Deloitte SA Blog


Enterprise 2.0 – What it means to be a Social Enterprise

enterprise 2.0 point of view

Social Business and the social enterprise; not just a small business concept

Social Enterprise or Enterprise 2.0 is a term that is beginning to bubble to the surface in many a business conversation. The aim of Enterprise 2.0 is to help employees, customers and suppliers collaborate, share and organise information using Web 2.0 technologies.

To be truly successful as a social business; an organisation needs to fundamentally understand their business and the driving factors that make up the human psyche. Businesses have become incredibly complex engines that are multi-facetted and multi-layered; to this end business, and to a degree – social media, has become “de-humanised”.

We live in a world of automation and non-verbal electronic communication. We only get a person’s attention for a few seconds at best, and then their attention is grabbed by their next tweet or task. The only way to make social media work is to go deeper and focus on creating meaningful conversations that drive trusted relationships that go  beyond a 140-character word intro.

Social business has only progressed in organisations that understand how these tools enable their business to achieve their strategic objectives. Organisations embracing  enterprise 2.0 invest time and resources in understanding how their people can embrace it to drive specific processes and outcomes. We need to go back to basics and  reclaim the essence that people come to work to do a job and the biggest opportunity for social business is to connect people to do their job in a way that helps the  organisation deliver on its purpose.

Download the free report to find out more about how to prepare your organisation for Enterprise 2.0!

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Businesses are embracing mobility but now comes the hard part

Rapid technology developments in wireless connectivity and mobile devices marked the beginning of the mobility revolution. Next came the apps renaissance, when intuitive, engaging pieces of software, tailored for smartphones and tablets, began to change our day-to-day lives. The revolution has now reached business. Many organizations today find mobile initiatives popping up in every business unit, in every region and in every department. The floodgates have opened. Now what?

For some, the path forward might begin by pushing existing solutions and processes to mobile channels, without blue-sky thinking of how business might change if location constraints disappeared. For others, disciplined experimentation can reveal compelling scenarios, which can lead to doing traditional things differently, as well as doing fundamentally different things. When left to its own devices, each faction – individual, department or organization – will struggle through the learning process towards its own vision of mobile enlightenment.

In this chaotic environment, CIOs face three challenges. First, they need to build capabilities to deliver intuitive, user-friendly mobile applications that can meet or exceed expectations set by consumer technologies. Mobile delivery requires new skills, new mindsets, new application architectures, new methodologies and new approaches to problem-solving. Above all, solutions must focus on usability – design-led thinking with mobile mentalities. Scope should be reined in to create well-defined, elegant solutions that address explicit problems, not broad collections of functionality. User experiences should be mobile-centric, based on touch/swipe/talk, not point/click/type. Leonardo da Vinci’s description of simplicity as the ultimate form of sophistication might be a foreign concept to many central IT departments today, but it is also a prime directive. As mobile becomes increasingly important in customer and employee interactions, the complexity of applications, or apps, will naturally grow with heightened integration, security and maintenance needs.

The second challenge for CIOs is to help the business deliver innovative applications with significant potential for positive disruption. Experimentation can be a good way to show progress and help crystalize opportunities, but many use cases remain uncharted. Until users interact with an early prototype, they may not know what they want, much less what they need. CIOs can become beacons of big-picture thinking and tactical adjudication by embracing the proliferation of mobile initiatives, and accelerating the mobile adoption learning curve across the organization.

The third challenge is that mobility introduces yet another level of complexity that CIOs must manage and support at an enterprise scale. What’s an effective way to deal with pressure to get behind each “next big thing”? Should employee-owned devices be allowed on enterprise networks? And if so, what data, applications and services should they be permitted to access? How should IT practices change to support mobile applications? True enterprise-class mobility requires governance, security, privacy and compliance policies – with effective management of mobile devices, enterprise app stores, mobile middleware and more. The trick is to build a solid foundational infrastructure without throttling the business. As you likely know, the business can’t – and won’t – wait for a fully formed mobile enablement roadmap to be defined and put into place.

If you have any questions relating to this article, or require a more detailed discussion, contact Kamal Ramsingh (Head of Technology – Deloitte South Africa) at

Would you like to read the full article? Click Here to download Deloitte Tech Trends 2012

Do you have any comment or feedback? We would love to hear from you!


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