Dr Temares - Understanding True Leadership

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  • Source: Krugman, Paul, the Return of Depression Economics and the Crisis of 2008, W.W. Norton, 2009.
  • Notes: _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
  • Notes: _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
  • Notes: _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
  • Notes: _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ _______________________________________________________________________________________________ © 2009 Executive Information and Technology Institute, University of Miami. All Rights Reserved.
  • Reference new UM web services group.
  • Source: Jim Collins’ book GOOD TO GREAT: WHY SOME COMPANIES MAKE THE LEAP... AND OTHERS DON'T
  • Especially in economically and politically turbulent times, people make the difference between failure and success. They are flexible, learn on the fly, produce innovative solutions than machines designed to do a set tasks: routers,
  • Project teams require specialist process skills; star business performers may not be the best resource for staffing. From Gartner Three Examples of Business Process Management Worst Practices and How to Avoid Them 3 December 2007   Elise Olding   We describe common pitfalls to watch out for when executing business process management projects, and offer tips for getting it right the first time.
  • Reference for last bullet statistic: Gartner Symposium ITxpo 2009
  • In their recent book, Connecting to the Net.Generation: What Higher Education Professionals Need to Know About Today's Students , Reynold Junco and Jeanna Mastrodicasa [17] (March 2007) found that in a survey of 7,705 college students in the US Educause reference for first bullet 18-29 More people get political news from John Stewart/John Cobert than on CNN
  • "The real difficulty in changing any enterprise lies not in developing new ideas, but in escaping from the old ones." --John Maynard Keynes
  • Gartner Symposim ITexpo 2009 stats
  • Gartner Symposim ITexpo 2009 stats Info: Representational state transfer ( REST ) is a style of software architecture for distributed hypermedia systems such as the World Wide Web . The term Representational State Transfer (REST) was introduced and defined in 2000 by Roy Fielding [1] [2] in his doctoral dissertation. Fielding is one of the principal authors of the Hypertext Transfer Protocol (HTTP) specification versions 1.0 and 1.1. Conforming to the REST constraints is often referred to as being ‘RESTful’
  • 2 nd bullet Gartner Symposim ITexpo 2009 stats
  • Gartner Research Publication Date: 13 July 2007 ID Number: G00149847Second Life: Expanding Higher Education E-Learning Into 3-D by Marti Harris, Jan-Martin Lowendahl, Michael Zastrocky © 2007 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice. “ A Connected Life: a look at mobile strategies for schools, colleges and universities,” a Strategy Paper from Digital Education, 2008 e.Republic, Inc.
  • With increased adoption of Web-based applications come new business and security risks that go far beyond potential productivity losses. Yet most companies have outdated IT infrastructure and usage policies that may fail to protect them from these growing risks. (The Application Usage and Risk Report (Fall Edition, 2009) from Palo Alto Networks summarizes traffic patterns on more than 200 networks worldwide to reveal that the use of social networking and collaborative applications for business purposes has skyrocketed in the last six month period.
  • Lew leadership quotes… The more you sweat in training, the less you bleed in war.   The more you plan in the beginning, the less you work at the end/later. ---------------------------- Lew forward social media and security issues article from Computerworld Business use of Twitter, Facebook exploding   Study warns that companies should watch out for related security and productivity issues   By Sharon Gaudin   November 9, 2009 03:11 PM ET Computerworld -    The use of social networking sites like Twitter and Facebook to promote businesses has exploded over the past six months, according to the results of a study that were released today.   People using Twitter to get the word out about their company, sales and promotions jumped more than 250% from this past spring, according to a study done by Palo Alto Networks, a maker of firewall technology. The number of companies using facebook for such tasks grew by 192%, the sudy found. The report said that workers are using social networks as promotional vehicles both with and without management knowledge.   The company said the report summarizes traffic assessments in more than 200 financial services, manufacturing, healthcare, government, retail, and education organizations worldwide that were performed between March and September 2009     Palo Alto Networks said it is using the results to warn businesses that the increased use of social networking sites and Web-based applications may leave them open to security problems.    "We know that workers are using these applications to help them get their jobs done, with or without approval from their IT departments. And now we know this is happening much faster than anticipated," said Rene Bonvanie, Palo Alto Networks vice president of worldwide marketing, in a statement. "It's naive to think that old-school security practices can handle this deluge. Organizations must realize that banning or allowing specific applications in a black-and-white fashion is bad for business. They need a new approach that allows for shades of gray by enforcing appropriate application usage policies tailored for their workforce."   Use of Twitter and Facebook both for business and personal use has definitely have been on a significant upswing over the past year-plus.    Just last month, Experian Hitwise, an Internet monitoring firm, reported that  visits to Twitter , the fourth most popular social networking site, increased by 1,170% in September compared to the year-earlier period.    In the same time frame, market leader  Facebook saw  its already impressive market share increase by 194%, letting it easily maintain its recently attained place  atop the U.S. social networking market . Facebook, which grabbed its 300 millionth user in September, captured 58.59% of all U.S. social network visits last month, compared to 19.94% the year before.   But while the two social networking sites have been dramatic upswings in usage, companies have been moving to cut off access to them in the workplace.   Early in October, a study commissioned by Robert Half Technology, an IT staffing firm, 54% of U.S. companies say that they have  banned workers  from using social networking sites like Twitter, Facebook, LinkedIn and MySpace while on the job. The study also found that 19% of companies allow social networking use only for business purposes, while 16% allow limited personal use.   And executives may have good reason to ban employees from using the social networking sites during business hours.   This summer, Nucleus Research, an IT research company, reported that companies that allow users to access  Facebook in the workplace lose an average of 1.5% in total employee productivity.  
  • Gartner Symposim ITexpo 2009 stats
  • Dr Temares - Understanding True Leadership

    1. 1. Advance 2009 Business Leadership Forum 3 & 4 de diciembre, Ciudad del Saber, Panama Dr. M. Lewis Temares VP/CIO University of Miami
    2. 2. Understanding True Leadership © © 2009 University of Miami Dr. M. Lewis Temares Vice President and CIO, Information Technology Dean Emeritus, College of Engineering University of Miami Advance Business Leadership Forum 2009 December 3rd, City of Knowledge, Panama
    3. 3. Agenda <ul><li>What Is True Leadership </li></ul><ul><li>Trustworthy Leadership </li></ul><ul><li>Toxic Leadership: The Enemy Within </li></ul><ul><li>Three Things a Leader Must Know: </li></ul><ul><ul><li>What Makes the Company Great </li></ul></ul><ul><ul><li>Who Is the Changing Workforce </li></ul></ul><ul><ul><li>How to Influence the Customer </li></ul></ul><ul><ul><li>through Information Technology </li></ul></ul>
    4. 4. What Is True Leadership
    5. 5. <ul><li>“ The quality of leadership - more than any other single factor - determines the success or failure of an organization.” </li></ul>- Excerpt from Improving Leadership Effectiveness, by Fred Fiedler & Martin Chemers Importance of Leadership
    6. 6. Leadership <ul><li>“ Leadership consists not in degrees of </li></ul><ul><li>technique but in traits of character… </li></ul><ul><li>It imposes on both leaders and </li></ul><ul><li>followers alike the burdens of self </li></ul><ul><li>restraint.” - Lewis H. Lapham </li></ul>
    7. 7. Leadership Nuances <ul><li>The word “leadership” implies the </li></ul><ul><li>that all great leaders have a </li></ul><ul><li>positive influence. </li></ul>
    8. 8. Leaders Can Range… <ul><li>… from Remarkable to Toxic. </li></ul>
    9. 9. Trustworthy Leadership
    10. 10. Remarkable Leaders <ul><li>Build relationships </li></ul><ul><li>Develop others </li></ul><ul><li>Focus on customers </li></ul>
    11. 11. True Leaders <ul><li>Think and act innovatively </li></ul><ul><li>Take responsibility </li></ul><ul><li>Require accountability </li></ul>
    12. 12. Outstanding Leaders <ul><li>Learn continually </li></ul><ul><li>Communicate powerfully </li></ul><ul><li>Champion change </li></ul>
    13. 13. Positive Leaders <ul><li>Honest </li></ul><ul><li>Truthful </li></ul><ul><li>Trustworthy </li></ul>
    14. 14. Toxic Leadership: The Enemy Within
    15. 15. Toxic Leadership Not enough attention is given to identifying Toxic Leaders.
