Translating Social Media Hype Into
Social Business Design
Blue Knot JCAA Austin, Texas 2/17/2010


@jeffdachis
jeff@dachis...
Puppy.




® 2009 Dachis Group. Confidential and Proprietary   2
Translating Social Media Hype Into
Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric O...
Blue Knot | Social Business Design | February 17, 2010




Everything that can be digital, will be.




® 2009 Dachis Grou...
Blue Knot | Social Business Design | February 17, 2010




Exciting times




® 2009 Dachis Group. Confidential and Proprie...
Blue Knot | Social Business Design | February 17, 2010




Interesting times




® 2009 Dachis Group. Confidential and Prop...
Blue Knot | Social Business Design | February 17, 2010




We have all been there.




® 2009 Dachis Group. Confidential an...
Inescapable Trends




® 2009 Dachis Group. Confidential and Proprietary   8
Blue Knot | Social Business Design | February 17, 2010




A shift towards social business




          New distributed, ...
Blue Knot | Social Business Design | February 17, 2010




Our world is truly getting wired




                          ...
Blue Knot | Social Business Design | February 17, 2010




The wires are getting faster




      Source: Pew Internet & A...
Blue Knot | Social Business Design | February 17, 2010




IT consumerization is upon us




® 2009 Dachis Group. Confident...
Blue Knot | Social Business Design | February 17, 2010




Consumer web apps proliferate




® 2009 Dachis Group. Confident...
Blue Knot | Social Business Design | February 17, 2010




      We buy supercomputers at the mall




Source: Apple

    ...
Blue Knot | Social Business Design | February 17, 2010




And provide access to everyone...




                         ...
Blue Knot | Social Business Design | February 17, 2010




      We share opinions on everything




Source: antigone78 on...
Blue Knot | Social Business Design | February 17, 2010




Cloud computing is a reality




® 2009 Dachis Group. Confidenti...
Blue Knot | Social Business Design | February 17, 2010




Work demands an “always on” mentality




® 2009 Dachis Group. ...
Blue Knot | Social Business Design | February 17, 2010




Social technologies keep us informed




Source: McKinsey & Com...
But not so fast...




® 2009 Dachis Group. Confidential and Proprietary
Blue Knot | Social Business Design | February 17, 2010




      Consumers are increasingly skeptical




Source: Edelman
...
Blue Knot | Social Business Design | February 17, 2010




Participation isnʼt scalable...




® 2009 Dachis Group. Confide...
Blue Knot | Social Business Design | February 17, 2010




...because individuals donʼt scale




® 2009 Dachis Group. Con...
Blue Knot | Social Business Design | February 17, 2010




People are people




     Source: CarbonNYC on Flickr


® 2009...
Blue Knot | Social Business Design | February 17, 2010




Communication remains largely unidirectional




® 2009 Dachis ...
Blue Knot | Social Business Design | February 17, 2010




Work still happens in silos




® 2009 Dachis Group. Confidentia...
Blue Knot | Social Business Design | February 17, 2010




We have endless point solutions not platforms




® 2009 Dachis...
Blue Knot | Social Business Design | February 17, 2010




Businesses are overloaded with data




® 2009 Dachis Group. Co...
Blue Knot | Social Business Design | February 17, 2010




      How will you govern?




Source: Ambidanze on Flickr
    ...
Blue Knot | Social Business Design | February 17, 2010




What policies do you have in place?




® 2009 Dachis Group. Co...
Blue Knot | Social Business Design | February 17, 2010




People, Process, and Technology Systems
have not yet adapted......
Blue Knot | Social Business Design | February 17, 2010




....While the shape of the Enterprise has changed




® 2009 Da...
Blue Knot | Social Business Design | February 17, 2010




The industrial economy has evolved. We live in a
networked econ...
Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model




® 2009 Dach...
Blue Knot | Social Business Design | February 17, 2010




The definition of Social Business Design




                  ...
Blue Knot | Social Business Design | February 17, 2010




The definition of Social Business Design




                  ...
Conceptual Framework and Set of Lenses
Businesses are made up of
Technology, People and Process




® 2009 Dachis Group. C...
Blue Knot | Social Business Design | February 17, 2010




Business is made of Technology, People, and Process



        ...
Conceptual Framework and Set of Lenses
Businesses Represent All Constituents




® 2009 Dachis Group. Confidential and Prop...
Blue Knot | Social Business Design | February 17, 2010




