CIO Advisory Board Social Enterprise – October 16, 2013

© 2013 Deloitte Belgium

Agenda

Deloitte’s Case on Social Business

Social Business Study with MIT – Shifting into first gear

2

1

Social Business Study with MIT

Shifting into first gear

3

From fad to fact: How Social is reshaping business

Second annual MIT Sloan

Management Review and

Deloitte social business report

To better understand how social is evolving within

organizations, we engaged in a multi-year research project

with MIT Sloan Management Review (MIT SMR)

Our second year research:

• Surveyed 2,545 executives

and managers

• Involved 99 countries and

25 industries

• Interviewed 33 business

executives and thought leaders

Our multi-year research study

The growth of social business

“How important do you consider SB to be to your organization?”

Social is growing in importance …

18%

40%

63%

36%

54%

69%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Today One year from today Three years from today

Year 1

Year 2

“How important do you consider SB to be to your organization?”

… across all industries, too

16,9%

22,5%

7,1%

37,4%

10,4%

14,2% 13,7%

29,4%

9,0%

19,4%

23,4%

14,0%

40% 38%

29%

61%

25% 24% 26%

53%

18%

36%

46%

26%

0,0%

10,0%

20,0%

30,0%

40,0%

50,0%

60,0%

70,0%

Year 1

Year 2

25%

“What are the top uses of SB in your department?”

Uses are many and varied

“Imagine an organization transformed by social tools that drive collaboration and

information sharing across the enterprise and integrate social data into operational

processes. How close is your organization to that ideal?”

Yet progress to social maturity is slow

18% 18%

16%

10% 10% 11%

9%

5%

2% 1%

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

1 2 3 4 5 6 7 8 9 10

Rating your organization's "social maturity"

Early

52%

Developing

31%

Maturing

17%

“Imagine an organization transformed by social tools that drive collaboration and

information sharing across the enterprise and integrate social data into operational

processes. How close is your organization to that ideal?”

Barriers vary based on maturity

Stage 1:

Early

Stage 2:

Developing

Stage 3:

Maturing

Top 3 Barriers

to Social

Business

• Lack of an overall

strategy

• No strong business /

proven value

proposition

• Lack of

management

understanding

• Too many competing

priorities

• Lack of an overall

strategy

• Security concerns

• Too many

competing

priorities

• Security concerns

• Lack of an overall

strategy

There are positive correlations to maturity…

0.259

0.627

Significant

Integration of

Social Business

into Multiple

Functions

0.383

0.290

High Levels of Use

of a Variety of

Social Business

Tools and

Technologies

0.275

0.155

Use of Social

Business in Daily

Decision Making

0.449

Use of Social

Business to

Manage

Projects

Small Businesses

Large Businesses

Coefficients for

impact to maturity

for small and large

businesses

(+) Positive Relationships

… and negative ones

Small Businesses

Large Businesses

Coefficients for

impact to maturity

for small and large

businesses

(-) Negative Relationships

-0.519

-0.457

-0.378

-0.301 -0.302

-0.325

Lack of Senior

Management

Sponsorship

Lack of Individual

with Direct

Responsibility for

Social Business

Lack of an

Overall Strategy

-0.512

No Strong

Business Case or

Proven Value

Proposition [2]

Leaders help drive social business maturity

Stage 1:

Early

Stage 2:

Developing

Stage 3:

Maturing

44% likely to have a person

to oversee company’s

social initiatives

Functional affiliation of

top social business

leader: Marketing

68% likely to have a person

to oversee company’s

social initiatives

Functional affiliation of

top social business

leader: Marketing

80% likely to have a person

to oversee company’s

social initiatives

Functional affiliation of

top social business

leader: Senior

Management

52% of

companies

said they

were here

31% of

companies

said they

were here

17% of

companies

said they

were here

Four ways to shift out of first gear

Change the Way Work

Gets Done

Create and Curate

Meaningful Content

Measure What Matters Lead a Social Culture

Although providing a social

tool may be a springboard for

adoption, it is not enough.

Company leaders must

actively drive its use.

While there is no consensus yet

about how to measure returns

from social business, some

clear approaches and

guidelines are coming to the

fore.

The success of social hinges

on the quality of content. And

with the greater use of social

comes much stronger demands

for fresh, unique content.

Through social business

reengineering, companies can

change how work is done and

break down functional barriers

by revamping processes and

embedding social capabilities

into workflows.

The use of social business is still in the early stages at

most organizations

There is a tremendous opportunity to reap the benefits

across an organization of social business that is

reengineered from the business strategy

Despite the early stages of development, several

companies are paving the path forward and can provide

insights from their efforts

In summary

More from Deloitte

Full report at DUPress.com Infographic

The Executive’s Role in

Social Business

Reengineering

Business Intelligence Rewired Customer

Social Reengineering

by Design

Amplify the Value of Social Signals

Financial Times Article YouTube Video

The Social Business Report

Deloitte’s Case on Social

Business

18

Our future building

Timeline of our Social Journey

Actions Solution

• Portal – 1-way communication / information “MyDeloitte”

Year

• Document Management Solution based on Sharepoint

• (mobile) communication everywhere through the use of VoIP

• Microblogging to increase the employee experience through communitees

• Advanced community interaction through the combines solutions above

2001

2005

2010

2012

2013

eDReaMS:

electronic Document and Record Management System

Work has changed dramatically evolving to a paperless environment

eDReams

• Provides a complete document management solution

• Captures and handles the workflow for all documentation within customer projects.

Archiving and filing were initially paper based workflows that were hard to trace

eDReaMs offers

• Electronic workflow and document handling - Business continuity

• Advanced sharing of documents and archives – Cost reduction

• Compliance to strict requirements regarding confidentiality – Risk and efficiency

Based on SharePoint technology: sustainable platform - better collaboration

Integrates with

• Outlook via toolbar Add in

• Deloitte Online

• Nova CRM systems

• And more BU specific tools

MS Lync is used for :

• Making Phone Calls

• Instant Messaging between colleagues

• Video Conferencing

• Sharing of desktop content (sharing presentations) internally and externally

• Remote access to desktops (IT Service Desk)

Integration with applications is ongoing to :

• Improve the interaction with the customer/end-user (CRM integration)

• Enriched context for call handling, internally and externally

• Be more pro-active (users calling Service Desk, the agent gets prompted of open

issues)

1.754.620 IM messages

220.445 IM sessions 235.705 Lync calls

4.843 conferences

Yammer for Deloitte that’s

• Comprehensive collaboration.

Tap in on any device.

• A more effective social intranet.

Integrates with SharePoint.

• Improved productivity.

Crowdsourcing of ideas means faster responses

to business and customer demands.

• A stronger corporate culture.

Transform a widespread employee base into a more

tightly knit workforce focused on customer satisfaction.

Deloitte People Network

• More than just one global repository

• Cross-functional people profile system that showcases your experience, expertise and

interests

• Center of collaboration to express your professional and personal brand, exchange

knowledge, build connections, and share ideas and opportunities.

Integrates with

• Provides a single, multilingual and intuitive interface to

connect Deloitte practitioners and member firms to their

colleagues and knowledge assets.

• Includes key information such as business line, resume, skills

matrix, professional interests, qualifications, knowledge assets,

Yammer activity, and more.

• Integrates with various business applications including

staffing and HR systems.

Deloitte’s New World of Work

© 2013 Deloitte Belgium

Vision 2020 - “Embed Social Business in our DNA”

Technology 2020 - “If you can dream it, you can do it”

Gateway’s revolutionary technology is an enabler to

achieve our vision

© 2013 Deloitte Belgium

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