Making Leaders Successful Every Day

1 © 2012 Forrester Research, Inc.
Reproduction Prohibited

Social Changes Everything

Rob Koplowitz
Vice President, Principal Analyst

September 29, 2012

2 © 2009 Forrester Research, Inc. Reproduction Prohibited
2012

We will evolve to working anytime, anywhere


We are working more remotely

66% of information workers
in NA and EU already work
remotely, half of whom are
Hyper-Mobile

Source: Forrsights Workforce Employee Survey, Q1 2011

We will carry incredible power and functionality
wherever we go

49% of information workers have
smartphones and 25% use them for
work*. 62% percent of organizations
plan to or have implemented
enterprise mobile applications†.

*Source: Forrsights Workforce Employee Survey, Q1 2011
†Source: Forrsighs Budgets And Priorities Tracker Survey, Q4 2010

Interactions will get richer and more lifelike

18% of information workers use
desktop video conferencing for
work* while 55% percent of
organizations plan to or have
implemented these capabilities†.

*Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey
†Source: Forrsighs Budgets And Priorities Tracker Survey, Q4 2010

We will access information in new ways

11% of US information
workers, 17% of Gen Y, and
28% of directors and
executives use tablets at least
once a day

Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey

We will evolve to working anytime, anywhere

18% of organizations have
implement content or
collaboration in the cloud, 21%
more are planning to do so.

Source: May 3, 2011, “The SaaS Market Hits Mainstream: Adoption Highlights 2011” Forrester report

We will become increasingly social

Of US information workers, 20%
use public social networks, 56%
are investing in enterprise
social solutions.

Source: Forrester’s Q2 2011 US Workforce Technology And Engagement Online Survey

And, it’s a priority for many

53% consider increased use and
deployment of collaboration
technologies a high or critical
software priority.

Source: Forrsights Software Survey, Q4 2010

It starts with a vision


Mobile is key, smart phones are everywhere


And tablets are coming through every door


Why mobile and social go together like peanut butter
and jelly

1. More and more employees go mobile to get work
done: at work, at home, and on the go
– 41% of the information workforce is highly mobile
2. Employees bring personal devices to work and expect
to be able to use them
– Half the smartphones and 70% of the iPads used for
work are purchased by employees
3. The entire industry is shifting to create new solutions
and new value through mobility

14 © 2012 Forrester Research, Inc. Source: http://www.sogoodblog.com/2009/04/02/national-peanut-butter-jelly-day/

Use The POST Method To Plan For Success

• Target audience
People • Social profile

• Business outcome
Objectives • How success will be measured

• How to achieve the objectives
Strategy • Policy, people & processes

• Social technologies
Technology • Information & integration


Demand for social comes from…

1% 38% 35% 26%

Seniors Baby Boomers Gen Xers Gen Yers
b. 1920-1945 b. 1946-1965 b. 1966-1979 b. 1980-2000
Base: 1,382 US information workers who use social software at least monthly
Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey

It’s a business issue

Social software users are:

Managers, directors, or executives (49%)

Well compensated (52% make more than $60K a year)

Late workers (Average 43.53 hrs/week & average 6.91 hrs
working outside the office)


Use The POST Method To Plan Implementation

• Target audience





Understand your business objectives

 Business outcomes
 What will change?
 How will you measure
success?
 Tie to business goals



• Target audience





Business value factors Scoring Score

What percent improvement do we expect in the 1=1%
process? 5=5%

Does the process directly increase revenue, reduce 1=No
expense, or improve customer experience? 5=Yes

Are key participants highly compensated? 1=No
5=Yes

What is the level of risk that this won't work? 1=High risk
5=Low risk

Business value score

Viability factors

How difficult will it be to get people to work 1=Very hard
differently? 5=Very easy

Are worker goals and objectives aligned with 1= no
success of the initiative? 5= yes

Are the business process owners on board and 1= no
ready to address potential change? 5= yes

Will existing processes or systems need to be re- 1=yes
architected? 5=no
21
Viability scoreForrester Research, Inc.
© 2012

Highest
likelihood of
Ease of driving rapid business
change value
Sales
Strategic alignment
Marketing

Training

HR New product
development
Operations

Manufacturing Customer
Service

Business value
Business value


IT needs to be
structured for social
strategy enablement.



• Target audience





Back to our vision…


It starts with fundamental decisions

Progress on the current ...or take a radical new
path of manned flight approach


You have fundamental decisions to make

Partners

tibbr looks to bridge line of business and the
knowledge worker

System-generated notification User-generated response


May 2012 “The Forrester Wave™: Activities Streams, Q2 2012”
Forrester Wave™: Activities Streams, Q2 ’12


Ten Steps To Develop A Social Business Strategy


1. Design a social ecosystem


2. Gain
executive
support


3. Develop your social capability map

Sample capability map
Maintain
Provide parts & Deliver
Direct to consumer competitive
service customer outstanding Customer facing capabilities
online sales distribution
support customer service
channel

Optimize
World-class Manage Forecast Supply chain capabilities
High quality inventory to
logistics vendors future market
production future
handling strategically demand
demand

Influence Use Corporate capabilities
Research and Attract and
brand image Manage technology to
innovate new retain top
through finances enable
products talent
marketing capabilities


4. Establish a social business council


5. Select from competing social strategies to
invest, pilot and support


7. Empower employees to solve
customer & business challenges


8. Plan social public relations


9. Engage customers in conversations


10. Measure business impact always


Thank you

Rob Koplowitz
1 650.581.3854
rkoplowitz@forrester.com
Twitter: @rkoplowitz
blogs.forrester.com/rob_koplowitz
www.forrester.com

© 2009 Forrester Research, Inc. Reproduction Prohibited

Making Leaders Successful Every Day

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