The shape of the business has fundamentally changed.
Businesses...
Conceptual Framework and Set of Lenses
The Archetypes of Social Business Design




® 2009 Dachis Group. Confidential and P...
Blue Knot | Social Business Design | February 17, 2010




Four Archetypes for Social Business Design.
Building blocks and...
Blue Knot | Social Business Design | February 17, 2010




Ecosystem




                                                 ...
Blue Knot | Social Business Design | February 17, 2010




Ecosystem (connection systems)
- An expanded constituent
      ...
Blue Knot | Social Business Design | February 17, 2010




Ecosystem
                                                     ...
Blue Knot | Social Business Design | February 17, 2010




    A network of nodes and connections




Source: ethorson on ...
Blue Knot | Social Business Design | February 17, 2010




Hivemind




                                                  ...
Blue Knot | Social Business Design | February 17, 2010




A primary social calibration




Source: Larry Tomlinson on Fli...
Blue Knot | Social Business Design | February 17, 2010




Hivemind (culture)

- A primary social calibration
- Active Par...
Blue Knot | Social Business Design | February 17, 2010




Dynamic Signal



                                             ...
Blue Knot | Social Business Design | February 17, 2010




Dynamic signal (communication process)


     - Dynamic real ti...
Blue Knot | Social Business Design | February 17, 2010




Metafilter




                                                ...
Blue Knot | Social Business Design | February 17, 2010




Metafilter (filter, measure)


   - Filter, tag sort           ...
Blue Knot | Social Business Design | February 17, 2010




    Diverse data sets need context




Source: Nicolas Felton 2...
Blue Knot | Social Business Design | February 17, 2010




® 2009 Dachis Group. Confidential and Proprietary
Blue Knot | Social Business Design | February 17, 2010




Analyze for meaning




                                       ...
Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model




® 2009 Dach...
Blue Knot | Social Business Design | February 17, 2010




Social business design applied




® 2009 Dachis Group. Confiden...
Blue Knot | Social Business Design | February 17, 2010




 Why Social Business Design?


                                ...
Blue Knot | Social Business Design | February 17, 2010




    A hiveminded, dynamically signaling,
    metafiltered ecosy...
Blue Knot | Social Business Design | February 17, 2010




    A hiveminded, dynamically signaling,
    metafiltered ecosy...
How Ready for Social Business are you?




® 2009 Dachis Group. Confidential and Proprietary   62
Thank You.




® 2009 Dachis Group. Confidential and Proprietary   63
Dachis Group
Jeffrey Dachis
Chief Executive Officer

jeff@dachisgroup.com
http://www.dachisgroup.com
512-275-7830
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Moving Beyond Social Media Hype to Social Business Design

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  • Depending on your perspective, the un-tethering of workers has also changed the mentality we bring to the job. “Going to the office” is no longer a 9 am - 5 pm, 5 days a week pattern for most people. Today’s information workers are always-on, connected by a combination of emerging technologies.
  • Social business efforts often end up living in isolation.
  • All organizations will deal with Governance issues.
  • When ESPN announced they would be rolling out guidelines for employee Twitter usage that stipulated direct benefit to ESPN, it created more confusion.
  • The social business ecosystem consists of nodes both animate and inanimate and the strength of their interconnections. At a micro-level, departments, customer segments, and local area networks remain. At a macro-level, the network can be mapped to illustrate how the business functions as part of a system comprised of dozens, hundreds, or even thousands of smaller ecosystems.
  • Hivemindedness can be measured by assessing levels of collective awareness,engagement, and participation. A social inclination resides within a company’s culture and tempers planning, decision-making, and work output. Employees approach work with a social mindset; customers expect dialogue and engagement; suppliers anticipate collaboration towards common goals. The hivemind makes decisions and receives continuous reinforcement through business interactions.
  • Dynamic Signal Signals produced from all points are considered potentially relevant - authority is not dependent on hierarchical status, but on goal relevance. Technology gives consumers the ability to author, own, and transmit signals, validated by search engines for relevance. In response, businesses respond to the dynamic information flow produced by constituents. The strength of a dynamic signal can be measured at transmission points and subsequently analyzed to drive business activity in response.
  • Metafilter Information needs to be segmented into meaningful and manageable sets. What’s important to one person may be meaningless to another, but they must be able to work with a parts smaller than the whole. This approach allows for parallel processing of information so insight can be made actionable, faster. Filtering, tagging, and sorting data and measuring its impact produce opportunities for value capture buried deep in data sets.
  • Voting applications allow companies to crowdsource ideas but encouraging users to submit new product and service ideas. The community votes on these submissions, allowing companies to see what’s most popular with their fans and potentially take action. Users are generally rewarded with recognition, for example points, rather than any sort of monetary incentive. Other good examples of voting applications are Dell’s Ideastorm and My Starbucks Idea.
  • Moving Beyond Social Media Hype to Social Business Design

