Enterprise 2.0 Summit – Paris – Day one

Keynote Session: Understanding The Social Business Excellence – Rawn Shah (IBM), Y’ves Caseau (Bouygues Telecom)

What is behind Social Business? What are the challenges companies are facing?

Business at the Speed of Experitise – Rawn Shah

  • Business value creation through 4 archetypes: customer value, operating efficiency, quality in operations, organization culture
  • 65% of line business byers will buy without IT (Forrester 2011). The business is avoiding to get IT involved for decisions
  • LOB means Sales, Marketing, Customer service, HR, R&D, Supply Chain, etc
  • Many of our organizations have invisibile walls. We try to work across these walls. Social media is starting to bring conversation across suddenly opening the walls in a scalable way. Is that a recipe for chaos? More and more open cross silo convos doesn’t mean LOBs will go away
  • How do we harness the power of those convos? We start by adding some structure not to control conversations but to accelerate them
  • Structure means Purpose (culture, leadership, social tasks), People (trust & rep, interpersonal actions, relationships and roles, community management), Places (environment actions, domain). Everything coming together to shape Social Experience
  • Structure must still be aligned to specific value goals in a different way for different LOBs. Different priorities & objectives choosing among the 4 archetypes of business value. Ex. VP HR, CIO, GM more on organizational culture and op efficiency, CMO, VP Sales, VP Customer Service more in customer value and quality in op, etc
  • Each approach also means specific issues and processes
  • How does social create value? Capture unstructured data (the main goal of the old KM), collaboration & discovery, analytical insight, transformation
  • Capture unstructured data: 70-80% enterprise data is unstructured and growing 10-50 times faster that structure data (Forrester 2010). Capturing tacit knowledge is still very important
  • Collab & Discovery: is accelerating ideations and innovation, building engagement & relationships, accelerate decision making, identifying spots to improve processes
  • Analytical Insight is about attention management, filtering, prioritization, understanding patterns, doing sentiment analysis, accelerating decisions based on data. This is more and more important with the explosion of amount of data we produce and need to consume
  • Transformation to integrate unstructured data and collab inside process flows, augmenting process resiliency and adaptive capabilities, handling process exceptions through social, alleviating process frustration and improving process adoption
  • These 4 levels represent a scale from capture to transformation, from tactic to strategic
  • How does this map to the goals of different functions? Product & Service innovation, Customer care and insight, Workforce Optimization
  • Product & Service Innovation Goals (challenges, capabilities, identify goals, define strategy, execute):
    • Radically innovate models, markets and products
    • Leverage collective intelligence
    • Innovate through partnerships
    • Cultivate networks & communities of expertise
    • An example of strategy: describe needed innovation qualities & values, identify hotsposts of innovation, define the metrics and kpis for innovation strategies, set business strategic goals of innovation. Then you execute based on the 4 levels of value (unstructured, collab & discovery, insight and transformation)
  • For Customer Care & insights you have:
    • Enhance customer relationships
    • Integrate insight
    • Accelerate customer responsiveness
    • Improve Brand Loyalty
  • For WF Optimization:
    • Mobilize for speed & agility
    • Retain expertise leaving company
    • Improve recruiting & training new employees
    • Create a culture of sharing
  • Value creation = structured social experiences (people , places, purpose) + lines of business goals, challenges & processes + mapping goals to strategy to execution in an iterative path
Y’ves Caseau
  • Agenda for the speech: The paradigm shift of the 21st century, lean enterprise 2.0, a systematic reconstuction of enterprise 2.0, do we need business processes in 2.0 world, conclusion
  • Companies are facing a complex world. Embracing of complexity due to globalization, hyper competition, time is shrinking
  • Complicated problems require specialists, complex problems require everyone
  • Complex problems are solved on the gemba, where they occur, one at a time. Abstractions hide too much, decomposition doesn’t work. Reproducible conditions do not always exist and communication is hard
  • 21st companies must be faster and agile. You need short terms to satisfy customers, mid terms for following customers and adapt,react, long terms to learn to evolve
  • Another consequence of complexity is the networked enterprise mimicking biology. That’s needed to adapt to complexity. Organization & Management needs to evolve. Strenght of weak ties fundamental to innovate and react. Chinese strategy because forecasting doesn’t work. You have to develop situation potential from detailed planning to opportunistic reaction. Build-up reflexes
  • Collaboration & Cooperation as a new scientific management. Taylor’s scientific mng has reached its limits, complex work requires orchestration, collaboration and cooperation are both necessary
  • A few lessons: complex problems solutions are found where the problems occurs. Go and see embracing reality, the facts and the environment. You have to listen to people on the field and listen to the customers as soon as possible. Build prototypes. You need team work to acquire multiple viewpoints (kaizen). Collaboration has to be learned and practices. Continuos improvement require innovation and it requires everyone’s brain. Complexity requires continuous skill learning. Business processes as learning grounds (double lopp learning, Chris Argyris). The more complex, the more skills matter. All that is not complex will get automatized
  • Enterprise 2.0 as a cure for common congestion: managing information flows efficiently is a key part of organization design, e20 solves 1.0 problems for today’s companies as a consequence of scale and complexity, e2.0 = communication + communities + collaboration
  • Provides an example of Enterprise 2.0 in Pharmacy
  • Two recommendations for 2.0 adverse companies: within decision & business processes not besides, fractal deployment (scale free as a model), lean philosophy
  • Do we still need business processes? Not to collaborate but to cooperate they are the backbone. It is required to formalize roles as soon as faceto-to-face communication is not feasible and provide the framework for continuous improvement
  • Lean & 2.0 are closer than people think: goals (agility, innovation, skill learning, complex problem solving), culture transformation (respect for people, team work recognition, bottom-up organization, transparency & honesty)
  • Such commonalities are an answer for ever increasing complexity of the enterprise and its environment

