High levels of adoption Low levels of adoption
3. Putting the people ingredient in there
At least 1part-time resource assigned to support collaboration
Some resources use their spare time to support collaboration
At least 1 full-time cross-departmental resource assigned to
support collaboration
Nobody formally assigned to support collaboration
At least 1 full-time departmental resource assigned to support
collaboration
High levels of adoption Low levels of adoption
4. Money. Spent in the right way
< 10K Euros
10K - 50K Euros
> 500K Euros
100K - 500K Euros
50K - 100K Euros
Budget balanced among the 3 dimensions
Budget mostly on the strategic dimension
Budget mostly on technological implementation
Budget mostly on training, change management,
community management
Other answers High levels of adoption
Low levels of adoption
How big is your overall collaboration budget? Which dimensions is the budget allocated to?
5. Measuring to give direction and sell it internally
We have been able to reach our targets
Improvement noticed but targets still not reached
We overcome performance targets
Metrics are defined but not really used
We are near to reaching our targets
Both participation and business
metrics
Mostly participation metrics
Mostly business metrics
We don’t use any metric
High levels of adoption
Low levels of adoption
What are you measuring? Are targets reached?
6. Social Business is happening already
Internal and external engagement initiatives are already integrated
An integration between internal and external engagement initiatives is expected but not yet planned
An integration between internal and external engagement initiatives is planned for the next 2 years
An integration between internal and external engagement initiatives is not planned
I don’t’ know
High levels of adoption Low levels of adoption
AGENDA • Overview of the Research
• The State of Social Collaboration
• The Secret of the Top Performers
• From Collaboration to Business results
• Authors and Contacts
How to get the digital transformation started?
To take the most out from Social Enterprise initiatives, the results of the Social Collaboration Survey suggest organizations should delve attention to:
• Analyze the initial cultural readiness of the organization and its employees towards collaboration in order to know the effort needed to change and plan accordingly.
• Tie collaboration to specific (and shared) business goals with the aim to materialize relevant measurable outcomes for the top management.
• Co-‐design the change with impacted individuals to exactly comprehend the context where work happens, its improvement potential and how to transfer ownership to end-‐users.
• Subordinate technological decisions to infomational and operational needs without forgetting usability, social usability and integration with existing IT systems.
• Keep cultivating employees communities by introducing the appropriate skills in terms of comunication, facilitation, mediation and relationship weaving.
• Consider organizational evolution as the end goal as this is the only way to make change stick and scale. This requires training, guidelines, policies, centers of excellence and governance mechanisms.
AGENDA • Overview of the Research
• The State of Social Collaboration
• The Secret of the Top Performers
• From Collaboration to Business results
• Authors and Contacts
Authors and Contacts
STEFANO BESANA Senior Consultant, EY
www.sociallearning.it @stefanobesana
EMANUELE QUINTARELLI Senior Manager, EY
www.socialenterprise.it @absolutesubzero
The Social Collaboration Survey is a free and public study. Its results have been published in the Social Collaboration Survey Report. For additional details and to download the full report (in italian), please visit www.socialcollaborationsurvey.it If you want to reach out to us or to get help with your own Social Collaboration initiative, please get in touch at: • Skype: emanuelequintarelli • Skype: stefanobesana