Moving Beyond Social Media Hype to Social Business Design
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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 Moving Beyond Social Media Hype to Social Business Design Presentation Transcript

  • Translating Social Media Hype Into Social Business Design Blue Knot JCAA Austin, Texas 2/17/2010 @jeffdachis jeff@dachisgroup.com http://www.dachisgroup.com
  • 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 Organizational Model ® 2009 Dachis Group. Confidential and Proprietary 3
  • Blue Knot | Social Business Design | February 17, 2010 Everything that can be digital, will be. ® 2009 Dachis Group. Confidential and Proprietary 4
  • Blue Knot | Social Business Design | February 17, 2010 Exciting times ® 2009 Dachis Group. Confidential and Proprietary 5
  • Blue Knot | Social Business Design | February 17, 2010 Interesting times ® 2009 Dachis Group. Confidential and Proprietary 6
  • Blue Knot | Social Business Design | February 17, 2010 We have all been there. ® 2009 Dachis Group. Confidential and Proprietary 7
  • Inescapable Trends ® 2009 Dachis Group. Confidential and Proprietary 8
  • 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
  • Blue Knot | Social Business Design | February 17, 2010 Our world is truly getting wired Source: Nielsen ® 2009 Dachis Group. Confidential and Proprietary
  • 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
  • Blue Knot | Social Business Design | February 17, 2010 IT consumerization is upon us ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Consumer web apps proliferate ® 2009 Dachis Group. Confidential and Proprietary 13
  • Blue Knot | Social Business Design | February 17, 2010 We buy supercomputers at the mall Source: Apple ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 And provide access to everyone... Source: One Laptop Per Child ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 We share opinions on everything Source: antigone78 on Flickr ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Cloud computing is a reality ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Work demands an “always on” mentality ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Social technologies keep us informed Source: McKinsey & Company ® 2009 Dachis Group. Confidential and Proprietary
  • But not so fast... ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Consumers are increasingly skeptical Source: Edelman ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Participation isnʼt scalable... ® 2009 Dachis Group. Confidential and Proprietary 22
  • Blue Knot | Social Business Design | February 17, 2010 ...because individuals donʼt scale ® 2009 Dachis Group. Confidential and Proprietary 23
  • Blue Knot | Social Business Design | February 17, 2010 People are people Source: CarbonNYC on Flickr ® 2009 Dachis Group. Confidential and Proprietary 24
  • Blue Knot | Social Business Design | February 17, 2010 Communication remains largely unidirectional ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Work still happens in silos ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 We have endless point solutions not platforms ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Businesses are overloaded with data ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 How will you govern? Source: Ambidanze on Flickr ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 What policies do you have in place? ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 People, Process, and Technology Systems have not yet adapted... ® 2009 Dachis Group. Confidential and Proprietary 31
  • Blue Knot | Social Business Design | February 17, 2010 ....While the shape of the Enterprise has changed ® 2009 Dachis Group. Confidential and Proprietary 32
  • 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
  • Social Business Design A Conceptual Framework and Set of Lenses for a Network Centric Organizational Model ® 2009 Dachis Group. Confidential and Proprietary 34
  • 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
  • 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
  • Conceptual Framework and Set of Lenses Businesses are made up of Technology, People and Process ® 2009 Dachis Group. Confidential and Proprietary 37
  • 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
  • Conceptual Framework and Set of Lenses Businesses Represent All Constituents ® 2009 Dachis Group. Confidential and Proprietary 39
  • 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
  • Conceptual Framework and Set of Lenses The Archetypes of Social Business Design ® 2009 Dachis Group. Confidential and Proprietary 41
  • Blue Knot | Social Business Design | February 17, 2010 Four Archetypes for Social Business Design. Building blocks and vocabulary. ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Ecosystem dachisgroup.com From Disparate Silos To Connected Nodes ® 2009 Dachis Group. Confidential and Proprietary
  • 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
  • Blue Knot | Social Business Design | February 17, 2010 Ecosystem Extended Core ® 2009 Dachis Group. Confidential and Proprietary 45
  • Blue Knot | Social Business Design | February 17, 2010 A network of nodes and connections Source: ethorson on Flickr ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 Hivemind dachisgroup.com From Hoarding To Collaborating ® 2009 Dachis Group. Confidential and Proprietary
  • Blue Knot | Social Business Design | February 17, 2010 A primary social calibration Source: Larry Tomlinson on Flickr ® 2009 Dachis Group. Confidential and Proprietary
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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 Source: Nielsen Online ® 2009 Dachis Group. Confidential and Proprietary
  • Social Business Design A Conceptual Framework and Set of Lenses for a Network Centric Organizational Model ® 2009 Dachis Group. Confidential and Proprietary 57
  • Blue Knot | Social Business Design | February 17, 2010 Social business design applied ® 2009 Dachis Group. Confidential and Proprietary 58
  • 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
  • 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
  • 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
  • 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