How to turn your Social Collaboration initiative into a success and into an enabler of strategic value? By having a look at the challenges, best practices and recommended strategies collected with the Social Collaboration Survey, a free quantitative study conducted by Emanuele Quintarelli and Stefano Besana on 300 organizations at the end of 2013.

1. Social
Collaboration
that
works
R E S U LT S
O F
T H E
S O C I A L
C O L L A B O R AT I O N
S U R V E Y
20 13
E m a n u e l e
Q u i n t a r e l l i
&
S t e f a n o
B e s a n a

2. AGENDA
• Overview
of
the
Research
• The
State
of
Social
Collaboration
• The
Secret
of
the
Top
Performers
• From
Collaboration
to
Business
results
• Authors
and
Contacts

3. AGENDA
• Overview
of
the
Research
• The
State
of
Social
Collaboration
• The
Secret
of
the
Top
Performers
• From
Collaboration
to
Business
results
• Authors
and
Contacts

4. Overview
of
the
research
In
a
connected
and
digital
society,
expectations
and
behaviors
individuals
expose
are
everyday
more
influenced
by
the
weight
of
the
communities
they
belong
to.
Well
beyond
the
personal
dimension,
this
same
social
capital
is
now
making
its
way
into
organizations,
changing
work
practices,
engagement
mechanisms
and
even
the
drivers
behind
firms’
existence.
The
Social
Collaboration
Survey
2013
analyses
connection,
communication,
motivation
and
sharing
dynamics
among
employees
to
surface
the
business
potential,
barriers
and
acceleration
factors
towards
a
new
idea
of
firm.
One
that
is
able
to
address
the
huge
economic
challenges
of
the
coming
years.
To
us,
Social
Collaboration
is
A
set
of
strategies,
processes,
behaviors
and
digital
platforms
that
enable
groups
of
individuals
inside
the
organization
to
connect,
interact,
share
information
and
work
towards
a
common
business
goal
With
the
hope
that
this
study
will
help
in
proving
the
value
Social
Collaboration
can
unlock,
increasing
the
awareness
between
senior
managers,
identifying
effective
roll-­‐out
strategies,
discovering
the
most
impacted
business
processes,
understanding
how
various
organizational
characteristics
influence
project
outcomes.

5. The
domain
The
first
quantitative
study
on
the
maturity
level,
the
potential,
the
barriers
and
successful
strategies
for
Social
Enterprise
initiatives.
While
conducted
in
Italy,
its
results
seem
to
resonate
very
well
with
European
and
non
European
countries,
as
verified
by
presenting
them
at
the
recent
Enterprise
2.0
Summit
Paris.
Methodology
• Online
survey
between
July
-­‐
Sept
2013
on
300
italian
companies,
both
large
and
small,
across
major
sectors
• The
study
has
addressed
culture,
organization,
processes,
technology,
measurement
to
provide
a
360°
perspective
on
the
state
of
enterprise
collaboration.
Goals
Identifying
accelerating
factors
and
best
practices
that
influence
the
most
internal
communities’
success.
Main
dimensions
analyzed
• Importance
• Available
budget
• Outcomes
measurement
• Business
drivers
• Internal
sponsors
• Integration
with
processes
For
more
information
www.socialcollaborationsurvey.it
• Organizational
maturity
• Best
and
worst
practice
in
top
performers
• Adoption
of
collaborative
tools

6. Organizations
participating
to
the
survey
Industries
A
large
portion
of
our
sample
comes
from
the
ICT
sector
(26%).
Other
well
represented
industries
are
Consulting
(16%),
Media
(12%),
Manufacturing
(8%),
Government
(7%)
and
Financial
Services
(7%).
Number
of
employees
52%
of
our
sample
is
made
by
small
organizations
(up
to
100
employees).
At
the
other
extreme,
many
large
(1K
to
5K
employees,
12%)
and
very
large
companies
provided
their
data
(10K
employees,
17%).
Revenues
Most
of
the
organizations
that
took
part
to
the
survey
(47%)
have
revenues
that
don’t
reach
10M
Euros.
A
significant
sample
is
also
made
by
huge
corporations
(20%)
with
revenues
larger
than
1B
Euros.
Involved
Profiles
The
study
includes
common
employees
(29%),
profiles
with
specific
responsibility
on
collaboration
(20%),
consultants
(13%)
and
CEOs
(12%).

