Navigating the Social Age.pptx

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Presentation at Social Media Academy Summit (30 Nov 11)

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  • Continued rise of ‘regular’ people (employees, friends, peers) as sources of trusted authority Traditional authority figures – and especially advertising – no longer credible
  • Navigating the Social Age.pptx

    1. 1. Navigating the Social Age Martin Thomas @crowdsurfing
    2. 2. The Social Age <ul><li>Socio-cultural changes are as important as technological </li></ul>
    3. 3. Socio Cultural Shifts Trust deficit Death of deference + Expert? Expert? End of the Expert Dispersal of Authority
    4. 4. Socio cultural shifts x2 Collective Action Self Expression + Supercharged Activism Culture of Collaboration
    5. 5. “ Amplifying Volume of Moaning”
    6. 6. Powered by New Technology
    7. 7. Organisational & Cultural Challenge <ul><li>New behaviours & heightened expectations </li></ul>Real time problem solving  Real time expectations Instant access, instant response, instant gratification “living life through shortcuts” MTV “ The trouble with McDonald’s is it’s too bloody slow” <ul><li>Amplifying cultural & generational trends </li></ul>
    8. 8. Organisational & Cultural Challenge <ul><li>Dramatizing institutions’ structural, operational & cultural weaknesses </li></ul>Connected Consumer meets Disconnected Institution
    9. 9. “ Digital communications is a destabilizing force in a bureaucratic environment. And I am sitting right in the middle of a bureaucratic environment.’” Senior corporate communications director “ We’re not set up for this shit” UK CEO
    10. 10. Why Many Institutions Struggle <ul><li>Not configured to work in real time, in terms of speed or resources </li></ul>* Critical response time for responding to negative comments * Critical response time for responding to negative comments 10 minutes 60 minutes
    11. 11. Thriving by Loosening Up <ul><li>Operational & cultural traits of successful organisations </li></ul><ul><ul><li>Trusting </li></ul></ul><ul><ul><li>Open </li></ul></ul><ul><ul><li>Agile </li></ul></ul><ul><ul><li>Informal </li></ul></ul><ul><ul><li>Collaborative </li></ul></ul>
    12. 12. Tight Thinkers Need Not Apply <ul><li>Organisations & people that struggle with this new world </li></ul><ul><ul><li>Hierarchical </li></ul></ul><ul><ul><li>Bureaucratic </li></ul></ul><ul><ul><li>Process oriented </li></ul></ul><ul><ul><li>Distrustful </li></ul></ul>“ the approval time for each Tweet, by the time it had gone through compliance and tone of voice, used to be 10 days”
    13. 13. Tight Thinkers Need Not Apply <ul><li>Organisations & people that struggle with this new world </li></ul><ul><ul><li>Hierarchical </li></ul></ul><ul><ul><li>Bureaucratic </li></ul></ul><ul><ul><li>Process oriented </li></ul></ul><ul><ul><li>Distrustful </li></ul></ul>90% of public sector bodies restrict staff use of social media to some extent (Socitm 2010) 67% block access entirely (v. 20% in private sector) (Socitm 2010)
    14. 14. 1. Trusting <ul><li>Bedrock of strong internal culture </li></ul><ul><li>Allows shared responsibility & real time decision making </li></ul><ul><li>The best company rulebook ever written? </li></ul>
    15. 15. IBM Trusts Its People 25,000 IBM employees are on Twitter “ We don’t have a corporate blog or a corporate Twitter ID because we want the ‘IBMers’ in aggregate to be the corporate blog and the corporate Twitter ID” Adam Christensen, social media communications at IBM Corporation Social media guidelines written by employees & only then signed off by lawyers
    16. 16. 2. Open <ul><li>Transparency & honesty non negotiable </li></ul><ul><li>Capable of transforming reputations </li></ul><ul><li>Thicker skins essential </li></ul>
    17. 17. TED profits from “Radical Openness” <ul><li>Shifted from closed, exclusive content to open access (“Ideas worth spreading”) </li></ul><ul><ul><li>500 million views </li></ul></ul><ul><ul><li>Global, highly profitable franchise </li></ul></ul>
    18. 18. 3. Agile <ul><li>Ability to improvise & operate in close to real time rather than institutional time </li></ul>
    19. 19. 4. Informal <ul><li>Authenticity & timeliness more important than production values </li></ul>
    20. 20. 5. Collaborative <ul><li>Tapping into spirit of collective self expression </li></ul><ul><li>Leveraging people’s willingness to shape service & product offers </li></ul>
    21. 21. Leveraging Community Power Mutualisation: Collaborating with readers and communities to better understand, explore or reflect situations, topics, perspectives or experiences
    22. 22. Harnessing Fan Power <ul><li>Fans create customised album – tracks & cover </li></ul><ul><li>Share revenue from on-going sales </li></ul>
    23. 23. @crowdsurfing Get your organisation & culture right … & the social media will look after itself
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