    1. 1. Translating Social Media Hype Into Social Business Design Blue Knot JCAA Austin, Texas 2/17/2010 @jeffdachis jeff@dachisgroup.com http://www.dachisgroup.com
    2. 2. Puppy. ® 2009 Dachis Group. Confidential and Proprietary 2
    3. 3. Translating Social Media Hype Into Social Business Design A Conceptual Framework and Set of Lenses for a Network Centric Organizational Model ® 2009 Dachis Group. Confidential and Proprietary 3
    4. 4. Blue Knot | Social Business Design | February 17, 2010 Everything that can be digital, will be. ® 2009 Dachis Group. Confidential and Proprietary 4
    5. 5. Blue Knot | Social Business Design | February 17, 2010 Exciting times ® 2009 Dachis Group. Confidential and Proprietary 5
    6. 6. Blue Knot | Social Business Design | February 17, 2010 Interesting times ® 2009 Dachis Group. Confidential and Proprietary 6
    7. 7. Blue Knot | Social Business Design | February 17, 2010 We have all been there. ® 2009 Dachis Group. Confidential and Proprietary 7
    8. 8. Inescapable Trends ® 2009 Dachis Group. Confidential and Proprietary 8
    9. 9. Blue Knot | Social Business Design | February 17, 2010 A shift towards social business New distributed, collaborative, and agile organizations are able to surpass current barriers to growth in order to create new value ® 2009 Dachis Group. Confidential and Proprietary
    10. 10. Blue Knot | Social Business Design | February 17, 2010 Our world is truly getting wired Source: Nielsen ® 2009 Dachis Group. Confidential and Proprietary
    11. 11. Blue Knot | Social Business Design | February 17, 2010 The wires are getting faster Source: Pew Internet & American Life Project, July 2008 ® 2009 Dachis Group. Confidential and Proprietary
    12. 12. Blue Knot | Social Business Design | February 17, 2010 IT consumerization is upon us ® 2009 Dachis Group. Confidential and Proprietary
    13. 13. Blue Knot | Social Business Design | February 17, 2010 Consumer web apps proliferate ® 2009 Dachis Group. Confidential and Proprietary 13
    14. 14. Blue Knot | Social Business Design | February 17, 2010 We buy supercomputers at the mall Source: Apple ® 2009 Dachis Group. Confidential and Proprietary
    15. 15. Blue Knot | Social Business Design | February 17, 2010 And provide access to everyone... Source: One Laptop Per Child ® 2009 Dachis Group. Confidential and Proprietary
    16. 16. Blue Knot | Social Business Design | February 17, 2010 We share opinions on everything Source: antigone78 on Flickr ® 2009 Dachis Group. Confidential and Proprietary
    17. 17. Blue Knot | Social Business Design | February 17, 2010 Cloud computing is a reality ® 2009 Dachis Group. Confidential and Proprietary
    18. 18. Blue Knot | Social Business Design | February 17, 2010 Work demands an “always on” mentality ® 2009 Dachis Group. Confidential and Proprietary
    19. 19. Blue Knot | Social Business Design | February 17, 2010 Social technologies keep us informed Source: McKinsey & Company ® 2009 Dachis Group. Confidential and Proprietary
    20. 20. But not so fast... ® 2009 Dachis Group. Confidential and Proprietary
    21. 21. Blue Knot | Social Business Design | February 17, 2010 Consumers are increasingly skeptical Source: Edelman ® 2009 Dachis Group. Confidential and Proprietary
    22. 22. Blue Knot | Social Business Design | February 17, 2010 Participation isnʼt scalable... ® 2009 Dachis Group. Confidential and Proprietary 22
    23. 23. Blue Knot | Social Business Design | February 17, 2010 ...because individuals donʼt scale ® 2009 Dachis Group. Confidential and Proprietary 23
    24. 24. Blue Knot | Social Business Design | February 17, 2010 People are people Source: CarbonNYC on Flickr ® 2009 Dachis Group. Confidential and Proprietary 24
    25. 25. Blue Knot | Social Business Design | February 17, 2010 Communication remains largely unidirectional ® 2009 Dachis Group. Confidential and Proprietary
