Dreamforce 2011 presentation – Sheldrake

Influence
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

The business of influence is broken
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/87055500
2

You have been influenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done
3

If you’re in business, indeed any type of organization, then you’re in the business of influence
… marketing, advertising, public relations, internal communications, public affairs, customer service, customer relationship management, social media, copywriting and content, SEO, branding, branded apps and widgets, brand journalism …
… web design, graphic design, direct marketing, packaging, merchandising, promotion, publicity, events, sponsorship, sales and sales promotion, marketing and market research, product and service design and development …
… human resources, training and development, channel management, procurement and supplier management, facilities management …
4

//The rise of social media
//The info tech explosion
3 things
//The way we contemplate, design, communicate and execute strategy
5

ONE
6

The authors of the Cluetrain Manifesto asserted back in 1999 that the Internet allows markets to revert to the days when a market was defined by people gathering and talking among themselves about buyer and seller reputation, product quality and prices.This was lost for a while as the scale of organizations and markets outstripped the facility for consumers to coalesce.
The Cluetrain Manifesto – http://www.cluetrain.com
7

But I get social, I get influence…
www.flickr.com/photos/iangallagher/490333150
8

But I get social, I get influence… err?!
www.flickr.com/photos/iangallagher/490333150
www.flickr.com/photos/jeremylevinedesign/2815977968
9

social / digital is not:– a new team or department– something to procure, design or manage separately
social / digital does:– require new skills– bring new opportunities, and threats
10

If you could go back to the mid-90s and offer a marketer a little box that could sit on her desk and let her listen in on thousands of customer conversations and participate in those discussions regardless of geography or time zone, it would appear so far-fetched that she’d probably call security
The Social Web Analytics eBook 2008, Philip Sheldrake
Social analytics
11

Influence Strategy and Execution, Philip Sheldrake, Marketing Magnified eJournal, June 2011, CMO Council http://www.marketingmagnified.com/2011/june
Perception is reality
May have been a relevant axiom for 20th Century marketing 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.
12

Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishing
No organization is an island
Everything an organization does occurs in the context of a changing 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
13

TWO
14

An illustrated history
http://youtu.be/wp2eUSL4oHc
http://www.philipsheldrake.com/2011/01/content-an-illustrated-history
15

Phones are the most personal of consumer electronic devices. They rank with keys and money when going out. They become an extension of their owner and their loss is mourned, literallyIt keeps you connected with those far away, and disengaged from strangers nearby
- address book
- diary
- digital messenger
- web browser
- games machine
- music player
- video player
- navigator
- video & stills camera
... and, of course,
a phone
16

The Internet of ThingsA public and private nervous system for the planet
Internetome Conference, London, 2010
Electronic 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)
17

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.
18

Web 3.0 – the Semantic Web – is about the Web itself understanding the meaning of all the content and participation
Indeed, the Web becomes a universal medium for the exchange of data, information and knowledge
19

THREE
20

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
21

So that's one reason why Kaplan and Norton developed the strategy map tool for the alignment of operations with strategy, and the popular* Balanced Scorecard framework to augment the lagging (financial) indicators of business success with non-financial drivers of future financial performance.
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
22

Return on investment
When vanity rules
‘We can afford it and it’ll be a testament to our time.’
When experience rules
‘Do you think the CMO’s background in advertising sways the budgeting process?’
When rules rule
‘Let’s treat it as three separate projects so each comes under the limit demanding cost justification.’
When paralysis rules
‘I just don’t know.’
And when all else fails – when cost rules
‘Just make a decision on a least-cost basis because this sort of thing never has a tangible ROI.’
When the boss rules
‘Look, I’m told we’re investing in this. Now we just need to work up the numbers to get it through finance.’
When efficiency rules
‘This investment will speed the process up.’ ‘Er, but it’s not actually a bottleneck.’
When the guru rules
‘Well the book’s at number 1.’
When last year rules
‘Well we did it this way last year ...’
When the competition rules
‘They’ve gone for it, so ...’
23

Return on investment
I prefer it when strategy rules...
“The strategy map identifies the specific capabilities in the organization’s intangible assets – human capital, information capital, and organization capital – that are required for delivering exceptional performance in the critical internal processes.”
And this applies to influence activities too.
Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Robert S. Kaplan and David P. Norton, ISBN: 978-1591391340
24

//The Business of Influence
The Six Influence Flows, Influence Scorecard and CInflO
25

You have been influenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done
26

Socializing the enterprise demands more than just procuring some social tools. It demands a CEO-led organizational redesign.
27
It demands 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 Six Influence Flows
28

We are more influenced by the 150 nearest to us than by the other six or so billion combined
29

Influence(r)-centric
* AVE – advertising value equivalence, a discredited measurement of media relations performance
30

Influence centricity
1. Focusing on the influenced
Related to the emphases of Net Promoter Score (albeit focused on all stakeholders that have been influenced or influenced others, rather customers that would recommend us)
Outcome rather than output oriented
31
Not hung up on finding ‘key influencers’, but rather it’s about:
2. Tracing influence
Understanding and learning from how influence has happened

The Influence Scorecard
How can we systematically learn from and manage influence flows?
How do we define, develop, and execute a consistent and coherent influence strategy?
How do we prioritize investments in influence-related human, information, and organizational capital?
32
Kaplan and Norton’s strategy map tool and Balanced Scorecard framework are well suited to these efforts.

The Influence Scorecard /2
The Influence Scorecard serves as both the methodology for defining influence 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 be influenced is exploited cohesively and consistently throughout the organization.
33

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.
34

The Chief Influence Officer
Are you ambidextrous of mind (left- & right-brained)?
Are you fluent in public relations excellence and other influence disciplines? Can you effect change in the face of entrenched organisational resistance?
Then this is your perfect storm. You might be the new breed of influence professional, and perhaps Chief Influence Officer.
35

In conclusion
Today, influence activities are:
36
– Spread, uncoordinated, across functional silos
– Encompass only some aspects and subsets of the Six Influence Flows and the Influence Scorecard
– Defined in the context of 20th Century technology, media, and articulation of and appreciation for business strategy

In conclusion
Tomorrow, your influence strategy must:
37
– Socialize the enterprise, systematically
– Take best advantage of new info technologies
– Drive business performance management
I recommend the Influence Scorecard.

The Business of Influence: Reframing Marketing and PR for the Digital AgePhilip Sheldrake, Wiley, May 2011ISBN 978-0470978627www.influenceprofessional.com#infpro
38

http://www.philipsheldrake.com	739
http://conversation.cipr.co.uk	246
http://derechosanyelica.blogspot.com	208
http://www.derechosanyelica.blogspot.com	154
http://andmeanwhile.com	64
http://www.eulerpartners.com	23
http://www.andmeanwhile.com	16
http://feeds.feedburner.com	5
http://webcache.googleusercontent.com	4
http://carloson80.wordpress.com	2
http://twitter.com	2
http://paper.li	2
http://us-w1.rockmelt.com	2
http://a0.twimg.com	1
http://translate.googleusercontent.com	1
http://conversation.cipr.co.uk.vm2.grimond.praterraines.co.uk	1
https://twitter.com	1

Dreamforce 2011 presentation – Sheldrake

by Philip Sheldrake

Accessibility

Categories

Upload Details

Usage Rights

17 Embeds 1,471

Statistics

Dreamforce 2011 presentation – Sheldrake Presentation Transcript