New Strategy for Enterprise Competitiveness

Christopher S. Rollyson and Associates

Strategy | Marketing | Innovation | Knowledge | Technology

Using Social Networks to DriveUsing Social Networks to Drive

Enterprise Process InnovationEnterprise Process Innovation

An Adoption Roadmap for Cross-

Boundary Collaboration

An Adoption An Adoption RoadmapRoadmap for Cross- for Cross-

Boundary CollaborationBoundary Collaboration

Entire contents © 2008 by Christopher S. Rollyson

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Market Drivers:Market Drivers: Challenges for Enterprises Challenges for Enterprises

Winning requires responsiveness; but only 14%

of respondents believe (they) are very capable

of adapting to change.

Successful future leaders will need to work more

effectively with outside partners... (and) allow

people to collaborate across boundaries...

"When I started working, the half-life of

knowledge was 7 years, now it is 18 months!”

"We have resources all over the place, but our

decisions are made by ‘who knows who’ and

anecdotal information.”

“Better collaboration would enable us to increase

innovation.” Yet, only 8 percent believe they

are very effective at fostering collaboration

IBM Global

Human Capital

Study 2008

IBM Global

CEO Study

2008

!!

Enterprise

in crisis

Enterprise

in crisis

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Market Drivers:Market Drivers: Challenges for People Challenges for People

• People are free agents in all but name

– CEO, CMO and CIO tenures ~2 years

– Doubtful healthcare, pension benefits

– Disruption, layoffs, job obsolescence

• Fast performance… or you’re gone

– Hit the ground running

– Little margin for error

– Leverage your network of experts

• Forsaking corporate directories for

LinkedIn

– Relevant social (“anecdotal”) data makes

connections actionable

– Network and connections are portable

GoldenRules

"#The network is

the only safety net

$Public social data

is always superiorto enterprise

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Market Drivers:Market Drivers: Aligning the Enterprise with Aligning the Enterprise with

PeoplePeople

• Breakthrough thinking: “Help people build

stronger cross-boundary networks”

– Easier access to prospects and customers

– Emergent networks boost performance

• Rethink employee mobility

– Alumni always outnumber employees

– Raving-fan alums are connections

– Help people go where they want.. they will anyway

• Companies that embrace Work 2.0 will win

– More motivated and productive workers

– More collaboration when & where they need it

• Hire the person and his/her LinkedIn network

– When s/he leaves, your company is a part of his/her network

– Align with openness

Redefine “Social”

• Relationships,

• Business, and

• Knowledge

are social

Redefine “Social”

• Relationships,

• Business, and

• Knowledge

are social

Adapt

to thrive

Adapt

to thrive

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Exploring Networks:Exploring Networks: Closed Enterprise Social Closed Enterprise Social

Networks vs. Open Social NetworksNetworks vs. Open Social Networks

Advantages

• Secure, controlled

• Safe proprietary info

• Exists now

• Familiar life cycle

and vendors

• Seamless client

connections

• Connect with

external

stakeholders

• Superior UGC

• Cross-boundary

Disadvantages

• Mediocre user-

generated content

• Lack of “social”

information

• No external

• Risk of disclosure

• Lack of enterprise

control

• Uncertain life cycle

and vendors

• Whose information?

Examples

• “Pfacebook”

• Intranet

• Connections

• SharePoint

Open

social

network

Open

social

network

Enterprise

social

network

Enterprise

social

network

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RSSRSS

Exploring Networks:Exploring Networks: Serve Companies and People- Serve Companies and People-

Mash up Open and Closed NetworksMash up Open and Closed Networks

• Syndicated from

public profiles

– Professional

background

– Academic record

– Interests

– No connections:

workers’

information is

theirs

• Created from

firm sources

– Projects

– Internal

committees

– Connections

– Accounting

information

– Benefits admin

– Supplementary

private profile

information

Employee Profile in Enterprise Social Network

F I R

E W

A L

L

Open data Closed data

Public data

comes in:

nothing leaves

Public data

comes in:

nothing leaves

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RoadmapRoadmap:: Enterprise Adoption of Social Networks Enterprise Adoption of Social Networks

