Corporate Cultures and Social Media      Strategy Development              PJ Guinan            Babson College
Copyright Babson College - Do Not Use or Reproduce   2
What’s all the excitement about?   The Social Media Revolution   http://www.youtube.com/watch?v=3SuNx0UrnEo               ...
Background and Methodology  Objective :          Understand, identify, and prepare for distinct social media strategies   ...
Corporate Attitudes Reveal Different Cultures                                                                             ...
Clorox as Predictive Practitioner  • “With 16 brands and just 500 R&D employees, continuous pressure to    improve existin...
Strategic Framework for                               Predictive Practitioner    Strategic Approach: Focus on discreet bus...
Predictive Practitioner:                  Strategic Constraints & Opportunities Opportunities •Demonstrate the value of so...
Social Media Corporate Cultures                                                 “Social Champions”                  “Socia...
Ford as Social Champion   •   The Fiesta Movement :   •   The basic idea was to loan out 100 Fiestas for 6 months under th...
Strategic Framework for Social Champion        Strategic Approach: Tap social media as an integral piece of overall       ...
Social Champion:                   Strategic Constraints and Opportunities Opportunities •Transparency, legitimacy with th...
Social Media Corporate Cultures                            Enterprise -Wide   “Social Champions”                  “Social ...
EMC Creative Experimenter   • Adoption is initially viral, from a Board member: “I’ve read     your blog. I love it. How c...
Strategic Framework for                                    Creative Experimenter   Strategic Approach: Act and experiment ...
Creative Experimenter:                   Strategic Constraints and Opportunities    Opportunities    •Learn quickly from m...
Social Media Corporate Cultures                                                                                 “Social Tr...
Cisco as Social Transformer   • “The blog is our voice within our channel *partner+ community;     it’s a way to communica...
Strategic Framework for                           Social Transformer       Strategic Approach: Change the business to embr...
Social Transformers: Strategic                         Opportunities and Constraints       Opportunities       •Re-energiz...
Social Media Corporate Cultures                                               “Social Champions”                  “Social ...
Upcoming SlideShare
Loading in...5
×

Corporate cultures and social strategy development forslideshare

330

Published on

Published in: Business, Education
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
330
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
9
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Economy is shifting toward right
  • Economy is shifting toward right
  • Economy is shifting toward right
  • 4 bullets
  • Economy is shifting toward right
  • Economy is shifting toward right
  • Corporate cultures and social strategy development forslideshare