7. AGENDA
• Overview
of
the
Research
• The
State
of
Social
Collaboration
• The
Secret
of
the
Top
Performers
• From
Collaboration
to
Business
results
• Authors
and
Contacts

8. Social
Collaboration
is
a
critical
business
lever
Today
Within a year
Within three
years
Very
Important
Not
Important

9. Efficiency,
coordination
and
reuse
are
the
drivers
Improving internal efficiency
Improving coordination and team work
on projects
Enabling knowledge circulation and reuse
Finding solutions by asking to the entire company
Building employee motivation and a better morale
Creating a common identity and connecting
employees / departments
Enabling bottom-up participated ideation and
innovation
Locating experts and expertise
Staying up-to-date with what your colleagues are
doing
Embedding collaboration inside business processes
Top
Priority
High
Priority
Medium
Priority

10. Top
management
buy-­‐in
as
the
top
success
factor
Top management support since
day 1
Enthusiasm and motivation among
employees
Middle management support
Enterprise-wide involvement
Well structured roll-out and planning
Formal incentives for participation
A good fitting with organizational culture
Employees ready to use collaborative
technologies
Information incentives for participations
Top
Priority
High
Priority
Medium
Priority

11. Culture
and
a
pervasive
understanding
still
missing
It is not a priority for the company
Culture is not ready
ROI and benefits are not tangible
Not enough incentives to change
behaviors
Nobody has time to learn a new tool
Not enough budget
Colleagues aren’t open to share resources
and information
It is not aligned to our business goals
Fear of loosing control
It is a security threat
The enabling IT technology doesn’t fit
with our architecture
Top
Priority
High
Priority
Medium
Priority

12. That’s
why
adoption
is
not
there…
yet
More than 75%
More than 50%
Between 30%
and 50%
Between 10%
and 30%

13. AGENDA
• Overview
of
the
Research
• The
State
of
Social
Collaboration
• The
Secret
of
the
Top
Performers
• From
Collaboration
to
Business
results
• Authors
and
Contacts

14. Its
relevance
grows
with
time
and
adoption
Today
Within a year
Within three years
High levels of adoption
Not
Important
Very
Important
Low levels of adoption

15. Understanding
the
why
and
a
bad
cultural
fit
ROI and benefits are not tangible
It is not a priority for the company
Nobody has time to learn a new tool
Culture is not ready
Colleagues aren’t open to share
resources and information
Fear of loosing control
Not enough incentives to change
behaviors
Not enough budget
It is not aligned to our business goals
It is a security threat
The enabling IT technology doesn’t fit
with our architecture
Top
driver
Important
driver
Secondary
Medium
driver
Priority
High
Low
Adoption Adoption

16. 1.
Top
m anagement’s
a
m ust.
T he
m iddle
a t
t he
b eginning
Top management support since
day 1
Enthusiasm and motivation among
employees
Middle management support
Well structured roll-out strategy
Enterprise-wide involvement
Good fit with organizational culture
Employees’ readiness to adopt new
technologies
Informal incentives
Formal incentives
Top
driver
Important
driver
Secondary
driver
High
Low
Adoption Adoption

17. 2.
A
Hybrid
roll-­‐out
strategy
The project balanced a top-down
strategy with a bottom-up
engagement of end users
The project has mostly followed
top management guidelines
The project is born out of the
motivation and needs expressed
by end users
High levels
of adoption
Low levels
of adoption