    16. 16. Who Is a Toxic Leader <ul><li>A toxic leader is an individual who, by virtue of his/her destructive [toxic] behaviors and dysfunctional [toxic] personal qualities, inflicts serious and enduring harm on individuals, groups, organizations, communities and nations that they lead. </li></ul>Source: Jean Lipman-Blumen
    17. 17. <ul><li>Arrogant and narcissistic </li></ul><ul><li>Intelligent and glib </li></ul><ul><li>Charming yet authoritarian </li></ul><ul><li>Self-interested </li></ul><ul><li>Deceitful and promote subterfuge and confusion </li></ul>Toxic Leaders Does this sound like our recent financial debacle?
    18. 18. Name the Toxic Leader CEO, Energy Firm: Convicted of fraud, conspiracy and lying to banks CEO, Telecommunications Firm: Sentenced to 25 years for $11 billion accounting fraud CEO, Wall Street Giant: Playing at Bridge Tournament while firm on verge of bankruptcy James Cayne, Bear Stearns Kenneth Lay, Enron Bernie Ebbers, WorldCom
    19. 19. Name the Toxic Leader CEO, Financial Services Firm: Being sued for company bankruptcy and securities fraud CEO, Mortgage Firm: Charged with securities fraud and insider trading Richard Fuld, Lehman Brothers Angelo Mozilo, Countrywide Wall Street Genius: Led decades long $65 billion Ponzi scheme Bernard L. Madoff , Bernard L. Madoff Investment Securities LLC
    20. 20. Crime Without a Gun: Rogue Gallery
    21. 21. Rogue Gallery II
    22. 22. Rogue Gallery III
    23. 23. <ul><li>Weak value systems </li></ul><ul><li>Misconception of success </li></ul><ul><li>Rapid environmental change </li></ul><ul><li>Globalization </li></ul><ul><li>Mega mergers </li></ul><ul><li>Impersonal corporate environments </li></ul><ul><li>Sheer greed </li></ul>Why Does Bad Leadership Flourish?
    24. 24. <ul><li>“ I never blame myself </li></ul><ul><li>When I'm not hitting. I </li></ul><ul><li>just blame the bat, and if </li></ul><ul><li>it keeps up, I change </li></ul><ul><li>bats. After all, if I know it </li></ul><ul><li>isn't my fault that I'm </li></ul><ul><li>not hitting, how can I get </li></ul><ul><li>mad at myself?&quot; </li></ul><ul><li>- Yogi Berra </li></ul>Toxic Excuses
    25. 25. <ul><li>Unreasonable work expectations </li></ul><ul><li>Failure to recognize toxic leaders </li></ul><ul><li>Inability to get rid of them </li></ul><ul><li>Fear of unknown: better to deal with the devil you know </li></ul><ul><li>Bottom line results are all that count </li></ul>Why Does Bad Leadership Flourish?
    26. 26. <ul><li>“ Son, we'd like to keep you around this </li></ul><ul><li>season but we're going to try and win a </li></ul><ul><li>pennant.” </li></ul><ul><li>- Casey Stengel </li></ul>Get Rid of Toxic Personnel
    27. 27. The Perfect Storm <ul><li>United States Real Estate, Investment Bank </li></ul><ul><li>and Currency melt down: </li></ul><ul><li>1999 Repeal of the Glass-Steagall Act Separated </li></ul><ul><li>Commercial and Investment Banks </li></ul><ul><li>July 19, 2007, First Time Dow Jones Industrial is </li></ul><ul><li>above 14,000 </li></ul><ul><ul><li>Collaterized Debt Obligations (CDOS) sold to investors </li></ul></ul><ul><ul><li>Housing market and subprime mortgages problems </li></ul></ul><ul><ul><li>Investors in each country hold large stakes in other </li></ul></ul><ul><ul><li>countries - crisis transmission mechanism </li></ul></ul><ul><ul><ul><li>Florida real estate crash played a major role in </li></ul></ul></ul><ul><ul><ul><li>destroying Iceland’s economy </li></ul></ul></ul>Source: Krugman, Paul, The Return of Depression Economics and the Crisis of 2008, W.W. Norton, 2009
