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  • 1. The Hyper-Social Organization
    Book Launch – July 22nd , 2010
  • 2. Overview
    What is actually happening out there?Understanding the true drivers of Social MediaHow do Hyper-Social Organizations think about their business?What do Hyper-Social Organizations do Differently, and WHY?A closer look at the IT implicationsQ&A
    2
  • 3. Let’s start off with a little example Human 1.0 vs. Web 2.0
    The SAP Developer Community
    3
  • 4. The SAP Developer Network
    4
    Stats:
    1.4 M users
    400K+ business experts
    Content-rich
    Original Incentive System:
    Point system leading to personal rewards
    The Results:
    Bullying behavior in the community
    New Incentive System:
    Point system leading to donation to good cause
    The Results:
    No more bullying in the community
    Web 2.0 or Human 1.0?
  • 5. A look at some NIH + Duke Research
    Experiment #1:
    People play Atari-style video game which allows them to earn or lose money for themselves
    MRI scans shows that the pleasure side of the brain lights up – that same part that gets addicted to drugs
    Experiment #2:
    People play Atari-style video game which allows them to earn or lose money for a charity
    MRI scans shows that the altruism side of the brain lights up – that same part that is responsible for social interactions
    5
  • 6. So to understand how to do business in a 2.0 world…
    You are better off understanding Human 1.0 – not as individuals, but as hyper-social creatures
    You do not need to understand the Web 2.0 technologies
    6
  • 7. Let’s get a level deeper on the Human 1.0…
    7
  • 8. Why are social beings helping one another?
    Reciprocity = a Reflex
    8
  • 9. Why are people going out of their way to punish others?
    Humans have an innate sense of fairness = keeps reciprocal society working
    9
  • 10. Why do people like to look like others?
    Because humans have mirror neurons
    10
  • 11. Why do we lie to market researchers?
    Because we lie to ourselves and others, and we tell people what we think they want to hear
    11
  • 12. Why there is no real (big) business in the long tail
    Because we are a herding species, and a self-herding one to boot
    12
  • 13. Why is status so important (and why do we hoard it)?
    Because it used to get us a better mate – proceed with caution: status works both ways!
    13
  • 14. What are the important Human 1.0 Hyper-Social Traits
    Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters
    Social framework of evaluating things vs. market framework
    The role of fairness in assessing situations
    The importance of looking cool and mimicking others
    Herding and self-herding
    (early research shows that social behavior does not change when it scales)
    So to the extent that we can basically be human with what we know, and share it as freely as we possibly can, I think we’ll go a long way towards gaining a higher or stronger level of trust with the consumers.
    Barry Judge, CMO Best Buy
    http://www.cmotwo.com
    14
  • 15. They think differently about their business
    Successful Hyper-Social Organizations
    Informed by Tribalization of Business Study:
    2009 – 430 Companies took the survey (52% external communities, 32 hybrid, and 12 internal)
    15
  • 16. In the old days
    Customer
    Support
    PR
    Marketing
    Hierarchies within organizations
    Old: legal employee contracts
    Mostly 1-1 customer relationships
    Old: legal customer contracts
    16
  • 17. The new world order
    Green Enthusiasts
    CIO’s
    Business model tweak
    PR
    Customer support
    Product Idea
    Hierarchies within organizations
    Old: legal employee contracts
    New: cross-functional social contracts
    Mostly 1-1 customer relationships
    Old: legal customer contracts
    New: social contracts
    17
  • 18. Hyper-Social companies think differently: a recap
    Think tribe – not market segment
    We need to find groups of people who have something in common based on their behavior, not their market characteristics
    Think knowledge network – not information channel
    The most important conversations in communities happen in networks of people, not between the company and the community.
    Think human-centricity – not company-centricity
    The human has to be at the center of everything you do, not the company
    Think emergent messiness – not hierarchical fixed processes
    People will want to see responses to their suggestions, even if it does not fit your community goals – FAST
    “…affinity groups will quickly become the dominant social force in the emerging world economy, changing how we think about markets, fads, social movements, and, ultimately, power”
    - Tom Hayes, Jump Point: How Network Culture is Revolutionizing Business – 2008
    18
  • 19. What is it that they do different?
    Hyper-Social Organizations
    19
  • 20. Hyper-Social Orgs – Leveraging Social Business Processes
    Successful Hyper-Social organizations turn their business processes into “social” processes
    Why?
    Scale
    Increased quality
    Increased passion
    Increased WOM
    20
  • 21. Turning a business process into a social process
    IS NOT:
    Running traditional programs using social media platforms – PR by blogging press releases, lead gen by spamming community members, recruiting through spray and pray over Twitter, etc.
    BUT IS:
    Running programs based on human reciprocity and social contracts to get others, whose job it isn’t to do so, to help you do your job – customer support with the help of all employees and customers, product innovation with customers and detractors, etc.
    TAPPING INTO PASSION, AND HUMAN 1.0 TRAITS
    21
  • 22. 22
  • 23. Infrastructure & Processes
    Impact on IT
    23
  • 24. Don’t put a wall between company and people
    24
  • 25. Don’t put a wall between company and people
    25
  • 26. Embrace what people want
    …and give them access…it will increase passion & productivity!
    26
  • 27. Do like IBM – get rid of the firewall while protecting IP
    Green Enthusiasts
    CIO’s
    Business model tweak
    PR
    Customer support
    IP
    IP
    IP
    Product Idea
    …increase knowledge flows…and competitiveness
    27
  • 28. Move with caution – it’s not easy!
    We need Social graphs
    We need Social CRM
    28
  • 29. 29
    The funnel is dead
    Source: McKinsey Quarterly
    http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
  • 30. 30
    Today’s buying cycle: a social-powered continuous loop process
    Many more sources of information
    Can still become part of consideration set
    Tribes & Networks
    Based on source: McKinsey Quarterly
    http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
  • 31. CRM – the makings of a social process
    Leave company centricity behind:
    Prospects, lead nurturing, sales funnel, etc.
    Put the customer at the center:
    What does she need?
    Will it work for her?
    Increase knowledge flows, and think tribes
    Who can help her internally?
    Who can help her externally?
    Embrace a messier process
    Allow people to jump in and help
    31
  • 32. Any questions?
    Francois Gossieaux
    Partner, Human 1.0 (formerly Beeline Labs)
    e. francois@human1.com
    w. http://www.human1.com
    b. http://www.emergencemarketing.com
    c. http://www.marketingtwo.net
    p. http://www.cmotwo.com
    t. http://twitter.com/fgossieaux
    Ed Moran
    Director of New Product Innovation, Deloitte
    e. emoran@deloitte.com
    w. http://www.deloitte.com
    Jen McClure
    President, Society for New Communications Research
    e. jmcclure@sncr.org
    w. http://www.sncr.org
    Our new book: The Hyper-Social Organization
    http://www.hypersocialorg.com
    32
  • 33. Remember: We’re people.