Changing gears: change management in the digital age

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The biggest challenge to companies adopting new or social media isn't the media themselves: it's technological change and institutional change. This presentation talks about some of the levers you can use to help your organization adapt to technological change.

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Changing gears: change management in the digital age

  1. 1. Switching Gears Adapting to technology change
  2. 2. 2 Who this presentation is for • Those of you planning to implement social media in your organization • Those of you trying to implement social media in your organization, but who are facing roadblocks • Decision-makers who are trying to come to terms with the change social media will bring to their organizations
  3. 3. 3 What you’re going to learn • The lessons I wish I knew years ago, going into all this • How to implement social media in a hostile or challenging environment, i.e.. where you are now: – How organizations change – Resistance to change: the psychology behind it – Gatekeepers: what do if you’re facing one / what to do if you are one – How to fight back: strategies that have worked for me – Profiles in resistance – Case studies – Lessons learned – Resources you can use
  4. 4. 4 A Brief History of Me • 1995 – Started in communications • 2001: Founded webness.biz, a web design & electronic communications firm • 2003 - 2008: Webmaster / Creative Director at Earth Day Canada • 2008 - Present: Communications Specialist at the Association of Canadian Advertisers • 2009 - Present: Summerhill Group • 2009: started webheresies.com
  5. 5. 5 More me • Humber College • Society for New Communications Research • Social Media Club
  6. 6. 6 How to contact me • Blog: webheresies.com • Website: webness.biz • Twitter: twitter.com/markus64 • E-mail: markfarmer@webness.biz
  7. 7. 7 I see two kinds of guru… ALL THE TIME.
  8. 8. 8 Gurus: a field guide vs
  9. 9. 9 Not for you vs
  10. 10. 10 The psychology of change • What’s it all about? – Not about smooth sailing
  11. 11. 11 The psychology of change • What’s it all about? – It’s about message / communication 1. Identify a strategic goal / tactical goal 2. Craft a message 3. Identify key influencers 4. Develop the action items necessary to influence them.
  12. 12. 12 The point • Past a certain point, all business is communication • Past a certain point, all communication is psychology
  13. 13. 13 Your change complexion • Change models: – Consultative – Consensual – Authoritative
  14. 14. 14 Before you do this...
  15. 15. 15 Documentation?
  16. 16. 16 Resistance • Many different kinds: – Fear – Feeling threatened – Uncertainty
  17. 17. 17 Gatekeeper • Gatekeeper profile • A message from the boys & girls in the trenches: you don’t need to understand
  18. 18. 18 You don’t actually need to know how it works
  19. 19. 19 Gatekeeper • A message to the boys & girls in the trenches: it’s your responsibility to make the gatekeepers understand (as much as is reasonably possible)
  20. 20. 20 Demographics • Pre-1945 • 1945-1965 • 1965-1985 • 1985-2005 • 2005-?
  21. 21. 21 Flavours of resistance, Part I: 2001
  22. 22. 22 Flavours of resistance, Part II: Privacy
  23. 23. 23 Case Studies • Where to find them: – Society for New Communications Research: sncr.org – ACA Blog: http://acaweb.ca/Publications/directions/articles – Six Pixels of Separation: http://www.twistimage.com/blog
  24. 24. 24 Case Study I – Blogging at the ACA
  25. 25. 25 Case Study I – Blogging at the ACA
  26. 26. 26 Case Study I – Blogging at the ACA • Lesson #1: shift the frame of reference • Lesson #2: mind your language
  27. 27. 27 Case Study II: twitter • Lesson #3: just do it • Lesson #4: don’t over-think low-hanging fruit
  28. 28. 28 Anti-case Study: facebook • Lesson #5: don’t believe the hype
  29. 29. 29 Damn you, Sockington • Me: 52 followers • Sockington: 557,667 followers • Typical Mark Farmer tweet: • “Google says it's good for journalism - Forbes's CEO calls its business model "parasitic." You decide: http://bit.ly/JG1ma” • Typical Sockington tweet: • “WHERE IS FATTY WHERE IS FATTY WHERE IS FATTY WHERE IS FATTY WHERE IS FATTY oh here you are ignoring you”
  30. 30. 30 Rapid-fire lesson round-up • Don’t assume people aren’t interested just because they don’t get it – Ask what they need to get on board / what the gaps are • Communicate, communicate, communicate internally. And don’t wait until it’s perfect to communicate. Did I mention to communicate? • People have to be at least interested – and more likely excited – before they’ll care. People have to see the thing before they’ll get interested. People have to use the thing before they’ll get excited. • Show, don’t tell – Almost no one will get sold on something simply by hearing it described – Get people to use the thing you’re trying to sell • Pounce on opportunities to advance your agenda, and get people to engage with the technology
  31. 31. 31 Rapid-fire lessons, continued • Be prepared to accept that this might fail... • ...but be prepared to measure your success – Commit to a metric; commit to a goal – Be confident you can reach that goal / meet that metric, or at least something close to it • Don’t avoid talking about the risks – If they’re in the open, they have to be addressed (by all involved, not just you) – It’s not your job to assume the risks of new initiatives – it’s the business’s responsibility – At the same time, what the business ultimately chooses to do is not your call to make • Find a champion (and it may be you) • Walk the walk
  32. 32. 32 Rapid-fire lessons, continued • What does business love: – Case studies – Statistics (but be intelligent about your intelligence) – Avoiding risk
  33. 33. 33 The best lesson I can leave you with • The key to social media success is to tap into people’s passion
  34. 34. 34 Further reading
  35. 35. 35 Websites • sncr.org • acaweb.ca • webheresies.com • cnet.org • twistimage.com/blog • twitter.com/acafeed
  36. 36. 36 Thank you • Blog: webheresies.com • Website: webness.biz • Twitter: Markus64 • E-mail: markfarmer@webness.biz

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