    28. 28. Global Financial Crisis <ul><li>August 9, 2007 the French bank BNP Paribas </li></ul><ul><li>hedge fund failure - suspends withdrawals </li></ul><ul><li>Triggering event fall of Lehman Brothers on </li></ul><ul><li>September 15, 2008 </li></ul><ul><ul><ul><li>Sales fall, including oil </li></ul></ul></ul><ul><ul><ul><li>Production slows </li></ul></ul></ul><ul><ul><ul><li>Global business retracts </li></ul></ul></ul><ul><ul><ul><li>Drastic budget cuts </li></ul></ul></ul><ul><ul><ul><li>Massive employee layoffs </li></ul></ul></ul><ul><ul><ul><li>Businesses failed </li></ul></ul></ul><ul><ul><ul><li>Skyrocketing unemployment rates </li></ul></ul></ul>
    29. 29. Would any of this happened if not for Toxic Leadership? What If
    30. 30. Three Things a Leader Must Know
    31. 31. Three Things a Leader Must Know <ul><li>What Makes the Company Great </li></ul><ul><li>Who Is the Changing Workforce </li></ul><ul><li>How to Influence the Customer </li></ul><ul><li>through Information Technology </li></ul>
    32. 32. What Makes the Company Great It’s All about People: Leaders, Teams and Individuals
    33. 33. Authentic Leaders <ul><li>Set goals and support goal setting </li></ul><ul><li>Value collaboration and teamwork </li></ul>
    34. 34. Winning Leaders / Winning Companies Source: IBM
    35. 35. <ul><li>Employee adaptability, accountability </li></ul><ul><li>and achievement </li></ul><ul><li>Customer engagement, focus and satisfaction </li></ul><ul><li>Business metrics, measures and results </li></ul>Performance Leadership Results
    36. 36. <ul><li>Clear vision, consistency and direction </li></ul><ul><li>Discipline, decisiveness and tenacity </li></ul><ul><li>Political savvy, supportive behavior, teamwork </li></ul><ul><li>Visibility; excellent, regular and open communication </li></ul>Performance Leadership Behaviors
    37. 37. <ul><li>“ Finding good players is easy. Getting them to play as a team is another story.” </li></ul>Team Dynamics - Casey Stengel
    38. 38. Business Focused Teams <ul><li>Build the right teams to accomplish the right business goals </li></ul><ul><li>The person is the right person only if she/he fits the team and is willing to play in the same sandbox </li></ul>
    39. 39. “ Good to Great” “ It’s going to be a tough ride, a very demanding trip… Now’s the time to get off the bus… No questions asked, no recriminations… [ We need ] the right people on the bus, in the right seats.” - Excerpt from Good to Great, by author Jim Collins
    40. 40. It’s All About Relationships <ul><li>When relationships are enabled, teams </li></ul><ul><li>are cohesive and powerful </li></ul><ul><li>They use their skills together to reach </li></ul><ul><li>their goals </li></ul><ul><li>A shortstop and second baseman must </li></ul><ul><li>be coordinated to get a double-play </li></ul>
    41. 41. How To Survive The Crisis? “ People, People, People make the difference!” - M. Lewis Temares
    42. 42. In Turbulent Times <ul><li>People can be the difference between </li></ul><ul><li>failure and success: </li></ul><ul><ul><li>Flexible and can work more </li></ul></ul><ul><ul><li>Learn-on-the-fly </li></ul></ul><ul><ul><li>Produce innovative solutions </li></ul></ul><ul><ul><li>versus machines limited to set tasks </li></ul></ul>
    43. 43. To Achieve Winning Results… … requires additional effort from teams AND from each individual team member.