Social Maturity Strategies – Frédèric Charles (Lyonnaise Des Eaux), Anu Elmer (Swiss Re), Dr. Alexander Richter (CSCM), Luis Suarez (IBM)

  • The first year is when most of the early adopters, champions are already onboard and when you have to onboard all the others
  • Let’s see how different initiatives are going beyond that initial year. Ideas, tricks, strategies
  • Alexander Richter, Nuztungsoffenheit and Social Network Evolution Process (SNEP, University of Sydney) going through 4 phases of adoption: start-up, neglect, excitement, productivity. Risk of failure in Neglect, Engagement starts with Excitement up to the Critical Mass from which you have a strong adoption until when you cannot work without new approaches. The number of messages plateauxes at this point
  • The paradox of e20 implementation: flexibility vs stability. Support the ongoing communication of the advantages of social media platform to existing and potential users, expect unforeseeable appropriations, constantly reflect use cases and mirror them back to the community. Provide orientation through social guidelines, not strict set of rules. Reassure users instead of constraining them
  • Swiss Re: stakeholders was considering the enterprise 2.0 project as crazy. Today, after two years, nobody is longer questioning the approach. 40% people commenting and everybody sees they value. “complex living systems choose what to react to”. It is about meaning, about how it makes sense to people. They created meaning has been created connecting collaboration to business usage scenarios. At the beginning people didn’t know what to do. Without such use cases fail is very common
  • Lyonnaise des Eaux: the idea starting from communities and community management. 100% have access, 20% are actually using it that depends on the kind of work people are executing. They started with people that can value information, speed of information as a key differentiator. Today they are at the end of the pilot and connecting inside platform to outside communities through Social CRM. That’s the right direction
  • Most companies are starting externally but how can your people be comfortable with a totally new way of communicating
  • BASF: Cordelia talks about their Connect social business network for sharing knowledge and collaborating. On the thing that proved crucial was involving the right people, the right stakeholders, the owners of standalone solutions and to invite them to join the team, to join the network. They did a pilot with 1K users: expert communities for their knowledge exchanges and testing messages + digital natives of all ages to set the right communication on the platform. Then they tried to bring onboard the entire company, sharing best practices, communicating and reaching stable use of E20. The path was test phase, pilot phase, introduction phase, enterprise wide usage, organizational development, enterprise 2.0 culture. Organizational dev and e20 culture more about culture driven matters. Other steps to deploy tool and drive demand
  • Lyonnaise des Eaux: Employees are community managers also for Social CRM externally
  • Do you allow non work related content? Yes for Swiss Re but people don’t have much time for this, for Lyonnaise everyone can say what she wants, BASF identified 4 community types and 1 of them are social networks, this is not the majority and even communities not on work related topics can add value (books, passions, etc) by creating connections
  • Good advice from BASF: carefully assess who you have to involve. In Germany it is councils for example or it could be HR. They involved parts out from the HQ, starting from other areas. HQ came last. At Swiss Re, onboarding Corporate Communication introduced obstacles
  • Community management. BASF has a small full-time team plus a group of advocates that as a part of their day job promote communities. Then the have community builders that facilitate the exchange in communities
  • Can you have too many communities? Swiss Re: at some point communities started to level but they have a life cycle management for communities. Lyonnaise: What is key is the number of not working communities and tool is fundamental to discover and track those communities. To understand what is works, they talk to community managers and they always have at least one in each community
  • Instead of measuring quantitative metrics, talk with people and decide
  • Informal learning and social learning are also key for making people ready to cultivate a community
  • How do you do monitoring? BASF is getting numbers from the platform and doing regular user surveys to understand what works and what doesn’t. Swiss Re monitors for use cases and make them more visible becoming success stories and giving visibility
  • Transition strategies by integrating email really help to make people more comfortable

