The Future of Social in the Enterprise - by Alan Lepofsky and Dion Hinchcliffe
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This presentation talks about the past, present and future of social software within the enterprise. DIon Hinchcliffe and I presented this at Salesforce Dreamforce 2012.
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The Future of Social in the Enterprise - by Alan Lepofsky and Dion Hinchcliffe
- 1. The Future of Social Inside the Enterprise Thought Leader Perspective Dion Hinchcliffe Alan Lepofsky Executive Vice President, Dachis Group VP Principal Analyst, Constellation Research @dhinchcliffe @alanlepo Kuntal Vahalia Senior Director, Salesforce.com @kuntalvahalia Karthik Chakkarapani, Senior Solution Architect, Salesforce.com @kchakkarpani
- 2. Safe harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2012. This documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward- looking statements. #DF12Social
- 3. Safer harbor #DF12Social
- 4. Agenda: The Evolution of Social Business § The Journey – What led us to where we are today? § Today – From simply sharing to getting work done § What’s Next – The future of social business #DF12Social
- 5. Part 1: The Journey To Social Business #DF12Social
- 6. Groupware? Collaboration? Social Software? Goal: To help people get their jobs done… … and help their organization be successful People need to be able to: • Create, discover and share information • Find the colleagues/communities that can help them (and vice versa) Wha whic t's in a n • Build strong relationships with external h a other we call a me? that name ros communities swee woul e by any t - Sh ds akes mell as pear • At any time from a variety of devices e #DF12Social
- 7. Social Software Is Not A New Idea Until now, most PC software was designed for individuals using individual PCs. But today, more and more people are working in teams on networked PCs that require a new kind of software. Software that lets them quickly share ideas and information no matter where, when or how they work. Enter Lotus Notes. The first software than actually thrives on the fact that people need to work together to be effective. Lotus Notes creates a new communications environment where users can develop applications - for sales tracking, project management, customer service, and free form discussions of all kinds - and routinely access and share this information from their desktop to anyone, anywhere in the world. In fact, no other software maximizes your investments in networked PCs like Lotus Notes. After all, helping people work together is what Lotus does best. ` #DF12Social
- 8. How we got where we are today... Majority of The shake-out: 1.0 era companies now Most large companies select tactically engage a few large social suites in social media “Cambrian Explosion” Centralization: (internal, external McAfee Coins of social enterprise 1st notable wave of enterprise- The Rise of Facebook or both) “Enterprise 2.0” vendors wide social business and “big” social networks transformations begin 2006 2007 2008 2009 2010 2011 2012 2013 Critical mass of social Rise of Social HR “Web 2.0” Blogs, wikis, and business success Peaks As online communities stories is achieved (100+) Rise of Social CRM A Term enter the workplace Most public communication is now through social channels (July, 2009) #DF12Social
- 9. The Perfect Storm Has Brought Us To Where We Are Process People Moving beyond the org chart Internal groups “Social” is connecting Business & People processes (CRM, HCM, etc.) External communities Work is more transparent Recognition/Reputation is built in New user experiences Mobile Access Analytics / Big Data Application Stores Cloud / In-Memory Industry Standards Technology #DF12Social
- 10. What We’ve Learned: The Benefits of Social Business Self-Reported Average Industry Improvements From Large Organizations 25-30% faster access to expertise! 10-20% reduction in travel 30% faster customer care Increased Productivity Revenue Creation processes! and communication costs! Overcoming distance and Shorter external time zone support cycles 10-15% reduction in ! barriers to collaboration 18% higher customer satisfaction! communication costs! 10% decrease in operational 10% higher customer! Self- loyalty! costs! service Faster location Increased customer content of experts satisfaction & sharing retention More rapid Better new hire business ramp-up decisions Improved connections Less time between Improved spent departments 20-30% increase in access looking for and internal global 15% increase in successful sales to expertise! information teams processes innovations & ideas! 30% increase in speed of Cost Reduction Connected Culture 10% increased revenue! access to! knowledge! 35% increase in collaboration! 20% lower communication costs! Source: Synthesis of McKinsey, Dachis Group, and other social business benefits data. #DF12Social
- 11. Fully social organizations get outsized benefits How orgs will claim their share of the $1.3 Trillion Source: 2011 McKinsey Web 2.0 Survey Social Business Proposition #DF12Social
- 12. Part 2: Where We Are Today #DF12Social
- 13. Social Business projects are more strategic and growing faster than ever before #DF12Social
- 14. Virtually all data continue to show sustained real-world benefits (McKinsey, IBM, Frost and Sullivan, AIIM) #DF12Social
- 15. Everything is becoming social! Social features are appearing in virtually all new user experiences #DF12Social
- 16. The predicted social data explosion: It happened #DF12Social
- 17. Social business moves into the C-Suite #DF12Social
- 18. Burberry’s Social Business Transformation To The Bottom Line 21% Increase • 6,600+ Workers • 10M+ Facebook Fans • 15,000 Partners Burberry CEO Angela Ahrendts Explores Their Social Enterprise Vision With Salesforce CEO Marc Benioff at Dreamforce 2011 #DF12Social
- 19. A Shift Is Taking Place #DF12Social `
