We just published some excerpts and insights from our Social Collaboration Survey.
Here you can find more information about what we discovered
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.
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
- 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.
Main dimensions analyzed
- Business drivers
- Internal sponsors
- Available budget
- Outcomes measurement
- Integration with processes
- Organizational maturity
- Best and worst practice in top performers
- Adoption of collaborative tools