    44. 44. Pay Attention “ Trust. But verify.” - Ronald Reagan
    45. 45. Work Ethic? “ Many people quit looking for work when they find a job.” - Steven Wright
    46. 46. <ul><li>A team of all-stars will lose to a team of regular players more than half of the time. </li></ul>It’s Not Just Who’s on the Team
    47. 47. Who is the Changing Workforce <ul><li>Digital Immigrants </li></ul><ul><li>to Digital Natives. </li></ul>
    48. 48. Leadership Vision
    49. 49. Why Are Students Important? <ul><li>Today’s students are your employees and </li></ul><ul><li>customers of tomorrow. They will: </li></ul><ul><ul><li>Establish new habits and shape the future </li></ul></ul><ul><ul><li>Set workplace technology expectations and standards </li></ul></ul><ul><ul><li>Determine product success through purchases and investments </li></ul></ul><ul><li>First generation that’s not known life without a mobile phone </li></ul><ul><li>Telephony, messaging, photography, music, and </li></ul><ul><li>gaming come together on mobile devices in their hip pocket </li></ul>Source: Gartner Symposium 2009
    50. 50. Survey of US College Students <ul><li>82 percent of college and university undergraduates use social networking sites (up from 76% in 2007) </li></ul><ul><li>97% own a computer and 94% own a cell phone </li></ul><ul><li>97% have downloaded music and other media using P2P file sharing </li></ul><ul><li>76% use instant messaging </li></ul><ul><li>75% of college students have a Facebook account </li></ul><ul><li>60% own some type of portable music and/or video device such as an iPod, iTouch… </li></ul><ul><li>34% use websites as their primary source of news </li></ul><ul><li>28% author a blog and 44% read blogs </li></ul>Source: Educause; Reynold Junco and Jeanna Mastrodicasa, Connecting to the Net Generation: What Higher Education Professionals Need to Know About Today's Students, Mar 2007
    51. 51. Digital Natives <ul><ul><li>“ Digital Natives”- coined by Marc Prensky, </li></ul></ul><ul><ul><ul><li>Author of Digital Game-Based Learning </li></ul></ul></ul><ul><ul><ul><li>Founder/CEO of Games2Train </li></ul></ul></ul><ul><ul><li>Think, work and act differently </li></ul></ul><ul><ul><li>Form relationships through text messaging and social networks </li></ul></ul><ul><ul><li>Gravitate toward online social networking systems </li></ul></ul><ul><ul><li>because they are fun: e.g. Twitter, Flickr, MySpace, </li></ul></ul><ul><ul><li>Facebook, Bebo, Meetup … </li></ul></ul>
    52. 52. Digital Natives <ul><li>First totally digital generation (18-26 years old) </li></ul><ul><li>Think and process information fundamentally differently from their predecessors </li></ul><ul><li>Tend to have different view of privacy and more open to communicate business information via social networks </li></ul><ul><li>Comfortable in digital world – </li></ul><ul><li>love its possibilities </li></ul>
    53. 53. Digital Natives <ul><li>Communicate internationally as part of </li></ul><ul><li>global digital eco-system </li></ul><ul><li>Connect quickly with people and information </li></ul><ul><li>By 2010 will use more smart phones than desktop PCs </li></ul><ul><li>Highly impacted by technological change </li></ul><ul><li>both positively and negatively; unconcerned with consequences </li></ul>Source: Gartner Symposium 2009
    54. 54. Unintended Consequences
    55. 55. “ Tweeners” <ul><li>The buffer Generation: Generation X </li></ul><ul><li>Didn’t grow up with Internet or mobile technology but latest trends reflect their needs and preferences </li></ul><ul><li>Not quite natives but not immigrants </li></ul><ul><li>Beginning to assume “control” positions in business and government </li></ul>
    56. 56. Digital Natives… <ul><li>“… would rather be vaguely right then </li></ul><ul><li>precisely wrong.” </li></ul><ul><li>- John Maynard Keynes, Economist </li></ul>
    57. 57. Digital Immigrants <ul><li>Members of generations before now </li></ul><ul><li>Don’t speak the “language of technology” </li></ul><ul><li>Have different “perspective” on technology </li></ul><ul><li>Don’t understand the “digital social culture” </li></ul>
    58. 58. Digital Immigrants <ul><li>Slow to adapt to new interfaces </li></ul><ul><li>Overly concerned with impact of technology rocking their boat </li></ul><ul><li>Ambivalent about investing time and effort to try out new possibilities </li></ul>
    59. 59. <ul><li>“ You tried your best and you failed miserably. </li></ul><ul><li>The lesson is, never try.” </li></ul><ul><li> - Homer Simpson </li></ul>Theory of Negativity “ Doh!”
