TSC12 - Fons Trompenaars - THT Consulting

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TSC12 - Fons Trompenaars - THT Consulting

  1. 1. DILEMMAS IN SECURING THE BUSINESS BENEFITS OF SOCIAL MEDIA The Social Conference Amsterdam, 9 February 2013 Fons Trompenaars
  2. 2. Your clients and partners
  3. 3. To Innovate is to Combine Values That are not easily joined… Approaching Dilemmas: Navigating Strategic Tensions Therefore scarce... Therefore profitable….
  4. 4. This approach leads to concrete and measurable actions… Impact Reconcile Resolve Cultural Differences Reconcile Resolve Cultural Differences Realize and Root Implement Reconciling Actions Realize and Root Implement Reconciling Actions Time Recognize Increase Awareness Recognize Increase Awareness Respect Appreciate Cultural Differences Respect Appreciate Cultural Differences Cultural DifferencesCultural Differences
  5. 5. Pre-conference survey Participants were invited to complete an online survey about how and why they use social media, and in the context of their work and their organisation. Analysis of some 123 respondents provided herein offers an informative background to the context of the conference.
  6. 6. How much do you use social media and what for? • Light user (sometimes passively consume information from social media sites, but do not contribute content) • Medium user (actively participate in social media as member at least one social media site includes uploading content (e.g. photo’s, video’s) • Heavy user (actively participate in social media as member of more than one social media sites includes uploading content (e.g. photo’s, video’s), providing status updates, entering into platform conversations, maintaining a personal blog, etc.
  7. 7. Most important dilemmas On the one hand Rank On the other hand Best decisions are made when researching the issue, taking time for reflection and reaching a conclusion over period of time most Best decisions are made when having real-time information available at our fingertips and reacting instantaneously based on the real-time insights Individual knowledge and judgment is the most effective basis for making the best decisions Second Collective intelligence and distributed knowledge is the most effective basis for making the best decisions A certain level of opacity and control overA certain level of opacity and control over who has access to what information is necessary to prevent sensitive information from getting out and getting everyone involved in decision making (= the 'need to know' concept) Third Transparency and free sharing of all information is critical to promoting trust and making information available for further elaboration and decision making One-way communication works best for spreading a critical message Fourth Multi-way dialogue between more people works best for spreading a critical message Hi Tech Fifth Hi Touch
  8. 8. Please define culture What is Culture? Please define culture
  9. 9. Explicit Culture A model of culture Implicit Culture
  10. 10. Is a dynamic process of solving human problems/dilemmas in the areas of… - Human Relationships About Culture - Time - Nature
  11. 11. 01/ The Car Accident What happens to your friend?
  12. 12. 01/ What right does your friend have? A. My friend has a definite right as a friend to expect me to testify to the lower figure. B. He has some right as a friend to expect me to testify to the lower figure.figure. C. He has no right as a friend to expect me to testify to the lower figure.
  13. 13. 01/ Dilemma The top 2 of your corporate values are: 1. Integrity INTEGRITY 2. We respect the cultures of others Please discuss in the context of these values what your answer would be…
  14. 14. 01 02 03 Universalism versus Particularism Individualism versus CommunitarianismIndividualism versus CommunitarianismIndividualism versus Communitarianism Neutral versus AffectiveNeutral versus AffectiveNeutral versus Affective Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse04 05 06 07 Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic Internal versus External ControlInternal versus External ControlInternal versus External Control
  15. 15. • Consistency • Systems, standards & rules • Uniform procedures • Demanding of clarity Letter of the law • Flexibility • Pragmatic • Make exceptions • “It depends” • At ease with ambiguity Spirit of the law 01/ Universalism versus Particularism • Letter of the law • Spirit of the law
  16. 16. 87 90 91 91 92 93 93 97 Germany Netherlands Australia United Kingdom Sweden USA Canada Switzerland Friend has no/some right and would not help 01/ Universalism 32 37 44 47 54 64 68 69 73 73 83 87 0 20 40 60 80 100 Venezuela Korea Russia China India Mexico Japan Singapore Brazil France Czech Rep Germany
  17. 17. Global Standards Cultural Diversity Global versus Local 01/ Dilemma Global Standards (Critical Mass) Cultural Diversity (Differing solutions)
  18. 18. Globalcentralized Global Corporation Global versus Local Decentralized Multinational Multi-Local Corporation
  19. 19. Globalcentralized Global versus Local Decentralized Multinational Transcultural Corporation International Corporation
  20. 20. Universalism versus ParticularismUniversalism versus ParticularismUniversalism versus Particularism Individualism versus Communitarianism Neutral versus AffectiveNeutral versus AffectiveNeutral versus Affective Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse 01 02 03 Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic Internal versus External ControlInternal versus External ControlInternal versus External Control 04 05 06 07
  21. 21. a) One said: ‘It is obvious that if one has as much freedom as possible and the maximum opportunity to develop oneself, the quality of one’s life would improve as a result.’ 02/ Individualism versus Communitarianism b) Another said: ‘If the individual is continuously taking care of his or her fellows then the quality of life for us all will improve, even if it obstructs individual freedom and individual development.’
