PREPARING YOUR BUSINESS

FOR CHANGE

Latest Developments in Enterprise Social Networking - Volume 8

June 2016

@MichelEzran

@LeckoEN

#EntDigi

What’s up in 2015 / 2016 ?

In depth survey

European flavour

Lecko repository update

Research Institute

850 managers of org > 5000 emp

30 solutions benchmarked

against 550 criteria

Analytics from 25 large companies

150k active users monitored

KEY FINDINGS

1. Collaboration & social usages are increasing : + 15 % in 2015

2. Managers have a significant level of awareness of digital

transformation stakes but still lack of practice

3. Digital Leaders are engaged in a sustainable way: they represent

a new asset for companies

4. Social Usages are developing at the heart of the value chain

COLLABORATION & SOCIAL USAGES KEEP ON PROGRESSING

OF COMPANIES

HAVE AN ESN(LECKO –OPINIONWAY)

58 %

+ 15 % / yEngagement Level

# of engaged users

+ 2500engaged / y

MANAGERS DIGITAL LEADERS

2 KEY ACTORS OF DIGITAL TRANSFORMATION

Legitimate

Formal

Hierarchical

Do

Informal

Network

What is the reality of digital transformation ?

How digital transformation is perceived ?

850 managers surveyed in a representative panel of

companies larger than 5000 employees

Representative panel

of managers understand the contribution of ESN to

cope with challenges related to digital

transformation but find it difficult to question the

system in which they have grown up.

67%MANAGERS

source : Lecko-

OpinionWay

STAKES AWARENESS

BENEFITS UNDERSTANDING

PRACTICESMANAGERS

?

source : Lecko-

OpinionWay

25% of managers

use an ESN daily

88% understand

the digital strategy

of their company

85% of managers

understand the

challenge

Digital strategies relate to :

57% of employees and

69% of products and services

74% of managers

understand the benefit of

ESNs

STAKES AWARENESS BENEFITS UNDERSTANDING

PRACTICESsource : Lecko-

OpinionWay

74% of managers understand the benefit of ESN :

75% : Info Access

72% : Mutual support

72% : Ideation

62% : Team coordination

62% : Problem solving & Decision making

59% : Learning & Skills development

BENEFITS UNDERSTANDING

source : Lecko-

OpinionWay

58% of Managers

coordinate their activities with

ESN / collab tools

75% of 18-29 year old

Managers do

76% of Managers

share information via

ESN / collab tools

PRACTICES

source : Lecko-

OpinionWay

HOW DO THEY BEHAVE ?

WHY ARE THEY SO

IMPORTANT ?

PRACTICES ?DIGITAL LEADERS

LESSONS FROM LECKO ANALYTICS & ABACUS

Time

En

gag

em

en

t

• 25 organizations benchmarked

• Up to 6 years of history

• 19 792 communities

• 10 Millions activities

Air France, Air Liquide, Albea Group, Allianz, Bouygues

Immobilier, Crédit Agricole SA, ENRX, Engie, Givaudan,

Icade, JCDecaux, Lafarge, La Poste, L’Oréal, Louis

Vuitton, Maif, Michelin, ONF, RATP, Simply Market,

SNCF, Suez-Environnement, Sodexo and Solvay.…

DL

LESSONS FROM LECKO ANALYTICS & ABACUS

150kACTIVE USERS

130kUSERS > 1 YEAR

5860LEADERS

DL

HOW TO DETECT LEADERS ?

How to detect Digital Leaders ?

Engaged

Intense participation

Balanced activities

Variety of communities & topics

Talk & Build relationships

These players are the driving

forces of collaborative spaces,

they lead others.

DL

THEY RAPIDLY APPEAR AS LEADERS

(80% AFTER 3 MONTH)

LEADERS ARE LEADERS

(THEY DON’T BECOME LEADERS

WHY ARE LEADERS SO IMPORTANT ?

9/10are engaged in a sustainable way :

LEADERS REMAIN

LEADERS !

REVEAL & RECOGNIZE

No need for strong training

How do Lecko findings relate to the rest of Europe ?

USE CASES ARE SIMILAR ON BOTH SIDES OF THE CHANNEL !

20

ON BOTH SIDES : Project Management, Best Practice Sharing, Market Intelligence,

Innovation, Mutual assistance

Business Processes socialization when mature

Corporate comm 2.0 seems more developed in the UK

USE CASES ARE DEVELOPING ACCROSS VALUE CHAIN

21Business Process Support Function Use Cases

Customer

ServicesLogisticsOperations

R&D /

Product

Development

Sales &

Marketing

End to End Business Value Chain

Use cases observed

BusinessSupport Functions

Finance

HR

IT

Business Services

Overall - Linking People• Project management/co-ordination

• Better/faster communication

Retail

Networks

Legend :

Innovation Engineering

Manufacturi

ng Practices

DistributionCustomer

Support

Reporting

OnboardingHealth &

SafetyLearning

IT Support

Communication Legal Knowledge

Management

SOCIAL USE CASES ARE DEVELOPING AT THE HEART

OF THE VALUE CHAIN

STUDYhttp://referentiel.lecko.

fr/publications/

http://referentiel.lecko.

fr/en/publications-2/

Que trouver dans l’étude ?

Lecko Matrix

Solutions Datasheets

APPENDIX

MARKET ANALYSIS

30 solutions étudiées

Test Rencontre Analyse

Qu’est ce que l’effectivité ?

Niveau d’usages effectif

Couverture d’usages

+

Couverture d’usages

Niveau d’usages effectif

Couverture d’usages

Niveau d’usages effectif

A

B

MATRICE DES

POTENTIELS

SOCIAUX

Segmentation du marché

Le POTENTIEL SOCIAL au service des usages de :

Productivité

Diffusion et circulation

de l’information

Collaboration au

service deprocessus

Gestion des connaissances

Ouverture à l’externe

Niveau

d’usages effectifs

Couverture d’usages

L’indice du référentiel Lecko

2016

B

c

APRODUCTIVITÉ

DIFFUSION ET

CIRCULATION

DE L’INFORMATION

COLLABORATION

AU SERVICE

DEPROCESSUS

GESTION DES

CONNAISSANCES

OUVERTURE À

L’EXTERNE

B

c

A

DIFFUSION ET

CIRCULATION

DE L’INFORMATION

DIFFUSION ET

CIRCULATION

DE L’INFORMATION

COLLABORATION

AU SERVICE

DEPROCESSUS

GESTION DES

CONNAISSANCES

OUVERTURE À

L’EXTERNE

PRODUCTIVITÉ

B

c

ADIFFUSION ET

CIRCULATION

DE L’INFORMATION

COLLABORATION

AU SERVICE

DEPROCESSUS

OUVERTURE À

L’EXTERNE

PRODUCTIVITÉ

GESTION DES

CONNAISSANCES

B

c

A

OUVERTURE À

L’EXTERNE

DIFFUSION ET

CIRCULATION

DE L’INFORMATION

COLLABORATION

AU SERVICE

DEPROCESSUS

GESTION DES

CONNAISSANCES

PRODUCTIVITÉ

B

c

A

COLLABORATION

AU SERVICE

DEPROCESSUS

DIFFUSION ET

CIRCULATION

DE L’INFORMATION

COLLABORATION

AU SERVICE

DEPROCESSUS

GESTION DES

CONNAISSANCES

OUVERTURE À

L’EXTERNE

PRODUCTIVITÉ