social business design
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Presentation given by Jeff Dachis of Dachis Group at Enterprise 2.0 San Francisco 2009.TRANSCRIPT
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Le Enterprise Est Mort, Vive Le Enterprise!
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15 years of Technology Transformation
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Social Business Design | November 4, 2009
Everything that can be digital, will be.Everything that can be digital, will be.
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Social Business Design | November 4, 2009
Exciting timesExciting times
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Social Business Design | November 4, 2009
Interesting timesInteresting times
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Social Business Design | November 4, 2009
We have all been there.We have all been there.
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The Song Remains the SameThe Promise of Nothing Newg
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Social Business Design | November 4, 2009
Business is based onBusiness is based on People, Process, and Technology Systems
• The enterprise wants to provide and receive value
• The enterprise wants people to want to be involved and invested where they spend their timeand invested where they spend their time
• The enterprise wants a process that encourages people to be involved and values their contributionp p
• The enterprise wants systems that enable people to be involved in a process so they can most efficientl pro ide and recei e al eefficiently provide and receive value.
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The Enterprise Is The Business
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Social Business Design | November 4, 2009
The Enterprise is not IT. e te p se s ot
• The Enterprise is made up of the People, Processes, and p p p , ,Technology Systems that are used to exchange value in every area of the business.
St f i l IT- Stop focusing on only IT.
- You are missing 2/3 of the picture.
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Social Business Design | November 4, 2009
The Enterprise is ALL of the businessThe Enterprise is ALL of the business• .
• The Enterprise represents ALL parts of a businesses
- Employees- Employees
- Customers
Shareholders content ecosystem support services- Shareholders
- Business Partners
Suppliers
ycommerce ecosystem
services
- Suppliers
- Distributerscloud services
developer ecosystem
application ecosystem
productssupply chain ecosystem
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supply chain ecosystem
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Social Business Design | November 4, 2009
People, Process, and Technology SystemsPeople, Process, and Technology Systems have not yet adapted...
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Social Business Design | November 4, 2009
....While the shape of the Enterprise has p pchanged
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Inescapable Trends
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Social Business Design | November 4, 2009
Our world is truly getting wiredOur world is truly getting wired
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Source: Nielsen
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Social Business Design | November 4, 2009
The wires are getting fasterThe wires are getting faster
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Source: Pew Internet & American Life Project, July 2008
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Social Business Design | November 4, 2009
IT consumerization is upon usco su e at o s upo us
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Social Business Design | November 4, 2009
Consumer web apps proliferateCo su e eb apps p o e ate
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Social Business Design | November 4, 2009
We buy supercomputers at the malle buy supe co pute s at t e a
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Source: Apple
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Social Business Design | November 4, 2009
And provide access to everyone...d p o de access to e e yo e
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Source: One Laptop Per Child
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Social Business Design | November 4, 2009
We share opinions on everythingWe share opinions on everything
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Source: antigone78 on Flickr
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Social Business Design | November 4, 2009
Cloud computing is a realityC oud co put g s a ea ty
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Social Business Design | November 4, 2009
Work demands an “always on” mentalityo de a ds a a ays o e ta ty
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Social Business Design | November 4, 2009
Social technologies keep us informedSocial technologies keep us informed
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Source: McKinsey & Company
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But not so fast...
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Social Business Design | November 4, 2009
Consumers are increasingly skepticalConsumers are increasingly skeptical
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Source: Edelman
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Social Business Design | November 4, 2009
Participation isn’t scalable...Participation isn t scalable...
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Social Business Design | November 4, 2009
...because individuals don’t scale...because individuals don t scale
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Social Business Design | November 4, 2009
People are peoplePeople are people
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Source: CarbonNYC on Flickr
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Social Business Design | November 4, 2009
Communication remains largelyCommunication remains largely unidirectional
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Social Business Design | November 4, 2009
Work still happens in silosWork still happens in silos
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Social Business Design | November 4, 2009
We have endless point solutions not e a e e d ess po t so ut o s otplatforms
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Social Business Design | November 4, 2009
Businesses are overloaded with data
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Social Business Design | November 4, 2009
How will you govern?How will you govern?
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Source: Ambidanze on Flickr
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Social Business Design | November 4, 2009
What policies do you have in place?What policies do you have in place?
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Pulling it Together
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Social Business Design | November 4, 2009
The industrial economy has evolved and requires some fresh thinking to realize its potential. Today, we live in a network economy. We need a network centric organi ational modelcentric organizational model.
dachisgroup.com
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Social Business Design | November 4, 2009
A shift towards social businessA shift towards social business
New distributed, collaborative, and agile organizations are able to surpass
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current barriers to growth in order to create new value
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Social Business Design
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Social Business Design | November 4, 2009
An organizational framework for doingAn organizational framework for doing business in a networked economy
• Social Business Design is the i i l i f i llintentional creation of socially calibrated and dynamic business systems, process and culture.