    60. 60. Boomers Are Digital Immigrants <ul><li>“ We don’t stop playing because we grow old, </li></ul><ul><li>we grow old because we stop playing.” </li></ul><ul><li>- Satchel Paige </li></ul>
    61. 61. Once Upon a Time <ul><li>“ We were all students…and still are.” </li></ul>- M. Lewis Temares
    62. 62. So Again, Students Are Important Because… <ul><li>Today’s students are tomorrow’s employees </li></ul><ul><li>and customers: </li></ul><ul><ul><li>Will establish new habits and shape the future </li></ul></ul><ul><ul><li>Will set workplace technology expectations </li></ul></ul><ul><ul><li>and standards </li></ul></ul><ul><ul><li>Will determine product success through purchases and investments </li></ul></ul>
    63. 63. How to Influence the Customer through Information Technology The Social Web is a Reality.
    64. 64. Benefits of Innovation <ul><li>“ Even if you are on the right track, </li></ul><ul><li>you’ll get run over if you just sit there.” </li></ul><ul><li>- Will Rogers, Humorist </li></ul>
    65. 65. The New Deal <ul><li>The Current World </li></ul><ul><li>is dying. User view: </li></ul><ul><ul><li>“ Tidy site. </li></ul></ul><ul><ul><li>It's got a blog… </li></ul></ul><ul><ul><li> … and a community </li></ul></ul><ul><ul><li>… and endless content. </li></ul></ul><ul><ul><li>It's searchable, </li></ul></ul><ul><ul><li>and I hate it .” </li></ul></ul><ul><li>The New World is a </li></ul><ul><li>Cooperative Process. User view: </li></ul><ul><ul><li>“ No one but me in control: Google to Amazon to Howcast.com . Read reviews, accept Amazon's 30% off, </li></ul></ul><ul><ul><li>free shipping and returns. </li></ul></ul><ul><ul><li>It's intent-driven, </li></ul></ul><ul><ul><li>contextual search. </li></ul></ul><ul><ul><li>I feel in control, and I love it .” </li></ul></ul>Networks will matter more to your success than any other initiative. Source: Gartner Symposium 2009
    66. 66. Web, Social Media & Consumerization Source: Gartner Symposium 2009
    67. 67. <ul><ul><li>Two primary benefits: </li></ul></ul><ul><ul><ul><li>Enhanced relationships </li></ul></ul></ul><ul><ul><ul><li>Leveraging the collective – </li></ul></ul></ul><ul><ul><ul><li>Don Tapscott’s, “Wikinomics” </li></ul></ul></ul><ul><ul><li>Four specific ways to achieve business value: </li></ul></ul><ul><ul><ul><li>Customer/market intimacy </li></ul></ul></ul><ul><ul><ul><li>Product/service excellence </li></ul></ul></ul><ul><ul><ul><li>Operational effectiveness </li></ul></ul></ul><ul><ul><ul><li>Culture of innovation </li></ul></ul></ul>Community Empowerment Key Benefits Source: Gartner Symposium 2009
    68. 68. Social Media Influences Perceptions and Decisions <ul><ul><li>Perception becomes reality – Tiger Woods </li></ul></ul><ul><ul><li>Authentic micro-opinion aggregates into macro world view </li></ul></ul><ul><ul><li>Funnel becomes megaphone </li></ul></ul><ul><ul><li>Influence the public </li></ul></ul><ul><ul><li>Influence the influencers </li></ul></ul><ul><ul><li>Influence YOU via your friends </li></ul></ul>
    69. 69. Three Realms of Social Software Source: Gartner Symposium 2009 Social Software in the Workplace Externally Facing Social Software Public Social Media Your people, your place. Your people, other people, your place. Your people, other people, their place. Blogtronix, Google, IBM, Novell Liveworld, ONEsite, Pluck, ThePort Network Facebook, Linkedin, MySpace, Twitter, YouTube
    70. 70. Loyalty Hierarchy of Needs Relevancy Building: • Data Collecting • Understanding • Alignment • Communicating • Optimizing Achieve Loyalty by Becoming Increasingly Relevant. Source: Gartner Symposium 2009
    71. 71. Every Site Is a Social Site <ul><li>From a to z: </li></ul><ul><ul><ul><li>Amazon – product reviews </li></ul></ul></ul><ul><ul><ul><li>Best Buy – open RESTful* APIs (REST is a style of software architecture for World Wide Web) </li></ul></ul></ul><ul><ul><ul><li>Club Penguin – Disney’s social network for ages 18-14 </li></ul></ul></ul><ul><ul><ul><li>GDGT – Social network around consumer electronics </li></ul></ul></ul><ul><ul><ul><li>Stylehive – Social fashion </li></ul></ul></ul><ul><ul><ul><li>TripIt – Social network around travel itinerary </li></ul></ul></ul><ul><ul><ul><li>Zembly – Social programming </li></ul></ul></ul><ul><li>And, personal portals will dominate User Access ! </li></ul>
