Enterprise 2.0 - Virtual Conference Keynote 2010

Accelerating Business Performance via Enterprise 2.0 Approaches and Technology

Introduction

• Strategy and Execution Consulting Firm

• Focus: Helping organizations accelerate business performance with strategic uses of social and collaborative technologies

• Employee & Workplace Performance

• Process Performance – Sales– Marketing– Partner Relationships– Customer Engagement

Introduction

AboutAbout What We DoWhat We Do

Team Experience: Sun Microsystems, Cisco, McKesson, Sony PlayStation, Sabre, KPMG, amongst others

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Enterprise 2.0 – Where’s the Business Value?

Value Inhibitors Setting Up for Performance Acceleration Performance Acceleration Outcomes

Topics

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Enterprise 2.0 – what is it?

What its not

Setting Up for Performance

Acceleration

Performance Outcomes

Q&A <placeholder image>

ENTERPRISE 2.0 – What is it?

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Customer Centricity

Customer Centricity

ENTERPRISE 2.0 – What is it?

It’s performance acceleration through the strategic use of social and collaboration approaches and

technology, in the context of business objectives

Customer Centricity

Operational Efficiency

Innovation

Drive Revenue

Lower Cost

Reduce Risk

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It’s about improving discrete outcomes by including customers, employees, distribution

partners and suppliers….

ENTERPRISE 2.0 – What is it?

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Heightened risks and costs of building, marketing and selling productsIneffective engagement models to sell what customers want to buy

ENTERPRISE 2.0 – What is it?

By moving from closed, linear processes…

Today’s Process Centric Design

Social Computing concepts and technologies accelerate performance by placing people at the nucleus of business activity.

…to a social, collaborative design….

The High Performance Design

…in the context of business activity.

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Discrete business activity can be

unnecessarily fenced in by ERP/ SCM/CRM and

Intranet/ Extranet design

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It’s about improving business outcomes by complimenting traditional, structured output

with richer social and collaborative input.

Process Social+

But it also means objectively identifying where structured processes can in fact be enhanced or re-designed with social and collaborative constructs.

Process Social

And where it can’t.

Process

Social

Its being cognizant about governance and compliance and injecting social constructs at the right points within discrete business processes

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Its about measuring

progress and the value of

contributors in the flow of work

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It’s about responding to behaviors and participation incentives, with better ways

to get the job done

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Enterprise 2.0 – what is it?

Value Inhibitors

Setting Up for Performance

Acceleration

Performance Outcomes

Q&A

Value Inhibitors

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If you frame tools as Enterprise 2.0…

WHAT WONT DELIVER SUSTAINABLE ADVANTAGE

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If you consider Social or

Collaboration a “Strategy”

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If you consider Collaboration or Social, an Outcome.

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If you approach it

as a one-size –fits-all design

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Enterprise 2.0 – what is it?

Value Inhibitors

Setting Up for Performance

Acceleration

Performance Outcomes

Q&A

SETTING UP FOR PERFORMANCE ACCELERATION

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Focus on Discrete Performance Objectives

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Identity where collaboration and social concepts can move the needle

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Design for participation early and you’ll have adoption later

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Account for change management, support & user guidance

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Show each user benefits of using tactics and tools

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Be able to identify where to replace and where to augment based on the right execution path

for your enterprise

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Be ready to articulate the effort, and switching cost

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PERFORMANCE OUTCOMES Enterprise 2.0 – what is it?

Value Inhibitors

Setting Up for Performance

Acceleration

Performance Outcomes

Q&A

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Drive Revenue

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Reduce Cost

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Lower Risk

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Enterprise 2.0 – what is it?

Value Inhibitors

Setting Up for Performance

Acceleration

Performance Outcomes

Q&A

Closing Thoughts

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Enterprise 2.0 – what is it?

What its not

Setting Up for Performance

Acceleration

Performance Outcomes

Q&A

ThanksQ&A

Contact: Email: info@sovosgroup.comWeb: http://www.sovosgroup.com

Oliver MarksE: oliver.marks@sovosgroup.comTwitter: @olivermarks

Sameer PatelE: sameer.patel@sovosgroup.comTwitter: @sameerpatel