    1. 1. Corporate Cultures and Social Media Strategy Development PJ Guinan Babson College
    2. 2. Copyright Babson College - Do Not Use or Reproduce 2
    3. 3. What’s all the excitement about? The Social Media Revolution http://www.youtube.com/watch?v=3SuNx0UrnEo 3BABSON COLLEGE — ALL RIGHTS RESERVED
    4. 4. Background and Methodology Objective : Understand, identify, and prepare for distinct social media strategies and cultures Methodology: Cross industry, in-depth interviews with 70+ practitioners at 50 B2B and B2C companies. (~25% earn $5 Billion+ ) Findings and frameworks are still a work in progress. We are now pressure testing with experts and interested executives. Copyright Babson College - Do Not Use or Reproduce 4BABSON COLLEGE — ALL RIGHTS RESERVED
    5. 5. Corporate Attitudes Reveal Different Cultures “Social Transformers” “Social Champions” Enterprise -Wide Design to continuously learn from Design for predictable the unexpected across the enhancements to existing business to innovate strategy, systems, communications, or decision-making, operations, organization-wide processes products “Creative Experimenters” (internal or external) “Predictive Practitioners” Small Scale Function Design for predictable Design to learn from the outcomes: incremental unexpected in discreet areas of improvement to existing the business to innovate practices practices with limited resources or customer models - Tolerance for uncertainty + Copyright Babson College - Do Not Use or Reproduce 5 Under Review at Harvard Business Review – Do Not CirculateBABSON COLLEGE — ALL RIGHTS RESERVED
    6. 6. Clorox as Predictive Practitioner • “With 16 brands and just 500 R&D employees, continuous pressure to improve existing offerings…..we must create and maintain a pipeline.” • Clorox Connects- internal as well as external virtual brainstorming with guided online conversations. • Clorox Connects incorporates Gaming Mechanics – Earn points by posting questions, adding and rating comments – “Keeps people in line to do what we want them to do.” – Sharpest participants rise above and gain visibility. – Contributors can lose points when network users rate comments as off target • Clorox uses virtual “recognition badges” and leaderboards. Since doing this, significant and measurable improvements in web metrics. Predictive Practitioners Copyright Babson College - Do Not Use or Reproduce 6BABSON COLLEGE — ALL RIGHTS RESERVED
    7. 7. Strategic Framework for Predictive Practitioner Strategic Approach: Focus on discreet business problems in targeted ways. Organization: Manager or small group of practitioners lead effort Metrics used: Existing metrics such as: – Additional sales through Twitter discounts – Cost-cutting by reducing storage/email attachments Predictive Practitioners 7BABSON COLLEGE — ALL RIGHTS RESERVED
    8. 8. Predictive Practitioner: Strategic Constraints & Opportunities Opportunities •Demonstrate the value of social media in a concrete way . •Demonstrated business impact can lead to larger, more innovative future projects. •Speed to sale, cost savings. •Demonstrates the value of social media to complement traditional multi-channel approach, low-cost switch after budgets have been cut. Limitations •Reactive “Me too” syndrome. You don’t know what you’re doing but everyone else is doing it. • Less experimentation and innovation to moderate risk. • Projects are incremental to current activities. • All projects must be measurable and contained within a relatively short period of time (ie., 12 month) (So no brand enhancement or long term brand development applications for social media). Predictive Practitioners 8BABSON COLLEGE — ALL RIGHTS RESERVED
    9. 9. Social Media Corporate Cultures “Social Champions” “Social Transformers” Enterprise -Wide Design for predictable Design to continuously learn from enhancements to existing the unexpected across the business systems, communications, or to innovate strategy, decision- organization-wide processes making, operations, products “Creative Experimenters” (internal or external) Small Scale Function “Predictive Practitioners” Design to learn from the Design for predictable outcomes: unexpected in discreet areas of the incremental improvement to business to innovate practices or existing practices customer models - Degree of Uncertainty + 9BABSON COLLEGE — ALL RIGHTS RESERVED
    10. 10. Ford as Social Champion • The Fiesta Movement : • The basic idea was to loan out 100 Fiestas for 6 months under the condition that drivers would use social media to talk about their experiences in an authentic way. • The drivers are called agents, they have a huge social media following: – “Two applicants have more than 30,000 MySpace friends; six applicants are YouTube personalities with more than 20,000 subscribers; seven applicants are bloggers with more than 100,000 views per month.” • “The agents- must be completely honest – that was the only way it (was) going to work“ according to Scott Monty, Ford’s Head of social Media. • The result : – More than 60,000 discreet pieces of social media, – Millions of clicks on agent generated social media – 4.3 million YouTube views – 37% pre-launch brand awareness among Millennials Social Champion – 50,000 sales leads to first-time Ford customers – 35,000 test rides. 10BABSON COLLEGE — ALL RIGHTS RESERVED
    11. 11. Strategic Framework for Social Champion Strategic Approach: Tap social media as an integral piece of overall business strategy. The deployment does not change the established business processes or culture. Roles: Evangelists/Agents, CEO, manager or small group of practitioners lead effort, digital ambassadors. Metrics used: – Use existing networks to identify and leverage influencers with greatest following (followers, friends, YouTube subscribers). – Mix of traditional and social data as well as new Social Champion and classic metrics 11BABSON COLLEGE — ALL RIGHTS RESERVED
    12. 12. Social Champion: Strategic Constraints and Opportunities Opportunities •Transparency, legitimacy with the agent •Build authenticity •Low risk of failure re: market •Brand loyalty, reinvention •Reduce ad spend speculation, get out of the high spend wasteful advertising game. Limitations •Internal strife •Disconnect between top management and middle management •Which channel to use and when Social Champion 12BABSON COLLEGE — ALL RIGHTS RESERVED