    72. 72. Twitter <ul><li>Not a social network, but an information network </li></ul><ul><li>Created in 2006 – described as SMS of the Internet </li></ul><ul><li>Agnostic message routing system for texting, IM and the Web </li></ul><ul><li>Popularity derived from its simplicity (140 character limit) </li></ul><ul><li>Ability to share content back and forth without impact or regulation </li></ul><ul><li>Misuse because don’t have controls in place </li></ul>
    73. 73. It’s Not Just about Adding Twitter Support <ul><li>Social communities can be an outlet for advocates, </li></ul><ul><li>leading to business growth. </li></ul><ul><ul><ul><li>Risks of not participating: </li></ul></ul></ul><ul><ul><ul><ul><li>Company viewed as antiquated and not evolving </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Gives competition chance to flourish </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Has decreased awareness among digital natives </li></ul></ul></ul></ul><ul><ul><ul><li>Risks of not participating correctly: </li></ul></ul></ul><ul><ul><ul><ul><li>Company risks brand degradation through inconsistency </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Potential for release of confidential information </li></ul></ul></ul></ul>Source: Gartner Symposium 2009
    74. 74. Percentage of Marketing Focus <ul><li>Current students and twenty-somethings don’t </li></ul><ul><li>have the PERSPECTIVE that Generation X and Baby Boomers have regarding use of technology </li></ul><ul><li>Generation Y was born “connected” to the world, thus more fickle, more jaded in making technology decisions </li></ul><ul><li>How do marketers successfully communicate with pre-baby boomers, boomers, generation X and now Generation Y? </li></ul>Source: U.S. Census Bureau and Wikipedia Baby Boomers Generation X Generation Y Generation Z More Digital Immigrants than Digital Natives In-Between Digital Natives and Digital Immigrants Digital Natives (a.k.a. Boomer’s kids) Digital Natives Years Born: 1946 - 1964 Years Born: 1961 - 1981 Years Born: Mid 1970’s - Late 1980’s Years Born: Early 1990s - Late 2000s
    75. 75. Access to Social Media Market Data <ul><li>If students embrace a technology, then rest of the world is using that application </li></ul><ul><li>At year end 2012, more than 75% of new search installations will include a social element for relevancy calculation </li></ul><ul><li>New start-up businesses doing data mining searching of social media website for companies </li></ul><ul><li>Organizations like 360i offering market research for untapped Social Media space </li></ul>Source: Gartner Symposium 2009
    76. 76. Social Computing to Business Applications <ul><li>Sales and marketing applications. </li></ul><ul><li>Promoting cultural happenings - e.g. restaurant and art show openings on Facebook </li></ul><ul><li>Personalized marketing & identity sensing billboards </li></ul><ul><ul><li>Minority Report by Phillip K. Dick - Tom Cruise in shopping mall ”You can run, but you can’t hide” </li></ul></ul><ul><ul><li>Mini Cooper RFID (Radio-Frequency ID) talking billboards in San Francisco, New York, Chicago </li></ul></ul><ul><ul><li>and Miami – 2007 </li></ul></ul><ul><ul><li>Facebook fan pages and Twitter activity – building loyalty and audience – the perception of transparency </li></ul></ul><ul><ul><li>Facebook , which grabbed its 300 millionth user in September, captured 58.59% of all U.S. social network visits last month, compared to 19.94% the year before. </li></ul></ul>Source: Gartner Research 2007
    77. 77. More Social Computing Applications <ul><li>Education: </li></ul><ul><ul><li>Student recruitment at universities </li></ul></ul><ul><ul><li>Credit classes on a Second Life virtual campus </li></ul></ul><ul><ul><li>iTunes University </li></ul></ul><ul><li>Political Campaigning: </li></ul><ul><ul><li>Candidates use Facebook and Twitter to reach </li></ul></ul><ul><ul><li>communities of interest </li></ul></ul><ul><ul><li>2008 Presidential Election </li></ul></ul><ul><li>Universities: </li></ul><ul><ul><li>Using iTunes U , blogs, wikis, Flickr and YouTube to </li></ul></ul><ul><ul><li>enhance and facilitate learning and collaborative learning </li></ul></ul>