    26. 26. Blue Knot | Social Business Design | February 17, 2010 Work still happens in silos ® 2009 Dachis Group. Confidential and Proprietary
    27. 27. Blue Knot | Social Business Design | February 17, 2010 We have endless point solutions not platforms ® 2009 Dachis Group. Confidential and Proprietary
    28. 28. Blue Knot | Social Business Design | February 17, 2010 Businesses are overloaded with data ® 2009 Dachis Group. Confidential and Proprietary
    29. 29. Blue Knot | Social Business Design | February 17, 2010 How will you govern? Source: Ambidanze on Flickr ® 2009 Dachis Group. Confidential and Proprietary
    30. 30. Blue Knot | Social Business Design | February 17, 2010 What policies do you have in place? ® 2009 Dachis Group. Confidential and Proprietary
    31. 31. Blue Knot | Social Business Design | February 17, 2010 People, Process, and Technology Systems have not yet adapted... ® 2009 Dachis Group. Confidential and Proprietary 31
    32. 32. Blue Knot | Social Business Design | February 17, 2010 ....While the shape of the Enterprise has changed ® 2009 Dachis Group. Confidential and Proprietary 32
    33. 33. Blue Knot | Social Business Design | February 17, 2010 The industrial economy has evolved. We live in a networked economy. We need a network centric organizational model to realize its potential. dachisgroup.com ® 2009 Dachis Group. Confidential and Proprietary 33
    34. 34. Social Business Design A Conceptual Framework and Set of Lenses for a Network Centric Organizational Model ® 2009 Dachis Group. Confidential and Proprietary 34
    35. 35. Blue Knot | Social Business Design | February 17, 2010 The definition of Social Business Design • Social Business Design is the intentional creation of socially calibrated and dynamic business systems, process and culture. ® 2009 Dachis Group. Confidential and Proprietary 35
    36. 36. Blue Knot | Social Business Design | February 17, 2010 The definition of Social Business Design • The Goal: Enhanced value exchange among constituents delivering improved and emergent business outcomes ® 2009 Dachis Group. Confidential and Proprietary 36
    37. 37. Conceptual Framework and Set of Lenses Businesses are made up of Technology, People and Process ® 2009 Dachis Group. Confidential and Proprietary 37
    38. 38. Blue Knot | Social Business Design | February 17, 2010 Business is made of Technology, People, and Process support content ecosystem services commerce ecosystem developer application ecosystem ecosystem cloud services products supply chain ecosystem ® 2009 Dachis Group. Confidential and Proprietary 38
    39. 39. Conceptual Framework and Set of Lenses Businesses Represent All Constituents ® 2009 Dachis Group. Confidential and Proprietary 39
    40. 40. Blue Knot | Social Business Design | February 17, 2010 The shape of the business has fundamentally changed. Businesses need to address value exchange with all constituents wherever they are. ® 2009 Dachis Group. Confidential and Proprietary 40
    41. 41. Conceptual Framework and Set of Lenses The Archetypes of Social Business Design ® 2009 Dachis Group. Confidential and Proprietary 41
    42. 42. Blue Knot | Social Business Design | February 17, 2010 Four Archetypes for Social Business Design. Building blocks and vocabulary. ® 2009 Dachis Group. Confidential and Proprietary
    43. 43. Blue Knot | Social Business Design | February 17, 2010 Ecosystem dachisgroup.com From Disparate Silos To Connected Nodes ® 2009 Dachis Group. Confidential and Proprietary
    44. 44. Blue Knot | Social Business Design | February 17, 2010 Ecosystem (connection systems) - An expanded constituent base including core and extended - A robust, integrated network of nodes and connections - A holistic technology architecture dachisgroup.com - Strong and weak ties - Active and ambient awareness From Disparate Silos To Connected Nodes ® 2009 Dachis Group. Confidential and Proprietary
    45. 45. Blue Knot | Social Business Design | February 17, 2010 Ecosystem Extended Core ® 2009 Dachis Group. Confidential and Proprietary 45