    13. 13. Social Media Corporate Cultures Enterprise -Wide “Social Champions” “Social Transformers” Design for predictable Design to continuously learn from enhancements to existing the unexpected across the business systems, communications, or to innovate strategy, decision- organization-wide processes making, operations, products “Creative Experimenters” (internal or external) Small Scale Function “Predictive Practitioners” Design to learn from the Design for predictable outcomes: unexpected in discreet areas of the incremental improvement to business to innovate practices or existing practices customer models - Degree of Uncertainty + 13BABSON COLLEGE — ALL RIGHTS RESERVED
    14. 14. EMC Creative Experimenter • Adoption is initially viral, from a Board member: “I’ve read your blog. I love it. How can we do more?” • “We were very clear that in two months we might unplug this and try again…because we just didn’t know.” • Social media facilitates “free work” • “Global cultural awareness, green and sustainability, markets around data warehousing, virtualization ….things the company has to get after, but as you look at the org chart, nobody’s in charge.” • “In the 2.0 world, not only do you see the document, but you see the three people who created it and the nine people who commented on it…which is infinitely more valuable than the document itself.” Copyright Babson College - Do Not Use or Reproduce Creative 14 ExperimenterBABSON COLLEGE — ALL RIGHTS RESERVED
    15. 15. Strategic Framework for Creative Experimenter Strategic Approach: Act and experiment first, analyze and reflect later Organization: Grass roots, bottom approach, individual leaders unconstrained by hierarchy Metrics Used: – Measure the rich, qualitative aspects/conversations, theme- based listening and analysis, and “measurement philosophies” rather than rigidly quantifiable metrics. Copyright Babson College - Do Not Use or Reproduce Creative 15 ExperimenterBABSON COLLEGE — ALL RIGHTS RESERVED
    16. 16. Creative Experimenter: Strategic Constraints and Opportunities Opportunities •Learn quickly from mistakes and iterate •Take calculated risks which could create broad-application • Innovative solutions •Experimental groups report-out lessons learned Limitations •Benefits limited to a specific project/product group (re-invent the wheel) •Unwilling to share with the enterprise for fear of organization rejection •Getting drawn into the “new” and “sexy” technology and could lose objectivity Copyright Babson College - Do Not Use or Reproduce Creative 16 ExperimenterBABSON COLLEGE — ALL RIGHTS RESERVED
    17. 17. Social Media Corporate Cultures “Social Transformers” “Social Champions” Enterprise -Wide Design to continuously learn from Design for predictable the unexpected across the enhancements to existing business to innovate strategy, systems, communications, or decision-making, operations, organization-wide processes products “Creative Experimenters” (internal or external) “Predictive Practitioners” Small Scale Function Design for predictable Design to learn from the outcomes: incremental unexpected in discreet areas of improvement to existing the business to innovate practices practices or customer models Copyright Babson College - Do Not Use or Reproduce Degree of Uncertainty - + 17BABSON COLLEGE — ALL RIGHTS RESERVED
    18. 18. Cisco as Social Transformer • “The blog is our voice within our channel *partner+ community; it’s a way to communicate with and interact with our channel partners *using articles, voice recordings, and videos+.” • “The value proposition to our company is that we are creating awareness of our channel leadership, our programs, and our thought leaders. We are also using it as a listening platform to be able to gain feedback from our partners and customers to essentially provide influence on how we go about our day to day operations as well as our strategy.” • Social media plays a key role in the decentralized decision- making strategy ( accelerating “time to trust”) with cameras as well as TelePresence Social Transformer » Copyright Babson College - Do Not Use or Reproduce 18BABSON COLLEGE — ALL RIGHTS RESERVED
    19. 19. Strategic Framework for Social Transformer Strategic Approach: Change the business to embrace social behavior to drive enterprise value. Organization: • Brokers to disseminate learnings across functions • Cross-functional steering group to ensure awareness & compliance • Leaders use social media to change traditional hierarchy • Leaders use social media to re-enforce or transform company values involving collaboration and transparency Metrics Used: Social Company-wide assessment of level of engagement Transformer (shared vision,/ brand understanding ), increased Copyright Babson College - Do Notwide Reproduce organization- Use or productivity 19BABSON COLLEGE — ALL RIGHTS RESERVED
    20. 20. Social Transformers: Strategic Opportunities and Constraints Opportunities •Re-energize the organization around a •phenomenon that everyone can be part of •To transform your culture into a more collaborative, flat, open organization •Personalized and customized content to increase • employee productivity Limitations •Lose focus on your over all business strategy (ie., It is a social media strategy not a business strategy) •Ability to hire the right people to create the social culture (align with H.R.) Social •Extensive resource requirements Transformer Copyright Babson College - Do Not Use or Reproduce 20BABSON COLLEGE — ALL RIGHTS RESERVED
    21. 21. Social Media Corporate Cultures “Social Champions” “Social Transformers” Enterprise -Wide Design for predictable Design to continuously learn from the enhancements to existing systems, unexpected across the business to communications, or organization- innovate strategy, decision-making, wide processes operations, products “Creative Experimenters” (internal or external) Small Scale Function “Predictive Practitioners” Design to learn from the unexpected Design for predictable outcomes: in discreet areas of the business to incremental improvement to innovate practices or customer existing practices models - Degree of Uncertainty Copyright Babson College - Do Not Use or Reproduce + 21BABSON COLLEGE — ALL RIGHTS RESERVED
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×