Snapshot: The State of Play

Despite the immediacy of the opportunity, the socially connected enterprise is emerging slowly. To assess that emergence, we asked respondents to evaluate their organization’s social business maturity along a scale of 1 to 10. Specifically, we asked: “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 company to achieving this ideal?” (See Figure 3.)

Figure 3

View Exhibit

We asked respondents to imagine an organization transformed by social tools that drive collaboration and information sharing across the enterprise and that integrate social data into operational processes. Their responses reflect how close they believe their organizations are to that ideal.

More than half of the respondents — 52% — rated their organization at 3 or less. A scant 17% assessed their company at 7 and above. Moreover, in many organizations, social business is still an experiment: 44% of respondents indicated they are implementing an initiative in their departments, but more than half of these are pilot projects.

Dion Hinchcliffe of the Dachis Group describes “a trough of disillusionment” that businesses encountered with social media.8 He argues that social media was not originally intended for business use. It was created primarily by consumer companies looking for ways to better connect people. As a result, social media tools lacked the security, compliance and control capabilities businesses need. But the landscape is starting to change. “These requirements have made their way into the tools only in the past few years,” he says. “We are now at the point where the tools are starting to meet business needs.”

The point is well taken. However, our study discovered that there are statistically significant markers of success — and barriers to it.9 These markers correlate with social business maturity and go well beyond the business readiness of any technology. (See Figure 4.) For example, companies that are moving closer to the ideal of a socially networked organization share distinct characteristics. One significant characteristic is the integration of social into many business functions, including marketing, sales, IT and customer service. At Enterasys Networks, a mid-size network infrastructure and security company, 100% of employees have access to Salesforce.com’s Chatter product, and 80% use it to collaborate, share, and work across organizational boundaries and functions.

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References

1. As used in this document, “Deloitte” means Deloitte Consulting LLP and Deloitte Services LP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

2. Pike Research: Social Media in the Utility Industry Consumer Survey, 2011 (Pike Research rebranded as Navigant Research in 2012).

3. McKinsey Global Institute: The Social Economy: Unlocking Value and Productivity through Social Technologies, July 2012

4. Forrester: The Four Social Marketing Tools You Need, February 25, 2013

5. Gartner: Agenda Overview for Social Software and Collaboration, 2013. January 2, 2013

6. Deloitte: U.S. State of the Media Democracy Survey, Seventh Edition, 2013 www.deloitte.com/us/tmttrends

7. Gartner: Predicts 2013 Social and Collaboration Go Deeper and Wider, November 28, 2012

8. Dion Hinchcliffe interview with Robert Berkman, MIT Sloan Management Review, June 3, 2013. See: http://sloanreview.mit.edu/article/how-companies-can-move-past-a-trough-of-disillusionment-in-social-business/

9. In order to assess the impact of multiple variables at once, a regression analysis was used to identify statistically significant and practically meaningful adoption factors, that contributed to social business maturity.

10. LinkedIn’s Social Selling Index assesses a company’s activity on LinkedIn by measuring four areas: brand, reach, activity and contribution. Brand is measured based on the completeness of a company’s sales force profile. Reach is measured by the number of LinkedIn connections. Activity is measured by the number of searches and messages (InMails) sales professionals are executing and sending. Contribution is measured by the amount of content updates sales professionals are posting to LinkedIn.

11. http://www.nielsen.com/us/en/press-room/2012/nielsen-and-twitter-establish-social-tv-rating.html

12. Nielsen: Double Vision — Global Trends in Tablet and Smartphone Use While Watching TV, April 5, 2012

13. Nielsen: State of the Media Spring 2012 Advertising & Audiences, Part 2: By Demographic, April 27, 2012

14. David M. Gilfoil and Charles Jobs: Return on Investment for Social Media: A Proposed Framework for Understanding, Implementing, and Measuring the Return, Journal of Business & Economic Research, Vol. 10 No. 11, 2012. journals.cluteonline.com/index.php/JBER/article/download/7363/7431

15. Jason Miller: New metrics to help agencies determine value of social media, February 20, 2013. http://www.federalnewsradio.com/513/3229214/New-metrics-to-help-agencies-determine-value-of-social-media

16. Gartner: 2013 Social Marketing Survey Finding: Content Creation Fuels Social Marketing, March 25, 2013

17. http://smbp.uwaterloo.ca/2012/10/cocacola/ (Accessed May 3, 2013)

18. Deloitte: Tech Trends 2013: Elements of postdigital, 2013

19. Punit Renjen: Lead or Be Left Behind: A Chairman’s Perspective on Social Media, Directors & Boards, First Quarter 2013.

i. John Hagel: Enterprises Still Honing Their Social Skills, February 1, 2013 http://deloitte.wsj.com/cio/2013/02/01/john-hagel-enterprises-still-honing-their-social-skills/