• Due diligence

– Legacy technology

– Business processes

– Stakeholders

• Baseline

– Current state results

• Benchmarking

– Review opennetworks

• Governance

– Policies & rules

– Define boundaries

• Metrics

– Measure pilots

• Adoption plan

– Pilots, training

– Alumni program

• Apply processinnovation

– Sales & BusDev

– Client service

– Recruiting

– R&D & product

development

– Public Relations

Business ResultsAdoption StrategyBusiness Case

Feasibility Strategy

Due

diligenceBaseline

Bench-

markingMetrics

Adoption

Plan

Gover-

nance

Implementation

Scale IntegratePilot

End

State

End

State

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RoadmapRoadmap:: Enterprise Adoption Enterprise Adoption

of Social Networksof Social Networks

• Vision

– Web 2.0 impact on

your industry

– How you look

• Identify stakeholders

– Workers, partners

– Internal customers

– Investors

• Evaluate process

suitability for pilots

• Feasibility of using

RSS data

• Evaluate current

state

– “Pfacebook”

– Intranet

– Connections

– SharePoint

• Pinpoint critical

internal data

• What’s missing

• Review open socialnetworks

• Assess stakeholderactivity & adoption

– Current

– Predict future

• Review in terms ofbusiness processes

– What can we gainby interacting withstakeholders inopen sites?

• Competitor review

Feasibility StrategyImplement

-ation

Baseline

(internal)

Benchmarking

(external)

Due Diligence

(internal)

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RoadmapRoadmap:: Enterprise Adoption of Enterprise Adoption of

Social NetworksSocial Networks

• Understand stakeholder activity in open networks

– Where clients/customers, employees, partners and

investors are spending their time

– How they are using social networks, blogs and other

Web 2.0 resources

– Trends to project future adoption

• Assess competitor and partner activity

• Comprehend Web 2.0/social network adoption

– Impact on your business: degree & timing of

transformation

– Management on learning curve

• Know feasibility of using external data internally

Deliverables

• Business

case

• Plan for

safely

erasing

internal-

external

boundaries

Outcomes & End State

Feasibility StrategyImplement

-ation

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RoadmapRoadmap:: Enterprise Adoption Enterprise Adoption

of Social Networksof Social Networks

• Policies & rules

– Confront fears

– Define proprietary

– Define what’s

shared where

– Employees +

(partner extranet)

• Security plan and

procedures

• Legal, HR,

process owners…

• Define means to

measure pilots

• Test by measuring

current state

effectiveness

• Compare to

baseline

• Define future state

– Plan to achieve

• Target business

processes for pilots

– Pilot scope, scale

• Select venues

• Select champions

• Plan training

– Mentor program

– Culture change

• Alumni program

Metrics &

MeasurementAdoption planGovernance

Feasibility StrategyImplement

-ation

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RoadmapRoadmap:: Enterprise Adoption of Enterprise Adoption of

Social NetworksSocial Networks

• Plan to realize benefits while containing risk

– Company stakeholders educated & engaged

– Workable tools to measure current state and pilots

• Vision for current/future state

– Adoption trends in your market space

– Your adoption strategy aligned with business

strategy

• Explicit adoption plan based on current/emerging

social networking/Web 2.0 activity

– Customers, employees, competitors…

– Risks/rewards: adopt now or later

– High-impact business processes/units selected for

pilots

Deliverables

• Future state

• Milestones

for cross-

boundary

data & use

• Goals for

external

networks

• Support

program

plans

Outcomes & End State

Feasibility StrategyImplement

-ation

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RoadmapRoadmap:: Enterprise Adoption Enterprise Adoption

of Social Networksof Social Networks

• Launch pilots

– Charters

– Champions

– Participants

• Measure results

– Fast iteration

• Publicize results

– Influence

stakeholders

• Support programs

– Alumni, training

• Morph pilots into

programs

– Alumni, training

– Reward systems

– Use social

networks to drive

growth

• Formalize programs

– Budgets

– Teams

– Accountability

– Rewards

Feasibility StrategyImplement

-ation

Scale IntegratePilot

• Mainstream social-

networks work

processes

• Reengineer legacy

processes

• Solicit stakeholder-

driven innovation

– Products, services

– Support processes

– Business model

– Businesses

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RoadmapRoadmap:: Enterprise Adoption of Enterprise Adoption of