Challenges for HR to implement the new collaborative work mindset – Anthony Poncier (Lecko), Ellen Trude (Bayer), Frédéric Williquet (SD Worx)

What about people that are not in the social mindset? What if you are not able to engage them? What to do about it?

Anthony Poncier

  • Only one of the speakers is coming from an HR perspective? Because HR looks at Enterprise 2.0 mostly as an IT project and that’s said because HR matters for the people side on E20 Problems
  • If there’s no transformation of HR processes organizations will step back (McKinsey study about E20)
  • It is a matter of new culture. A matter of new generations. A matter of new jobs and roles (i.e community manager). A new talent tool. Talent management to find employees talented for collaboration. It has impacts on reputation, project allocation, mobility, visibility of expertise. It is also about career development.
  • Local vs Global. Everybody has a business unit and to share and collaborate with other silos you need approval from your manager
  • A new model, a new framework for management. More facilitator than traditional manager. More leadership. More of a coordinator with less centralism. New KPIs to encourage, enable, foster collaboration
  • Impacts also on training and social learning that is co-created, based on sharing resources, on community of practice. This is needed to change the internal culture
  • So to do Enterprise 2.0 you need to change HR
  • Top advice to HR about what to do first? act on the management first to make them more e20 friendly

Ellen Trude

  • Has worked in competence training for a large organization
  • Concerning E20 and social media you have to look at the personal starting point and then learning missing competences through social interaction. The courses designed on the ppl on not viceversa
  • The future of HR will be again designing paths to learn how to learn
  • The new workplace is about collaborating in a distributed way. Why not building new competences through online collaboration?
  • HR has to change the mindset at first and prove they are authentic, that they can help other employees to see the benefits from their participation
  • Training will be more focused on what employees really need leveraging facilitation, cultivating peer to peer learning
  • HR tends not to be one of the most technology advanced departments. That’s one of the reasons for which HR is not often involved in E20 projects but it is changing quickly
  • To change their mindset, you have to put HR under pressure. HR must be part of the process but the business is asking them to be more and more near to the business. Along that way, HR cannot avoid changing

