This document summarizes insights from a survey on social enterprise and collaboration. It finds that while most companies see social collaboration as important, adoption is often low, around 10-30% of employees. Successful companies have buy-in from top and middle management, allocate dedicated budgets, and measure results with business metrics. They also integrate social initiatives both internally and with external partners.

1. BREAKING DOWN THE WALLS OF
THE SOCIAL ENTERPRISE
Some data-driven insights
Emanuele Quintarelli
Digital Transformation & Social Enterprise, EMEIA Advisory Center at EY
Enterprise 2.0 Summit, Paris 2014
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2. IS THE SOCIAL
ENTERPRISE FINALLY
CLEAR FOR TAKE OFF?
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3. THE SOCIAL ENTERPRISE IS GROWING
Even more important to those
already along the journey
54% of companies consider Social
Collaboration very important today
and 75% in 3
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years.
(64% and 82% respectively)

4. IT GENERATES VALUE
Improving internal efficiency (43%),
increasing coordination on projects
(30%), enabling knowledge circulation
and reuse (40%) among the top drivers
of Social Collaboration
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5. BUT IT IS NOT IN A GOOD SHAPE….
At 54% of organizations
employee adoption is stuck
At only 7% of companies the
entire workforce is virtually on
between 10% and 30%
board (>75% of employees)
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6. IN SEARCH for the WHY & CULTURAL FIT
Social Enterprise is not a priority or
culture is not ready for 60% of
laggards vs 36% of top performers
40% of both top performers and
laggards struggle with ROI and not
enough tangible benefits
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7. HOW TO TURN THE SOCIAL
ENTERPRISE INTO A
STRATEGIC OPPORTUNITY?
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8. THE TOP & MIDDLE MANAGEMENT BUY-IN
Support by the senior leadership is
the top adoption factor among the
leaders (68% vs 47% of laggards)
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Middle management is a barrier
only for laggards (24% vs
14% of the leaders)

9. A HYBRID ROLL-OUT STRATEGY
A well structured roll-out strategy is
key in successful projects (41% vs
18% of others)
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Projects balanced a top-down
strategy with a bottom-up
engagement of end users 2 times
more when adoption is reached

10. THE PEOPLE INGREDIENT
Half of laggards have no one formally in charge of collaboration
That’s 5 times more than successful companies
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11. MONEY WHERE IT MATTERS
56% of laggards have virtually no money for collaboration. Top performers
have at least 100K Euros of yearly budget 3.5 times more
Leaders have a budget balanced between strategy, technology and change
management 50% more than others
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12. MEASURE TO STEER AND SELL
50% of laggards have no measurement in place vs 9% of leaders
Top perfomers use business metrics 3
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times more than followers

13. SOCIAL BUSINESS IS HERE ALREADY
Internal and external engagement initiatives are already integrated
for 36% of the top performers vs 5% of the laggards
End-to-end social business projects are planned in the next 2
years for 23% of the top performers vs 7% of the laggards
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14. Emanuele Quintarelli
Emanuele Quintarelli
Digital Transformation and Social Enterprise
EMEIA Advisory Center at EY
Digital Transformation & Social Enterprise
EMEIA Advisory Center of Excellence at EY
Twitter: @absolutesubzero
Skype: emanuelequintarelli
@absolutesubzero - http://www.socialenterprise.it
Source: Social Collaboration Survey 2013 by Emanuele Quintarelli & Stefano Besana
Source:
Web: http://www.socialcollaborationsurvey.it
Social Collaboration Survey
by Emanuele Quintarelli & Stefano Besana
http://www.socialcollaborationsurvey.it
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