The value of influence @sheldrake
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The value of influence @sheldrake

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Dreamforce '11 slide deck from Philip Sheldrake, Author of The Business of Influence: Reframing Marketing and PR for the Digital Age. ...

Dreamforce '11 slide deck from Philip Sheldrake, Author of The Business of Influence: Reframing Marketing and PR for the Digital Age.
www.influenceprofessional.com
www.philipsheldrake.com @sheldrake
Influence Crowd Meanwhile Intellect 6UK

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    The value of influence @sheldrake The value of influence @sheldrake Presentation Transcript

    • The Value ofInfluence Philip Sheldrake www.philipsheldrake.com @sheldrake Author The Business of Influence: Reframing Marketing and PR for the Digital Age www.influenceprofessional.com Influence Crowd Meanwhile Intellect 6UK 1
    • Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995:This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any suchuncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differmaterially from the results expressed or implied by the forward-looking statements we make. All statements other thanstatements of historical fact could be deemed forward-looking, including any projections of product or service availability,subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans ofmanagement for future operations, statements of belief, any statements concerning new, planned, or upgraded servicesor technology developments and customer contracts or use of our services.The risks and uncertainties referred to above include – but are not limited to – risks associated with developing anddelivering new functionality for our service, new products and services, our new business model, our past operatinglosses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breachof our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergersand acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand,retain, and motivate our employees and manage our growth, new releases of our service and successful customerdeployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprisecustomers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is includedin our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2011. This documents and otherscontaining important disclosures are available on the SEC Filings section of the Investor Information section of our Website.Any unreleased services or features referenced in this or other presentations, press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services should make thepurchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation anddoes not intend to update these forward-looking statements.
    • The business of influence is brokenThe Business of Influence, Philip Sheldrake, Wiley, 2011http://www.flickr.com/photos/philip_sheldrake/87055500 3
    • You have beeninfluenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/160365265 4
    • If you’re in business, indeed any type of organization, then you’re in the business of influence The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/5629452844 5
    • //The rise of social media //The info tech explosion //The way we contemplate,3 things design, communicate and execute strategy http://www.flickr.com/photos/philip_sheldrake/104947731 6
    • ONE//The rise of social media 7
    • The authors of the Cluetrain Manifesto asserted back in1999 that the Internet allows markets to revert to the dayswhen a market was defined by people gathering andtalking among themselves about buyer and sellerreputation, product quality and prices.This was lost for a while as the scale of organizations andmarkets outstripped the facility for consumers tocoalesce. //The rise of social media The Cluetrain Manifesto – http://www.cluetrain.com The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/5724320736 8
    • But I get social, I get influence… //The rise of social media www.flickr.com/photos/iangallagher/490333150 9
    • But I get social, I get influence… err?! //The rise of social media www.flickr.com/photos/iangallagher/490333150 www.flickr.com/photos/jeremylevinedesign/2815977968 10
    • social / digital is not: social / digital does: – a new team or department – require new skills – something to procure, design – bring new opportunities, and or manage separately threats //The rise of social media http://www.flickr.com/photos/philip_sheldrake/2642725725 11
    • Social analyticsIf you could go back to the mid-90sand offer a marketer a little box thatcould sit on her desk and let herlisten in on thousands of customerconversations and participate inthose discussions regardless ofgeography or time zone, it wouldappear so far-fetched that she’dprobably call security //The rise of social media The Social Web Analytics eBook 2008, Philip Sheldrake http://www.flickr.com/photos/philip_sheldrake/488935955 12
