Deloitte SA Blog


Reimagining business with a social mindset – Deloitte Tech Trends 2012

Even today, business leaders may dismiss the potential of social business, either relegating it to the realm of Internet marketing or ignoring the buzz as a passing fad. But that’s changing as boomers evolve into digital natives, millennials permeate the workforce and social media becomes a part of daily life. The doors are now open for social business.

Leading enterprises today are applying social technologies like collaboration, communication and content management to social networks – the connected web of people and assets that impact on a given business goal or outcome – amplified by social media from blogs to social networking sites to content communities. Yet it’s more than tools and technology. Businesses are being fundamentally changed as leaders rethink their core processes and capabilities with a social mindset to find new ways to create more value, faster.

Forays into social business typically start with an organization’s external-facing concerns. Sales and marketing organizations, looking to understand customer sentiment and product positioning, listen carefully to opinions expressed in the social sphere. Similarly, organizations roll out internal micro-blogs that allow employees to broadcast and push interests, ideas and expertise to the enterprise. These types of efforts are excellent entry points, but not the only points of impact in the enterprise. Think across the full value chain. Compose “social” with a key business function such as Social CRM, Social PLM or Social Supply Chain.

Social business can shift an organization’s dynamic from isolation to engagement by providing vehicles for discovering, growing and propagating ideas and expertise. This shift requires organizations to take a more active approach to social. Beyond social monitoring and listening posts, leading organizations are establishing command centers to interact with consumers and the marketplace via the social sphere.

Some interactions are transactional, such as customer relationship management, servicing or order management, while others seek to drive loyalty and brand activation. Functional areas such as Human Resources and recruiting are following sales and marketing’s lead, with customer service, product development and operations close behind.

Enterprise solutions are moving from communication tools to collaboration suites, white pages, yellow pages and expertise finders, where specialized knowledge can be found regardless of individual connections. Distributed teams can work together on deliverables without worrying about versioning or “over-the-wall engineering.” Communities can form and engage around topics based on individuals’ common interests – personal or professional, long-running or perishable.

Behind it is a simple truth: people are the core of business. The balance of power has shifted from the corporation to the individual. Technology has made it easier to discover and participate in social networks, but it has not changed their currency: content, authenticity, integrity, reputation, commitment and follow-through. Social business allows organizations that share these values to fundamentally reshape how their companies run and serve their markets. A flattened world – allowing direct contact between customers and product developers, between divisional VPs and front-line workers, between salespeople and suppliers – could be inherently more effective and efficient. Companies that align the passions of their people with the interests of their customers hold the potential to capture the marketplace.

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

If you have any questions or require a more detailed discussion Kamal Ramsingh (Head of Technology – Deloitte South Africa) at 

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


Building Enterprise Risk IntelligenceTM through Smart Learning and Development

Posted by Josh Haims on January 6, 2011

The pressure on organisations to address enterprise risk is unlike any we’ve seen before, perhaps because the scale and scope of risk is unprecedented. Certainly, in the wake of the financial crisis and ensuing reforms, regulatory and compliance risk looms large in the financial sector, as well as in health care, with its similarly sweeping reforms. We also anticipate supply chain risk for manufactures, competitive risk for retailers and brand and reputational risk virtually across the board, given the rise in social media and the potential power of global social networks to rapidly shift large groups of people for or against a product or company.

In response, many organisations are reengineering processes, implementing policies, putting controls in place, introducing new technologies — and fine-tuning and adapting all of these as the rules evolve — to manage, avoid and mitigate risk. But with these new ways of working comes the need to consider building new employee capabilities. And that means many companies are challenging their status quo training approaches and designing, developing and delivering truly developmental and experiential learning — not check-the-box training programs.

Simply providing training about how to follow a new process or procedure or explaining how to use a new technology may not be enough. The key is to create and foster a risk-intelligent mind-set throughout the organisation and to build that into how work gets done. So, along with building risk intelligence into structured compliance and regulatory adoption training programs, organisations should step back and reassess learning opportunities holistically and the various channels and mechanisms for employee understanding and growth.

Many organisations are devoting considerable expense and time to manage and mitigate risk in their business, so to consider taking steps to increase the effectiveness of that investment is prudent.

In a recent publication, Bridge the gap between “knowing” and “doing,” we take a closer look at the link between effective learning programs and risk intelligence. Learning can be a critical bridge between an organisation’s heightened awareness of the importance of risk mitigation and the behaviors employees need to exhibit to effectively mitigate risk.

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Deloitte Tech Trends 2011 – Social computing

Social Computing is the sixth of 10 articles I am publishing from the Deloitte Tech Trends 2011 series

Social computing – not just media, collaboration or social networking – it’s a new fundamental for enterprise IT

The rise of social computing in the enterprise is in some ways a return to the business landscape of Frank Capra’s and Norman Rockwell’s time – where business was local, corporations lived within a single office, and market value could be pegged by the sentiments on Main Street or at the water cooler. But as global business continues to accelerate, determining “who knows what” is becoming a challenge.

Today, the voice of the Internet masses is emerging as a source of consumer sentiment, often trumping corporate-controlled messaging delivered through stores, sales personnel and other traditional channels. Employees are finding better ways to get their jobs done – including tapping experienced people not on the payroll, often through consumer-focused technologies. While this may be alarming for many executives, the new world of transparency, knowledge flows and democratized opinion-making is rife with opportunities.

Download the full article . . . . Social Computing

Contact Andre Hugo (Marketing Director and Head of Deloitte Digital Media) at Deloitte South Africa at to take the conversation further

Click Here to visit the Deloitte Digital Media website

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