- 20. From Simply Sharing, To Getting Work Done SOCIAL Connected Sharing, Transparency, Ge4ng Work Done Enterprise Discovery Core Business Processes BUSINESS #DF12Social
- 21. Integrating Social Into Core Business Processes Unstructured Structured Sales Human • Status Updates Resources • Sharing Marketing Supply • QA Chain • Exception Handling Engineering Support/ • Expertise Location Service Learning #DF12Social
- 22. Type 1: Stream Level Integration Can help information reach a broad audience CRM Enables discussion Links or ideally embedded objects ERP Context is lost, as comments are not part of the system of record HR Contributes to information overload #DF12Social
- 23. Type 2: Embedded Experiences #DF12Social
- 24. We’ve learned what social business looks like • Cross-divisional • Top-to-bottom • Involves key areas • Executives • Subject matter experts • HR Legal • Middle Management • Workers • Community Managers #DF12Social
- 25. And that a certain skill is essential for best results... #DF12Social
- 26. Warning: Let’s Not Get Carried Away! #DF12Social
- 27. So What’s Missing From The Current Solutions? Social Business has provided organizations with many benefits… …but it has also created a new set of technological and cultural challenges. #DF12Social
- 28. Part 3: The Future Of Social Software #DF12Social
- 29. Theme: Soci Helping People al Ta Get Work Done sk M a nage men t Perso nal W orkflo w Au toma tion Collab orativ e App licatio ns #DF12Social
- 30. Social Task Management Constellation Research 2012 All Rights Reserved #DF12Social
- 31. Salesforce Do.com #DF12Social
- 32. Personal/Team Workflow Automation Connecting multiple services / websites together via a single then Take action rules engine. If event Take action Take action Take action(s) Enable conversations around these event. then Broadcast into activity stream for Sales Business use-cases New lead is created everyone to discuss New collateral is then Post a link in the sales training group Marketing posted and schedule a webinar New feature then Add a task to the team’s task Development request management board #DF12Social
- 33. Collaborative (Micro) Applications Not just adding social to existing business process, blogs but creating new wikis applications for: forums communities Sales, Marketing activity streams HR, Engineering Finance #DF12Social
- 34. Social business is one unified ecosystem #DF12Social
- 35. Reconciliation of existing transaction systems with engagement systems #DF12Social
- 36. Social + Mobile = Future of User Experience 1 bill ion s mar tph ones ( 2012) Smart Mobile Converged “SoMo” 2012) u sers ( m edia billio s l n ocia 1.4 Social Media + Location-based services + All apps mobile + All apps with social features + Disposal mobile social networks + Sensors, NFC + social = possibilities #DF12Social
- 37. Theme: Turning Insights Into Action #DF12Social
- 38. Analytics / Big Data • Intelligent filtering • Streams Data • Search Data • Recommendations • People Data • Pages • Communities • Sentiment Analysis • Internal • External Decisions #DF12Social
- 39. Social + data analytics = business intelligence #DF12Social
- 40. Does Your Organization Have A Data Scientist? #DF12Social
- 41. Big data + social media = business value #DF12Social
- 42. Gamification The R’s… Behavioral Dynamics Rank/Reputation: Leaderboards Role: How people work today Gamification Reward: next How people are Incentives connected Route: How people work Quests/Missions together #DF12Social
- 43. Marketing: The Next Vertical For Social Business 2011 = SCRM 2012 = HCM 2013 = Marketing #DF12Social
- 44. Big ROI: Engagement at scale #DF12Social
- 45. Cost-effective scale: Strategic mobilization enterprise advocates #DF12Social
- 46. Stronger foundations for social business... ...dealing with regulatory, legal, and other issues seamlessly! #DF12Social
- 47. Enterprise-wide organization around social business • CMO? • Corporate Communications? • Human Resources? • IT Dept? Where then? • Social Business Office • Triumvirate #DF12Social
- 48. A C-level role for social media #DF12Social
- 49. This role will enable social across the entire business #DF12Social
- 50. Social as an integrated part of digital strategy #DF12Social
- 51. Conclusion The future of social business is….. Business! #DF12Social
- 52. Dion Hinchcliffe Alan Lepofsky Executive Vice President VP and Principal Analyst Dachis Group Constellation Research @dhinchcliffe @alanlepo #DF12Social
- 53. #DF12Social
Editor's Notes
- Alan Lepofsky is a VP and Principal Analyst at Constellation Research with almost two decades of experience in the software industry, Alan helps companies understand how collaboration solutions help employees get their work done. Alan not only evangelizes how social software can change the way people work, but also focuses on how organizations can improve their existing business processes by providing access to the content and communities Dion Hinchcliffe is currently Executive Vice President of Strategy at Dachis Group and is an internationally recognized thought leader and practitioner in the areas of information technology, business strategy, and customer engagement. Dion is particularly well known for his thought leadership in Enterprise 2.0, business agility, Social CRM, and supply chain management and is a widely followed commentator and industry analyst for ZDNet, InformationWeek, ebizQ, BusinessAgility.com, the Collaboratory, and elsewhere. He is also a frequent keynote speaker and is co-author of two books on 2.0 subjects including Web 2.0 Architectures from O'Reilly as well as the just-published Social Business By Design (Wiley, 2012.)
- speaker: Kuntal
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- http://www.alanlepofsky.net/alepofsky/alanblog.nsf/dx/helping-people-work-together-is-what-lotus-does-best 1991 Speaker: Alan
- Speaker: Dion
- Speaker: Alan begin, Dion adds
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- Speaker: Dion
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