  22. 22. 60 61 61 63 64 65 67 69 71 89 Russia Sweden UK Australia Finland Netherlands Denmark USA Canada Israel Percentage opting for individual freedom 02/ Individualism 30 32 37 39 41 41 42 44 44 52 53 60 0 20 40 60 80 100 Egypt Mexico India Japan France China Singapore Indonesia Brazil Italy Germany Russia
  23. 23. 60 65 69 31-40 21-30 <20 % 02/ Individualism: age Percentage opting for individual freedom 39 41 44 60 20 40 60 80 >60 51-60 41-50 31-40
  24. 24. Differences by age
  25. 25. Most important dilemmas On the one hand Rank On the other hand Best decisions are made when researching the issue, taking time for reflection and reaching a conclusion over period of time most Best decisions are made when having real-time information available at our fingertips and reacting instantaneously based on the real-time insights Individual knowledge and judgment is the most effective basis for making the best decisions Second Collective intelligence and distributed knowledge is the most effective basis for making the best decisions A certain level of opacity and control overA certain level of opacity and control over who has access to what information is necessary to prevent sensitive information from getting out and getting everyone involved in decision making (= the 'need to know' concept) Third Transparency and free sharing of all information is critical to promoting trust and making information available for further elaboration and decision making One-way communication works best for spreading a critical message Fourth Multi-way dialogue between more people works best for spreading a critical message Hi Tech Fifth Hi Touch
  26. 26. 02/ Dilemma Reconciliation Case Study: Independence versus Dependence The Individual and the Team Independence versus Dependence
  27. 27. Approaching the second most important dilemma (individual/team decisions) Individualknowledgeandjudgmentfor effectivedecisionmaking 9%Cutting through the Gordian Knot Pooled Possibilities for Personal Choice Collective intelligence and distributed knowledge for making the best decisions Individualknowledgeandjudgmentfor effectivedecisionmaking Group Think 91%
  28. 28. 01 02 03 Universalism versus ParticularismUniversalism versus Particularism Individualism versus CommunitarianismIndividualism versus CommunitarianismIndividualism versus Communitarianism Neutral versus AffectiveNeutral versus AffectiveNeutral versus Affective Specific versus Diffuse04 05 06 07 Specific versus Diffuse Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic Internal versus External ControlInternal versus External ControlInternal versus External Control
  29. 29. 04/ Specific versus Diffuse
  30. 30. PUBLIC 04/ Specific versus Diffuse PRIVATE
  31. 31. 04/ Specific versus Diffuse Specific Relationship
  32. 32. PUBLIC PRIVATE 04/ Specific versus Diffuse
  33. 33. 04/ Specific versus Diffuse No Relationship
  34. 34. PRIVATEPRIVATE 04/ Specific versus Diffuse PRIVATEPRIVATE Diffuse Relationship
  35. 35. 04/ Specific versus Diffuse PRIVATE Danger Zone PUBLIC
  36. 36. 04/ Specificity The colleague argues: You don’t have to paint the house if you don’t feel like it. He is your boss in the company. Outside the company, he has little authority A boss asking to paint his house The subordinate argues: Despite the fact that I don’t feel like it, I will paint the house anyway. He is my boss and you cannot ignore it outside your work either.