    78. 78. Measuring Social Media Market Data <ul><li>Usability Studies </li></ul><ul><ul><li>Lab usability </li></ul></ul><ul><ul><li>Shoe-leather usability </li></ul></ul><ul><ul><li>Understanding results </li></ul></ul><ul><li>Analytics </li></ul><ul><ul><li>Understanding what the audience is doing </li></ul></ul><ul><ul><li>Hot and cold spots </li></ul></ul><ul><ul><li>Eyes on site time </li></ul></ul><ul><li>Analytics Applied </li></ul><ul><ul><li>Use the data </li></ul></ul><ul><ul><li>Make corrections </li></ul></ul><ul><ul><li>Re-educate the audience </li></ul></ul>
    79. 79. <ul><li>“ Be nice to nerds, chances are </li></ul><ul><li>you’ll end up working for one.” </li></ul><ul><li>- Bill Gates, Microsoft </li></ul>Technological Leaders
    80. 80. <ul><li>Twitter session use grew more than 250% within the last six months </li></ul><ul><li>Facebook use increased 192% while Facebook Chat </li></ul><ul><li>(April 2008, release) was fourth most commonly detected IM application, ahead of Yahoo! IM and AOL IM </li></ul><ul><li>Bandwidth consumed by SharePoint collaboration, specifically documents component, increased 17-fold from previous year report </li></ul><ul><li>Blogging and Wiki editing increased by factor of 39, while total bandwidth consumed increased by factor of 48 </li></ul>Law of Unintended Consequences Source: Application Usage and Risk Report (Fall Edition 2009), Palo Alto Networks
    81. 81. Law of Unintended Consequences II <ul><li>Risks and Impact of </li></ul><ul><li>Social Media on Productivity and Security. </li></ul><ul><ul><ul><li>Visits to Twitter increased by 1,170% in September compared to the year-earlier period </li></ul></ul></ul><ul><ul><ul><li>Workers use social networks as promotional vehicles with and without management knowledge: Old-school security practices won’t handle the deluge </li></ul></ul></ul><ul><ul><ul><li>Organizations banning in black-and-white fashion bad for business: New approach needed for shades of gray by enforcing appropriate application usage policies tailored for workforce </li></ul></ul></ul>Source: Experian Hitwise, October 2009; Application Usage and Risk Report (Fall Edition 2009), Palo Alto Networks
    82. 82. Law of Unintended Consequences III <ul><li>54% of U.S. companies ban workers from using social networking sites while on the job </li></ul><ul><li>19% of companies allow social networking use only for business purposes, while 16% allow </li></ul><ul><li>limited personal use </li></ul><ul><li>Companies that allow users to access  Facebook in the workplace lose an average of 1.5% in total employee productivity </li></ul>Source: Gartner Symposium 2009
    83. 83. Law of Unintended Consequences IV <ul><li>“ Users are finding ways to work around corporate </li></ul><ul><li>restrictions to make applications from Skype to Facebook </li></ul><ul><li>a part of their work life.” – J.P. Rangaswami, CIO BT (Feb 2009) </li></ul><ul><ul><li>Use of social networks to share business </li></ul></ul><ul><ul><li>transactional data rather than for information content </li></ul></ul><ul><ul><li>Sharing information that is then misused </li></ul></ul><ul><ul><li>Sharing information that violates privacy laws </li></ul></ul><ul><ul><li>Need for evolving privacy laws : globally </li></ul></ul><ul><ul><li>Internet transcends regional law </li></ul></ul><ul><ul><li>One more avenue for security breaches </li></ul></ul>
    84. 84. Summary <ul><li>Enhance global Business Leadership Position </li></ul><ul><li>Recognize and overcome Toxic Leadership </li></ul><ul><li>Understand the Power of People </li></ul><ul><li>Fast-forward leadership: Social Media Is a Reality </li></ul>Address Business Leadership’s Greatest Challenges:
    85. 85. Questions & Answers Dr. M. Lewis Temares Vice President and CIO, Information Technology Dean Emeritus, College of Engineering University of Miami [email_address] Executive Information & Technology Institute www.UMeiti.com

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