18. 3.
Putting
the
people
ingredient
in
there
At least 1part-time resource
assigned to support collaboration
Some resources use their spare time
to support collaboration
At least 1 full-time crossdepartmental resource assigned to
support collaboration
Nobody formally assigned to support
collaboration
At least 1 full-time departmental
resource assigned to support
collaboration
High levels
of adoption
Low levels
of adoption

19. 4.
Money.
Spent
in
the
right
way
How
big
is
your
overall
collaboration
budget?
< 10K
Euros
Which
dimensions
is
the
budget
allocated
to?
Budget balanced among
the 3 dimensions
10K - 50K
Euros
Budget mostly on the
strategic dimension
> 500K Euros
Budget mostly on
technological implementation
100K - 500K
Euros
Budget mostly on training,
change management,
community management
50K - 100K
Euros
High levels
of adoption
Low levels
of adoption
Other answers

20. 5.
Measuring
to
give
direction
and
sell
it
internally
What
are
you
measuring?
Are
targets
reached?
Both participation
and business
metrics
Mostly participation
metrics
We have been able
to reach our targets
Improvement noticed but
targets still not reached
We overcome
performance targets
Mostly business
metrics
Metrics are defined but
not really used
We don’t use any
metric
We are near to
reaching our targets
High levels
of adoption
Low levels
of adoption

21. 6.
Social
Business
is
happening
already
Internal and external engagement initiatives are already
integrated
An integration between internal and external
engagement initiatives is expected but not yet planned
An integration between internal and external
engagement initiatives is planned for the next 2 years
An integration between internal and external
engagement initiatives is not planned
I don’t’ know
High levels
of adoption
Low levels
of adoption

22. AGENDA
• Overview
of
the
Research
• The
State
of
Social
Collaboration
• The
Secret
of
the
Top
Performers
• From
Collaboration
to
Business
results
• Authors
and
Contacts

23. How
to
get
the
digital
transformation
started?
To
take
the
most
out
from
Social
Enterprise
initiatives,
the
results
of
the
Social
Collaboration
Survey
suggest
organizations
should
delve
attention
to:
• Analyze
the
initial
cultural
readiness
of
the
organization
and
its
employees
towards
collaboration
in
order
to
know
the
effort
needed
to
change
and
plan
accordingly.
• Tie
collaboration
to
specific
(and
shared)
business
goals
with
the
aim
to
materialize
relevant
measurable
outcomes
for
the
top
management.
• Co-­‐design
the
change
with
impacted
individuals
to
exactly
comprehend
the
context
where
work
happens,
its
improvement
potential
and
how
to
transfer
ownership
to
end-­‐users.
• Subordinate
technological
decisions
to
infomational
and
operational
needs
without
forgetting
usability,
social
usability
and
integration
with
existing
IT
systems.
• Keep
cultivating
employees
communities
by
introducing
the
appropriate
skills
in
terms
of
comunication,
facilitation,
mediation
and
relationship
weaving.
• Consider
organizational
evolution
as
the
end
goal
as
this
is
the
only
way
to
make
change
stick
and
scale.
This
requires
training,
guidelines,
policies,
centers
of
excellence
and
governance
mechanisms.

24. AGENDA
• Overview
of
the
Research
• The
State
of
Social
Collaboration
• The
Secret
of
the
Top
Performers
• From
Collaboration
to
Business
results
• Authors
and
Contacts

25. Authors
and
Contacts
EMANUELE
QUINTARELLI
Senior
Manager,
EY
STEFANO
BESANA
Senior
Consultant,
EY
www.socialenterprise.it
@absolutesubzero
www.sociallearning.it
@stefanobesana
The
Social
Collaboration
Survey
is
a
free
and
public
study.
Its
results
have
been
published
in
the
Social
Collaboration
Survey
Report.
For
additional
details
and
to
download
the
full
report
(in
italian),
please
visit
www.socialcollaborationsurvey.it
If
you
want
to
reach
out
to
us
or
to
get
help
with
your
own
Social
Collaboration
initiative,
please
get
in
touch
at:
• Skype:
emanuelequintarelli
• Skype:
stefanobesana