Social NetworksSocial Networks

• Risk-adjusted scaling of enterprise social networks

– Leverage relationship-transforming technology-

driven social changes

• Harness industry- and business-defining innovation

– Engage employees, external experts, partners…

• Boost accuracy/speed to market of product and

service introductions

– Emergent research & collaboration

– Inspire and enlist the crowd to spread excitement

• Seamless access to pockets of emerging markets

demand

Deliverables

• Repeatable

process for

growing

Web 2.0

programs

• Low recruit

costs for

best talent

• High profit

• Reputation

as leader

Feasibility StrategyImplement

-ation

Outcomes & End State

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Encouraging Productivity:Encouraging Productivity: Profile Guidance andProfile Guidance and

StandardsStandards

• Educate on profile features

• Increase inbound invitations– Keywords and SEO

– Aligned with job goals

• An employee benefit– People use it for themselves

– Increase trust & employability

• Allow independence– Mentor workers to collaborate

and magnify their results

– Company hands-off - voluntary

The best LinkedIn profiles attract stakeholder connections

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Encouraging Productivity:Encouraging Productivity: AdvancedAdvanced

Tools/GroupsTools/Groups

• Create granular firm affinity groups

• Loose-tie means for alumni to boost

connections with each other and you

• Some groups I’d like to see…

E-Business

Strategic Change

Thought

Leadership

BloggingEcosystem

Java Launch

Partner

ICE Midwest

Corporate

Knowledge

Team

E-Commerce

Transformation

E-Commerce

Transformation

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Encouraging Productivity:Encouraging Productivity: AdvancedAdvanced

Tools/AnswersTools/Answers

Guide employees in

• White glove crowdsourcing!

• Getting the best advice, anywhere

• Making specific connections

• Emergent market research

• In-workstream

Crowdsource burning questions to clients and influencers

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Encouraging ProductivityEncouraging Productivity:: Action Templates to Action Templates to

Drive Productivity and ROIDrive Productivity and ROI

Network Building

• Searching

• Add connections

Professional Presence

• Profile management

Network Living

• Searching

• Forwarding Introductions

Network Management

• Add connections

• Respond to invitations

Investment TypePassive Active

Fo

cu

sIn

tern

al

Ex

tern

al

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Encouraging Productivity:Encouraging Productivity: Targets for EnterpriseTargets for Enterprise

Process InnovationProcess Innovation

• Business development

– Find new clients/customers/partners

• Client service

– Increase wallet share: serve clients better

• Recruiting

– Recruit/engage experts, employees

– Tap the global expertise network

• Research & Development

– Introduce crowdsourcing to drive innovation

• Public Relations

– Encourage support by developing fans

1122

3344

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Learning More:Learning More: Select Contact Information Select Contact Information

Christopher S. Rollyson, Managing Director CSRA

• Personal: http://rollyson.net

• Journal: http://globalhumancapital.org

• Consulting: http://rollyson.net/consulting/

• Venture: http://executivesguide-linkedin.com

• LinkedIn: http://www.linkedin.com/in/csrollyson

• Facebook: http://profile.to/csrollyson

• Del.icio.us: http://del.icio.us/csrollyson

• Twitter: http://twitter.com/csrollyson

• Email: chris@rollyson.net

• Phone: +1.312.925.1549

• Skype: csrollyson

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Learning More:Learning More: Select References Select References

• IBM: The Global Human Capital Study 2008

– http://tinyurl.com/5mcu5o

• IBM: The Global CEO Study 2008

– http://tinyurl.com/6x5rxm

• CSRA: Creating Strategic and Tactical Value with Enterprise

(Social) Networks

– http://tinyurl.com/57vnsz

• CSRA: Tripping over False Assumptions about Enterprise 2.0

– http://tinyurl.com/69kesl

• CSRA: LinkedIn and Enterprise 2.0: Definitions, Indicators andCase Studies

– http://tinyurl.com/5e2x2p