Keynote Session: On the Road to the Model of the Social Enterprise – Richard Collin (NextModernity), Jean-Christophe Kugler (Renault)

  • We are pressed to think and to behave out of the box if are to enter in a new word. We are in charge to invent the enterprise of tomorrow
  • How to educate ourselves, our managers, our bosses? We are facing a block of marble to do something useful. Our work is to be like Michelangelo. To be creator in our organization, to help to have David coming out from the block. How to do that?
  • In the meantime (referring to the book Glut), the world changed deeply since we build a relationship between mankind and information (from results to meanings, shift emergence, resiliency, solidarity, hybridity, innovation bricolage, speed, beta exception, value creation and new business models)
  • We are moving from processes to results. Finance has become the name of the game in Europe but 2008 is not a crisis is a shift to something different, a new value creation model. We are moving from an economy of property to an economy of usage
  • We have to take advantage of innovation, speed, new type of business models, information as a new energy
  • “You never change things by fighting the existing reality. To change something, build a new model that makes the existin model obsolete” (Buckminster Fuller)
  • Complexity is growing, our ability to face it is not growing enough. It takes courage to act in the face of structural resistance
  • Now you are what you share.
  • What do you do? Let’s fire all the managers (HBR December by Gary Hamel). What is a manager today?
  • The Future of Management (by Gary Hamel). Employers first, customers second (by Vineet Nayar) –> the world is changing, you have to face it by starting with your people
  • The definition of process subordinates individuals to their roles in the process but now connectdness should always take precedence over efficiency, especially where the efficiency comes at the cost of the customer. The process should be secondary to the strategic principles of the firm (Stowe Boyd)
  • Technology should just enable people to play together. SN may be the new ERP of the new century
  • Towards the knowledge entrepreneur, the farmer of trust, the skills harvester, being a tinker
  • 10 commandments: remember it is easier to ask for forgiveness than for permission, come to work each day willing to be fired, circumvent any orders aimed at stopping your dream, do any job need …. to be completed
  • Toward the next enterprise. Value bricolage strategically, design tinkering, establish systematic serendipity, thrive on gradua breakthrough, foster the why not attitude, enable power distribution, transcend barriers to information distribution
  • The value of happiness. Fun is important
  • Change is

Jean-Christophe Kugler (SVP, Chairman of Euromed Region)

  • My Declic: The Renault social network for using the talents they have in a better way wherever they are
  • 3 brands: dacia, renault, another one in korea)
  • 3 partners (the alliance, daimler, avtovaz
  • Decentralized expertise worldwide (Korea, India, Brazil, Romania). This is changing the organization because talents are compared globally. The best are often not in France where the brand perception is even stronger
  • Really global and living unexpected change
  • Drive the change in 2016: strengthen product, pursue innovation policy, reinforce image, ensure the excellence of the distribution network in customer relations, reduce costs, international growth, control investment and R&D expenditure
  • Organization stakes: having expertise worldwide, how to gather them and their knowledge to fight against the competition, bringing down hierarchies, across functions, creating relationships between employees all over the world
  • Project and vision: worldwide deployment in 3 steps 2012-2013 with a pilot on june starting with 10K and going up to 60K
  • Issues: to convince top and middle management (why do you need a social network? What ROI?)and employees (What’s in it for me? One more tool?), user friendly tool
  • Best practices: sponsored by executive committee, involving users in advance on the project, end users club
  • Based on Newsgator. Leveraged Newsgator User’s club in France


  • Can we define the future of the org or should we just let it flow? Technology can let it emerge and accelerate
  • Trying to be fast, to adapt to an organic world
  • Is there a future for huge corporation? It is a matter of investment to guarantee the possibility to provide some kind of complex, international services and products (i.e aircraft industry). New entrance is in service organizations. Single guys can raise 600M. Renault is signing contracts with some of these guys

Emanuele Quintarelli

Entrepreneur and Org Emergineer at Cocoon Projects | Associate Partner at Peoplerise | LSP and Holacracy Facilitator