Developing & Measuring Open Leadership Strategies
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Developing & Measuring Open Leadership Strategies

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Part 2 of four part series about the ideas in the book "Open Leadership" by Charlene Li. Presented on May 7, 2010. For more information about the book, visit open-leadership.com.

Part 2 of four part series about the ideas in the book "Open Leadership" by Charlene Li. Presented on May 7, 2010. For more information about the book, visit open-leadership.com.

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  • Having the confidence and humility to give up the need to be in control, while inspiring commitment from people to accomplish goals
  • Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.

Developing & Measuring Open Leadership Strategies Presentation Transcript

  • 1. Developing & Measuring Open Leadership Strategies
    Charlene Li
    Altimeter Group
    May 7, 2010
    1
    #openleader
  • 2. CMO: We need a blog and Twitter strategy.
    VP Customer Service: We’ll just complaints.
    VP Product Development: But we need feedback and new ideas to beat the competition.
    VP Sales: Competitors will steal the ideas and unhappy customers.
    CMO: With reviews, we’ll know what’s wrong and can then fix it.
    CEO: Negative reviews will kill sales.
    VP Biz Dev: Dell does this
    CEO: We’re not Dell.
    Determining how open you will be
    2
  • 3. Social technology forces you to be open
    3
    When people get what they need from each other
    “How open do I need to be?
  • 4. Open Leadership
    4
    Having the confidence and humility to give up the need to be in control,
    while inspiring commitment from people to accomplish goals
    How to give up control, and be in command
  • 5. Identify a strategic goal to address.
    Put in place learning systems to support that goal.
    Determine which open-driven objective can help the most.
    Gauge the need to be open.
    Gauge your ability to be open.
    Steps To Create Your Open Strategy
    5
  • 6. Align openness with strategic goals
    6
    Examine your 2010 and 2011 goals
    Pick one where open and social can have an impact
  • 7. Four goals define your open strategy, but always start with learn
    7
  • 8. Open learning adds to traditional tools
    8
  • 9. Open learning adds to traditional tools
    9
  • 10. Learn with basic monitoring tools
    10
  • 11. Open learning adds to traditional tools
    11
  • 12. Community insight platforms
    12
    • CommunispaceNetworked InsightsPassengerUmbria
  • Open learning adds to traditional tools
    13
  • 13. Understand who that person is – in real time
    Service Cloud w/social
    LinkedIn in Lotus Notes
    14
  • 14. Listen so you can respond appropriately
    15
    Is “lkilpatrick” an elite customer?
  • 15. The value of open learning
    16
  • 16. Calculating the value of open learning
    17
    Spreadsheets online at open-leadership.com
  • 17. Finding the signal in the noise.
    Analytics are still in infancy stages.
    Insights are not always representative.
    Distributed, open learning threatens the market research department.
    Example: CEO keeps repeating “insight” from a single tweet or blog post.
    Market research reasserts its authority by being the enabler of open learning.
    Aggregate and distribute with speed
    Analyze and distill with deeper insights.
    What’s hard about open learning?
    18
  • 18. Dialog with your community
    19
  • 19. Blogs establish thought leadership
    20
    Richard Edelman has been blogging since 2004.
  • 20. DellOutlet drives sales with Twitter
    21
  • 21. Kohl’s has conversations on Facebook
    22
  • 22. 23
    Curating
    Engagement Pyramid: Focus on Watching and Sharing
    Producing
    Commenting
    Sharing
    Watching
  • 23. Engagement Pyramid Data
    24
    Source: Global Wave Index Wave 12 Trendstream.net, January 2010
  • 24. Engagement scores of 100 top brands
    25
    +18% revenue
    +15% gross margin
    growth
    +5% revenue
    +3% gross margin
    growth
    +10% revenue
    +1% gross margin growth
    -6% revenue
    -11% gross margin growth
    Source: EngagementDB.com
  • 25. Calculating the value of open dialog
    26
  • 26. Help your members support each other
    27
  • 27. Solarwinds uses community for call deflection and product development
  • 28. Comcast made support proactive with indirect deflection
    29
    Took 3 minutes to notify entire system of off-air channel
  • 29. Cisco supported employees with open collaboration and social platforms
    30
  • 30. Calculating the value of open support
    31
  • 31. Innovate with customer feedback
    32
  • 32. Dell’s IdeaStorm measures the health of its community, not value of ideas
    33
    13,000 ideas389 implemented
    (11/month, 3% of all ideas)
    Metrics used:
    • % who comment
    • 33. quality of ideas
    • 34. rate of Dell’s response to ideas
  • Starbucks involves 50 people around the organization
  • 35. P&G goes outside for innovation
    35
    P&G made outside-in innovation a priority
  • 36. Calculating the value of open innovation
    36
  • 37. The new lifetime value calculation
    • Percent that refer
    • 38. Size of their networks
    • 39. Percent of referred people who purchase
    • 40. Value of purchases
    + Value of purchases
    • Cost of acquisition
    ____________________
    = Customer lifetime value
    + Value of new customers from referrals
    + Value of insights
    • Percent that provide support
    • 41. Frequency and value of the support
    + Value of support
    + Value of ideas
    Spreadsheets for call calculations available at open-leadership.com
  • 42. Find more fans with large networks
    Encourage fans to make more referrals
    Use metrics to help make decisions
    38
  • 43. Identify a strategic goal to address.
    Put in place learning systems to support that goal.
    Determine which open-driven objective can help the most.
    Gauge the need to be open.
    Gauge your ability to be open.
    Steps To Create Your Open Strategy
    39
  • 44. #3 Understand how open you need to be
    40
  • 45. Determine how open you need to be to meet your goals
    41
    More on openness metrics at open-leadership.com
  • 46. The Apple Factor
    42
  • 47. Brilliant engineers and designers
    Charismatic CEO
    Brand that its customers love and support
    Why Apple can afford to be less open
    43
  • 48. Define your objectives, and make sure they are aligned with your strategic goals.
    Identify the most important key performance indicators already in use in your organization.
    Identify open activities that support your KPIs.
    Establish a baseline for your objectives and KPIs.
    Optimize and adjust your KPIs and priorities.
    Action Plan
    44
  • 49. Finding & Supporting Your Open Leaders
    Friday, May 14th, 10am PT (bit.ly/openleaderweb3)
    How Open Leaders Embrace & Recover From Failure
    Friday, May 21st, 10am PT (bit.ly/openleaderweb4)
    Upcoming Open Leadership Webinars
    45
  • 50. Focus on relationships.
    Align your social strategy with strategic goals.
    Support open leaders in your organization.
    Be prepared for failure – you’ll encounter many.
    Summary
    46
  • 51. 47
    47
    Thank you
    Charlene Li
    charlene@altimetergroup.com
    charleneli.com/blog
    Twitter: charleneli
    For slides, send an email to slides@altimetergroup.com
    Learn more and buy the book at open-leadership.com