Salesforce execlunch

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A presentation I did on behalf of Salesforce.com for their Cloud Executive Series. It covers four immutable trends of clomosoda:cloud mobile social and data. The underlying message that the pace of change is increasing and Institutions are not keeping pace with customers and employees. It also covers opportunities with crowds and development communities with a number of real life examples. It includes results from a recent survey of HR people across Australian organisations to highlight the current attitudes to Social Media and seeks to break the myth that Social reduces productivity when the reality is that it can significantly increase it.

Transcript of Salesforce execlunch

Innovation in a Hyper Connected World

Deloitte Centre for the Edge | April 2013

@rexster@c4edge#salesforce

Clomosoda – The immutable trends

CloudMobile Social Data

Do you need Institutional Innovation to keep up with the pace of change?http://techonomy.com/2013/03/whats-next-in-the-techonomy/

Are you absorbing technology as fast as customers and employees?http://www.deloittedigital.com.au//blog/are-you-a-sponge-or-a-brick

Technology is a utility think taps not wells!

The World is re-platforming to mobile – Aussies are leading the way http://www.ourmobileplanet.com/

We are massive on Social as wellhttp://digiocial.com/2012/06/state-of-australian-social-media-2012-infographic/

Leveraging Socialhttp://www.youtube.com/watch?v=1BOKmUDBTR8

Leverage the Crowd Social Supporthttp://crowdsupport.telstra.com.au/

Crowdfunding and Demand Sensinghttp://www.kickstarter.com/projects/limemouse/lifx-the-light-bulb-reinvented?ref=live

Be porous and build communityhttps://appexchange.salesforce.com/results?keywords=gamification

If a bank can do it so can youhttp://www.commbank.com.au/business/pi.html

• We surveyed 500 people in HR in Australian Organisations

• Embrace or Ban• 51% of respondents organisations allow access to social media sites for personal use but don’t

encourage it.

• 38% ban use of social media sites for personal use.

• 51% of respondents organisations use social media sites for work activities.

• Those who ban do so due to:• Productivity concerns 73%

• Risk management 59%

• 82% believe these concerns maybe or are justified.

• 67% believe employees continue to use social media for personal use despite it being banned.

Organisational Views of Social Media

• Break the productivity myth

• Organisations who use social media effectively internally can achieve

• Higher Revenue Growth

• Higher Profitability

• Higher Staff Engagement

• Lower Staff Turnover

The Big Call

Step 1 Step 2 Step 3 Step 4

A byproduct of the massive spending on technology to automate formal processes is that work today focuses on exception handling

Exception handling: The time employees spend addressing non-routine tasks that fall outside the boundaries of normal business processes

Millions of exceptions proliferate within enterprises and technology is not being implemented effectively to support employees handling exceptions

Relationship-based exception handling

Step 3

Traditional Business Process

Social software tools can support exception handling to increase employee productivity

Social Software Opportunity

Traditional Enterprise Solutions

Social Software Tools

Potential Learning

Gains

Potential Productivity

Gains

18

Key questions

• How do your clients connect?

• How do we move from services to experiences?

• How can we get knowledge flowing?

• How can we use the cloud?

• Where does social fit – inside and outside?

• What is our mobile strategy?

• How do we make better use of data?

About Deloitte

Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 140 countries, Deloitte

brings world class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte‘s approximately 169,000 professionals are committed to becoming the standard of excellence.

Deloitte's professionals are unified by a collaborative culture that fosters integrity, outstanding value to markets and clients, commitment to each other, and strength from diversity. They enjoy an environment of continuous

learning, challenging experiences, and enriching career opportunities. Deloitte's professionals are dedicated to strengthening corporate responsibility, building public trust, and making a positive impact in their communities.

Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/au/about for a

detailed description of the legal structure of Deloitte Touche Tohmatsu and its member firms.

About Deloitte Australia

In Australia, Deloitte has 12 offices and over 4,500 people and provides audit, tax, consulting, and financial advisory services to public and private clients across the country. Known as an employer of choice for innovative human resources programs, we are committed to helping our clients and our people excel.

Deloitte's professionals are dedicated to strengthening corporate responsibility, building public trust, and making a positive impact in their communities. For more information, please visit Deloitte’s web site at

www.deloitte.com.au.

Confidential This document and the information contained in it is confidential and should not be used or disclosed in any way without our prior consent.

Liability limited by a scheme approved under Professional Standards Legislation.

General information only

This presentation is provided as general information only and does not consider your specific objectives, situation or needs. You should not rely on the information in this presentation or disclose it or refer to it in any document. We accept no duty of care or liability to you or anyone else regarding this presentation and we are not responsible to you or anyone else for any loss suffered in connection with the use of this presentation or any of its content.

© 2011 Deloitte Touche Tohmatsu. All rights reserved.