    • Perception is realityMay have been a relevantaxiom for 20th Centurymarketing and PR practice,but now… Reality is perception Real-time social marketing and PR must, by nature, be authentic. Real-time PR marks the death of ‘spin’. You can’t fake it. //The rise of social media Influence Strategy and Execution, Philip Sheldrake, Marketing Magnified eJournal, June 2011, CMO Council http://www.marketingmagnified.com/2011/june http://www.flickr.com/photos/philip_sheldrake/5723483505 13
    • No organization is an island Everything an organization does occurs in the context of achanging world, in a dynamic interplay with every entity around it Organizations must cultivate a sensitivity to the new dynamic (one that’s superior to competitors’) and sharpen their ability to interpret and respond to the myriad communication flows issuing from all sides //The rise of social media Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishing http://www.flickr.com/photos/philip_sheldrake/107864510 14
    • TWO//The info tech explosion 15
    • An illustrated historyhttp://youtu.be/wp2eUSL4oHchttp://www.philipsheldrake.com/2011/01/content-an-illustrated-history 16
    • - address book Phones are the most personal - diary of consumer electronic - digital messenger devices. They rank with keys - web browser and money when going out. - games machine They become an extension of - music player their owner and their loss is - video player mourned, literally - navigator- video & stills camera It keeps you connected with those far away, and disengaged ... and, of course, from strangers nearby a phone //The info tech explosion The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/87041513 17
    • The Internet of ThingsA public and private nervous system for the planetElectronic devices(washing machines, air conditioning units and cars)Electrical devices(lighting, electric heaters, and power distribution)Non-electrical objects(food and drink packages, clothes, and animals)Environmental sensors(measuring such variables as temperature, noise, moisture) //The info tech explosion Internetome Conference, London, 2010 The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/488970370 18
    • Data paucity was a problem of the 20th Century.Big data is the problem and opportunity of the 21st. I believe that a future where so much data is collected about me and owned by others is nothing short of dystopian. We need a new privacy framework. And we need streams banks. //The info tech explosion The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/4326146564 19
    • Web 3.0 – the Semantic Web – is about the Webitself understanding the meaning of all the contentand participation Indeed, the Web becomes a universal medium for the exchange of data, information and knowledge //The info tech explosion The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/4324972193 20
    • THREE//The way we contemplate, design,communicate and execute strategy 21
    • 20th Century business was built around tangible assets (land, plant & machinery) The 21st Century business is more reliant on intangibles (intellectual property, brand, reputation, social dialogue) for which traditional accounting analyses are poorly designed//The way we contemplate, design, communicate and execute strategyhttp://www.flickr.com/photos/philip_sheldrake/5632977212 22
    • So thats one reason whyKaplan and Norton developedthe strategy map tool for thealignment of operations withstrategy, and the popular*Balanced Scorecardframework to augment thelagging (financial) indicatorsof business success with non-financial drivers of futurefinancial performance. //The way we contemplate, design, communicate and execute strategy Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN: 9780875846514 * http://www.bain.com/publications/articles/management-tools-2011-balanced-scorecard.aspx http://www.flickr.com/photos/philip_sheldrake/2773203483 23
    • Return on investment When vanity rules ‘We can afford it and it’ll be a testament to our time.’When the boss rules When experience rules‘Look, I’m told we’re investing in ‘Do you think the CMO’sthis. Now we just need to work up background in advertising swaysthe numbers to get it through the budgeting process?’finance.’ When rules ruleWhen efficiency rules ‘Let’s treat it as three separate‘This investment will speed the projects so each comes under theprocess up.’ ‘Er, but it’s not actually limit demanding cost justification.’a bottleneck.’ When paralysis rulesWhen the guru rules ‘I just don’t know.’‘Well the book’s at number 1.’ And when all else fails – when costWhen last year rules rules‘Well we did it this way last year ...’ ‘Just make a decision on a least-costWhen the competition rules basis because this sort of thing‘They’ve gone for it, so ...’ never has a tangible ROI.’ //The way we contemplate, design, communicate and execute strategy The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/107865905 24
    • Return on investmentI prefer it when strategy rules...“The strategy map identifies thespecific capabilities in theorganization’s intangible assets –human capital, information capital,and organization capital – that arerequired for delivering exceptionalperformance in the critical internalprocesses.”And this applies to influenceactivities too. //The way we contemplate, design, communicate and execute strategy Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Robert S. Kaplan and David P. Norton, ISBN: 978-1591391340 http://www.flickr.com/photos/philip_sheldrake/107865905 25