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Social Business Design | November 4, 2009
An organizational framework for doingAn organizational framework for doing business in a networked economy
• The Goal: Enhanced value exchange among constituentsexchange among constituents with Improved and emergent b i tbusiness outcomes
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The Archetypes of Social Business Design
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Social Business Design | November 4, 2009
Four Archetypes forSocial Business Design
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Social Business Design | November 4, 2009
Ecosystem y
F Di Sil T C d N d
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From Disparate Silos To Connected Nodes
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Social Business Design | November 4, 2009
A network of nodes and connectionsA network of nodes and connections
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Source: ethorson on Flickr
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Social Business Design | November 4, 2009
Core and ExtendedCore and Extended
Extended
Core
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Social Business Design | November 4, 2009
Ecosystem (connection systems)Ecosystem (connection systems)- An expanded constituent
base including core and extended
- A robust, integrated network of nodes and connectionsA h li ti t h l d hi- A holistic technology architecture
- Strong and weak ties
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- Strong and weak ties- Active and ambient
awareness
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awarenessFrom Disparate Silos To Connected Nodes
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Social Business Design | November 4, 2009
Hivemind
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From Hoarding To Collaborating
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Social Business Design | November 4, 2009
A primary social calibrationp y
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Source: Larry Tomlinson on Flickr
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Social Business Design | November 4, 2009
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Social Business Design | November 4, 2009
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Social Business Design | November 4, 2009
Hivemind (culture)Hivemind (culture)
- A primary social calibrationcalibration
- Active Participation- Active Engagment- Active Involvement
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From Hoarding To Collaborating
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Social Business Design | November 4, 2009
Dynamic Signal
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From Static To Dynamic -“Communication as work, not for work”
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,
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Social Business Design | November 4, 2009
Dynamic signal
• real time communication• real-time communication
• human and machine signals
• signals from relevant transmission points
d t l ti• updates on location
• monitors and acts upon signals of others
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Social Business Design | November 4, 2009
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Social Business Design | November 4, 2009
Dynamic signal (communication process)Dynamic signal (communication process)
- Dynamic real time ysignals of all nodes in the ecosystem
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- A new mode of transparent authorship and ownershipand ownership
- Creates efficiencies
From Static To Dynamic -
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From Static To Dynamic -“Communication as work, not for work”
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Social Business Design | November 4, 2009
Metafilter
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From Filter Failure To Clear Signals
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“Finding meaning in all the noise”
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Social Business Design | November 4, 2009
Diverse data sets need contexte se data sets eed co te t
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Source: Nicolas Felton 2007 Annual Report
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Social Business Design | November 4, 2009
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Social Business Design | November 4, 2009
Analyze for meaningAnalyze for meaning
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Source: Nielsen Online
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Social Business Design | November 4, 2009
Classify and focus the analysisClassify and focus the analysis“Reasons I am frustrated “Reasons I am frustrated with the general public: 1. with the general public: 1.
Everyone is running Everyone is running around like a chicken witharound like a chicken witharound like a chicken with around like a chicken with their head cut off talking their head cut off talking about the &*%$ swine about the &*%$ swine
flu...” 2009flu...” 2009--0404--3030
Mainstream pharmacy sites Mainstream pharmacy sites repost press release: “US repost press release: “US
Swine Flu Deaths Hit Double Swine Flu Deaths Hit Double Digits.” 2009Digits.” 2009--0505--2121
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Source: Nielsen Online
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Social Business Design | November 4, 2009
Metafilter (filter, measure)Metafilter (filter, measure)
- Filter tag sortFilter, tag sort- Define constructs for
measurment
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- Analyzing for meaning- Define relevanceDefine relevance- Amplify relevance
From Filter Failure To Clear Signals
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From Filter Failure To Clear Signals“Finding meaning in all the noise”
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Challenges: Its Early
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Social Business Design | November 4, 2009
A hiveminded dynamically signalingA hiveminded, dynamically signaling, metafiltered ecosystem will perform exponentially better.p y
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Social Business Design | November 4, 2009
We are all working hard, but lets workWe are all working hard, but lets work smarter• Eliminate the duct tape and bubble gum
• Focus on People Process and Technology• Focus on People, Process, and Technology
• Create an overarching plan: Systems Architecture (holistic and agnostic)- Systems Architecture (holistic and agnostic)
- Cultural Change Management
- Process Evaluation and Reorganizationocess a uat o a d eo ga at o
- Governance, Leadership, Accountability, Investment and return
- Measurement strategy- measure the right things
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Social Business Design | November 4, 2009
Social business design appliedSocial business design applied
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Social Business Design | November 4, 2009
Why Social Business Design?Why Social Business Design?
I d+ =
Improved&
EmergentOutcomesOutcomes
•Cost savings and efficiencies•Adaptable business practices
•Informed social marketing strategies
•New product & service offerings/innovations
•Improved collaborative processes
•Customer growth, retention and sustainability
E i i t k t
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•Expansion into new markets
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How ready are you for social business?
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The Enterprise is dead. Long live the Enterprise!
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Thank You.
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Dachis Group Jeffrey DachisChi f E ti OffiChief Executive Officer
[email protected] // dachisgro p comhttp://www.dachisgroup.com512-275-7830