  37. 37. 71 78 80 82 87 88 89 91 91 Japan Australia Brazil USA Canada UK Denmark Netherlands Sweden Would not paint the house 04/ Specificity 32 46 47 52 58 65 66 67 69 70 71 0 20 40 60 80 100 China Nigeria Kuwait Venezuela Singapore Korea Belgium Greece Thailand Mexico Japan
  38. 38. 04/ Communication in high and low context Diffuse A larger context (from general to specific) Specific A smaller context (from specific to general)
  39. 39. Most important dilemmas On the one hand Rank On the other hand Best decisions are made when researching the issue, taking time for reflection and reaching a conclusion over period of time most Best decisions are made when having real-time information available at our fingertips and reacting instantaneously based on the real-time insights Individual knowledge and judgment is the most effective basis for making the best decisions Second Collective intelligence and distributed knowledge is the most effective basis for making the best decisions A certain level of opacity and control overA certain level of opacity and control over who has access to what information is necessary to prevent sensitive information from getting out and getting everyone involved in decision making (= the 'need to know' concept) Third Transparency and free sharing of all information is critical to promoting trust and making information available for further elaboration and decision making One-way communication works best for spreading a critical message Fourth Multi-way dialogue between more people works best for spreading a critical message Hi Tech Fifth Hi Touch
  40. 40. Approaching the most important dilemma (information for decision making)decisionsaremadewhenhaving timeinformationatfingertips Chronic Distraction Muddling with a Purpose 62% Best decisions are made when researching the issue Bestdecisionsaremadewhenhaving real-timeinformationatfingertips Weight of the evidence 38%
  41. 41. Most important dilemmas On the one hand Rank On the other hand Best decisions are made when researching the issue, taking time for reflection and reaching a conclusion over period of time most Best decisions are made when having real-time information available at our fingertips and reacting instantaneously based on the real-time insights Individual knowledge and judgment is the most effective basis for making the best decisions Second Collective intelligence and distributed knowledge is the most effective basis for making the best decisions A certain level of opacity and control overA certain level of opacity and control over who has access to what information is necessary to prevent sensitive information from getting out and getting everyone involved in decision making (= the 'need to know' concept) Third Transparency and free sharing of all information is critical to promoting trust and making information available for further elaboration and decision making One-way communication works best for spreading a critical message Fourth Multi-way dialogue between more people works best for spreading a critical message Hi Tech Fifth Hi Touch
  42. 42. Approaching the third most important dilemma (‘need to know’ versus transparency)Preventsensitiveinformationfrom gettingout 23% Official Secrets for Insiders Only Sharing with those who might complete the picture Transparency and free sharing of all information is critical to promoting trust Preventsensitiveinformationfrom Public Secret 77%
  43. 43. 01 02 03 Universalism versus ParticularismUniversalism versus Particularism Individualism versus CommunitarianismIndividualism versus CommunitarianismIndividualism versus Communitarianism Neutral versus AffectiveNeutral versus AffectiveNeutral versus Affective Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse04 05 06 07 Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse Achievement versus Ascription Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic Internal versus External ControlInternal versus External ControlInternal versus External Control
  44. 44. 05/ Achievement versus Ascription What You Do Who You Are STATUS ?
  45. 45. • Family • Age 05/ Achievement versus Ascription Aspects of ascribed status… • Gender • Education
  46. 46. ‘The most important thing in life is to act as really suits you, even if you don’t get things done’ 05/ Achievement versus Ascription if you don’t get things done’
  47. 47. 34 40 40 42 49 54 56 65 69 76 Switzerland Germany Brazil Singapore Denmark Sweden UK Canada Australia USA % Percentage not agreeing with acting as really suits you 05/ Achievement versus Ascription 4 12 13 20 21 26 28 30 31 32 33 34 0 20 40 60 80 100 Egypt Argentina Czech Republic Korea Poland Japan China Russia Mexico Hong Kong France Switzerland
  48. 48. 05/ Achievement versus Ascription PerformanceStatus (1,10) Lost democratic leadership (10,10) The Servant Leader Attributed status by seniority or role PerformanceStatus (10,1) Follow the Leader
  49. 49. 05/ Achievement versus Ascription
  50. 50. Changes in Ascription-Achievement over last 10 years (mean for Western European countries) Older = more achievement Younger = more ascribed Especially in value orientations related to 2010-2012 Increasing divergence between ‘at work’ and ‘personal life’ cultural orientations achievement Especially in business related value orientations related to personal life
  51. 51. Barriers What are the main barriers you see that hinder your company adopting social media in a business context?
  52. 52. (Current v Ideal) Stages of development in using Social Media for business
  53. 53. Trompenaars’ model of Corporate Culture Egalitarian Incubator Guided missile ORGANIZED CHAOS MBP LEARNING STRATEGY MBO PAY FOR PERFORMANCE Person oriented Task oriented Hierarchical Family Eiffel tower NETWORK MBS PROMOTION/ POWER STRUCTURE MBJD EXPERTISE
  54. 54. Four Corporate Cultures Egalitarian Person Task Hierarchical Person Task
  55. 55. Egalitarian Person Task Exnovation! Hierarchical Person Task
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