    • The Six Influence Flows, Influence Scorecard and CInflO//The Business of Influence 26
    • You have beeninfluenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/160365265 27
    • A new and simple model, devoid of ‘baggage’, to think about what we’re trying to achieve. A framework for all influence activities, for the social media, info tech and business strategy of the 21st Century.//The Business of InfluenceThe Business of Influence, Philip Sheldrake, Wiley, 2011http://www.flickr.com/photos/philip_sheldrake/3504552777 28
    • The Six Influence Flows //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 29
    • We are more influenced by the 150 nearest to us than by the other six or so billion combined//The Business of InfluenceThe Business of Influence, Philip Sheldrake, Wiley, 2011http://www.flickr.com/photos/philip_sheldrake/3068588302 30
    • Influence(r)-centricMaturity CharacteristicsHigh Trace the influence (the action) back to source. Focused on business Influence-centric outcomes, as we should be.Medium It’s quality not quantity. Not how many Best practice, intelligent and people you interact with, but how and in you could say scientific and what context? professional marketing and PR, and associated activities.Low Number of followers, friends, Influencer-centric subscribers, circulation. Empirically supported network science. Akin to column inches and AVE* – measurementPitiful Obfuscating compound measures of because you can, not non-contextual trivial variables. No because you should. empirical evidence. //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 * AVE – advertising value equivalence, a discredited measurement of media relations performance 31
    • Influence centricityNot hung up on finding ‘key influencers’, but rather it’s about:1. Focusing on the influencedRelated to the emphases of Net Promoter Score (albeit focused on allstakeholders that have been influenced or influenced others, rathercustomers that would recommend us)Outcome rather than output oriented2. Tracing influenceUnderstanding and learning from how influence has happened //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 32
    • The Influence ScorecardHow can we systematically learn from and manage influence flows?How do we define, develop, and execute a consistent and coherentinfluence strategy?How do we prioritize investments in influence-related human,information, and organizational capital?Kaplan and Norton’s strategy map tool and Balanced Scorecardframework are well suited to these efforts. //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 33
    • The Influence Scorecard /2The Influence Scorecard serves as both the methodology for defininginfluence strategy and the tool for executing it.It’s a subset of the Balanced Scorecard, containing all the influence-related objectives and metrics extracted from their functional silos.Helps management ensure that the potential to influence and beinfluenced is exploited cohesively and consistently throughout theorganization. //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 34
    • The Influence Scorecard /3 Ultimately, the ease and effectiveness with which we manage and learn from influence flows is integral to the ways all stakeholders interact with organizations to broker mutually valuable, beneficial relationships. //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 35
    • The Chief Influence OfficerAre you ambidextrous of mind (left- & right-brained)?Are you fluent in public relations excellence and otherinfluence disciplines? Can you effect change in theface of entrenched organisational resistance?Then this is your perfect storm. You might be the newbreed of influence professional, and perhaps ChiefInfluence Officer. //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 36
    • In conclusionToday, influence activities are:– Spread, uncoordinated, across functional silos– Encompass only some aspects and subsets of the SixInfluence Flows and the Influence Scorecard– Defined in the context of 20th Century technology,media, and articulation of and appreciation forbusiness strategy 37
    • In conclusionTomorrow, your influence processes must:– Socialize the enterprise, systematically– Take best advantage of new info technologies– Drive business performance managementI recommend the Influence Scorecard. 38
    • The Business of Influence: ReframingMarketing and PR for the Digital AgePhilip Sheldrake, Wiley, May 2011ISBN 978-0470978627www.influenceprofessional.com#infpro 39
    • How Could Dreamforce Be Even Better? Tell Us! Every session survey you submit is a chance to win an iPad 2!Watch your inbox at the end of each day for an email from our survey partner, Alliance Tech.Click on the personalized link to be directed to the survey page for the sessions you attended.