    46. 46. Blue Knot | Social Business Design | February 17, 2010 A network of nodes and connections Source: ethorson on Flickr ® 2009 Dachis Group. Confidential and Proprietary
    47. 47. Blue Knot | Social Business Design | February 17, 2010 Hivemind dachisgroup.com From Hoarding To Collaborating ® 2009 Dachis Group. Confidential and Proprietary
    48. 48. Blue Knot | Social Business Design | February 17, 2010 A primary social calibration Source: Larry Tomlinson on Flickr ® 2009 Dachis Group. Confidential and Proprietary
    49. 49. Blue Knot | Social Business Design | February 17, 2010 Hivemind (culture) - A primary social calibration - Active Participation - Active Engagment - Active Involvement dachisgroup.com ® 2009 Dachis Group. Confidential and Proprietary
    50. 50. Blue Knot | Social Business Design | February 17, 2010 Dynamic Signal dachisgroup.com From Static To Dynamic - “Communication as work, not for work” ® 2009 Dachis Group. Confidential and Proprietary
    51. 51. Blue Knot | Social Business Design | February 17, 2010 Dynamic signal (communication process) - Dynamic real time signals of all nodes in the dachisgroup.com ecosystem - A change in the mode of authorship - Updates on location - Creates efficiencies ® 2009 Dachis Group. Confidential and Proprietary
    52. 52. Blue Knot | Social Business Design | February 17, 2010 Metafilter dachisgroup.com From Filter Failure To Clear Signals “Finding meaning in all the noise” ® 2009 Dachis Group. Confidential and Proprietary
    53. 53. Blue Knot | Social Business Design | February 17, 2010 Metafilter (filter, measure) - Filter, tag sort dachisgroup.com - Define constructs for measurement - Measure patterns not counts - Depth over surface - Trends versus snapshots - Analyzing for meaning From Filter Failure To Clear Signals “Finding meaning in all the noise” ® 2009 Dachis Group. Confidential and Proprietary
    54. 54. Blue Knot | Social Business Design | February 17, 2010 Diverse data sets need context Source: Nicolas Felton 2007 Annual Report ® 2009 Dachis Group. Confidential and Proprietary
    55. 55. Blue Knot | Social Business Design | February 17, 2010 ® 2009 Dachis Group. Confidential and Proprietary
    56. 56. Blue Knot | Social Business Design | February 17, 2010 Analyze for meaning Source: Nielsen Online ® 2009 Dachis Group. Confidential and Proprietary
    57. 57. Social Business Design A Conceptual Framework and Set of Lenses for a Network Centric Organizational Model ® 2009 Dachis Group. Confidential and Proprietary 57
    58. 58. Blue Knot | Social Business Design | February 17, 2010 Social business design applied ® 2009 Dachis Group. Confidential and Proprietary 58
    59. 59. Blue Knot | Social Business Design | February 17, 2010 Why Social Business Design? Improved = & + Emergent Outcomes •Adaptable business practices •Cost savings and efficiencies •Improved collaborative processes •Informed social marketing strategies •Customer growth, retention and sustainability •New product & service offerings/innovations •Expansion into new markets ® 2009 Dachis Group. Confidential and Proprietary 59
    60. 60. Blue Knot | Social Business Design | February 17, 2010 A hiveminded, dynamically signaling, metafiltered ecosystem will perform exponentially better. ® 2009 Dachis Group. Confidential and Proprietary 60
    61. 61. Blue Knot | Social Business Design | February 17, 2010 A hiveminded, dynamically signaling, metafiltered ecosystem will perform exponentially better. ® 2009 Dachis Group. Confidential and Proprietary 61
    62. 62. How Ready for Social Business are you? ® 2009 Dachis Group. Confidential and Proprietary 62
    63. 63. Thank You. ® 2009 Dachis Group. Confidential and Proprietary 63
    64. 64. Dachis Group Jeffrey Dachis Chief Executive Officer jeff@dachisgroup.com http://www.dachisgroup.com 512-275-7830
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