Adapt or Die

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Keynote Presentation delivered at the North Ayrshire eBusiness Conference, 21st March 2013

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Adapt or Die

  1. 1. ENERGISE2-0.COMAdapt or Die:The End ofBusiness asUsualDr. Jim Hamill and Alan Stevensonjim.hamill@energise2-0.comalan.stevenson@energise2-0.com@drjimhamill @ast3v3nson
  2. 2. Who Am I?I am a Social Media Guru  ENERGISE2-0.COM
  3. 3. A conversationnot a broadcastpresentation ENERGISE2-0.COM
  4. 4. Key Point Summary• Good advice given this morning re the Cloud; Online Essentials; Websites; Customer Engagement etc• In closing, take a wider view - Digital is NOT just a channel change e.g. putting Council services online, eCommerce, ‘likes’ and ‘follows’ etc• Digital is a revolution in how we live – how we access information, how we work, how we communicate, how we make purchasing decisions, customer expectations ENERGISE2-0.COM
  5. 5. Key Point SummaryDigital = ENERGISE2-0.COM
  6. 6. Key Point Summary• It is a major paradigm shift in the way we do business/ the way our organisations operate• Those who ‘get it’ will survive and prosper – those who don’t could become 21st century dinosaurs ENERGISE2-0.COM
  7. 7. Agenda• The Digital Revolution – the End of Business as Usual• Response and progress made – where are we?• Implications for you and your business – How to survive and prosper in an era of turbulent change• Gen C or the Lost Generation? ENERGISE2-0.COM
  8. 8. Digital Natives ENERGISE2-0.COM
  9. 9. Have we assimilated yet? ENERGISE2-0.COM
  10. 10. In Common? ENERGISE2-0.COM
  11. 11. HMV- Hopelessly Misplaced Vision ENERGISE2-0.COM
  12. 12. HMV- Hopelessly Misplaced Vision• HMV Group’s plans to consolidate HMV and Waterstone’s marketing will help it share good marketing ideas across both brands• Newly appointed group marketing director xxxxxxxx says the restructure will allow the group to leverage campaigns, promotions and CRM across both brands• Under the new structure, xxxx, the former marketing director of HMV, will be supported by three marketing heads working on CRM, brand and creative across both brands. Waterstone’s and HMV will maintain separate marketing teams reporting to the group heads ENERGISE2-0.COM
  13. 13. Rearranging Deck Chairs ENERGISE2-0.COM
  14. 14. Who Will Be Next? ENERGISE2-0.COM
  15. 15. MOOCs ENERGISE2-0.COM
  16. 16. The Future of Education ENERGISE2-0.COM
  17. 17. Spot the Dinosaur  ENERGISE2-0.COM
  18. 18. Most Industries Are Being Affected ENERGISE2-0.COM
  19. 19. Health Care – Liam’s Story ENERGISE2-0.COM
  20. 20. Travel/Tourism ENERGISE2-0.COM
  21. 21. Trains ENERGISE2-0.COM
  22. 22. Football ENERGISE2-0.COM
  23. 23. Lawyers ENERGISE2-0.COM
  24. 24. And Yes B2B Too ENERGISE2-0.COM
  25. 25. Summary of the Changes• It’s a Revolution• Its Social• Power shift to the customer• Declining effectiveness of traditional sales and marketing strategies• Need for new approaches and performance measures – The source of sustained business growth is the quality of your online network and the strength of the relationship you have with them ENERGISE2-0.COM
  26. 26. Bob Dylan (Mashed Up ) Come gather round people Wherever you roam And don’t criticise What you cant understand Your sons and your daughters Are beyond your command Your old road is Rapidly agin‘ Then you better start swimmin’ Or youll sink like a stone For the times they are a-changin’ ENERGISE2-0.COM
  27. 27. The times they are a changin• Current leading-edge thinking is that we are on the verge of another tectonic shift: from Social Media to Social Business• A Social Business is one that develops innovative new work methods and processes by applying social thinking, social strategy, social culture, social organisation and social technologies to everything it does (internally as well as externally)• Organisations who ‘get this’ will survive and prosper - those who don’t will become 21st century dinosaurs ENERGISE2-0.COM
  28. 28. What Is Social Business?• Social Business involves work methods, organisational structures and ‘mindsets’ which are radically different from the ‘Industrial Age’ command and control structures still used by the majority of organisations. The use of social media and the adoption of a social ‘mindset’ moves from the periphery to the core of your organisation• It is no longer just about Twitter and Facebook. The key challenge is the way in which your organisation embraces and cultivates a spirit of collaboration based on open communications, internally and externally. Being lean, nimble and responsive to dynamic change based on engagement and transparency ENERGISE2-0.COM
  29. 29. Social Everything• Social Marketing – more cost effective and efficient• Social Customer Service – enhanced reputation and brand advocacy• Social HRM – improved staff engagement and loyalty• Social NPD – crowdsource NPD, faster speed to market acceptance, more cost effective• Social Relationships - enhanced partner and stakeholder relationships• Social Listening - flexibility and speed of response• Etc ENERGISE2-0.COM
  30. 30. Video• Social Business – Rethinking Innovation, Organization and Leadership (from LeaderLab)• Business is changing but much of our management is still rooted in the Industrial Revolution. Why do we keep educating our leaders in old paradigms? Tear down the internal Berlin walls. Social software delivers a new paradigm for collaboration, sharing and crowdsourcing. The time has come to rethink the way we do business. Is your organisation ready? ENERGISE2-0.COM
  31. 31. Rethinking Innovation…….. ENERGISE2-0.COM
  32. 32. A Wee Example ENERGISE2-0.COM
  33. 33. Productive Time ENERGISE2-0.COM
  34. 34. Productivity Busters ENERGISE2-0.COM
  35. 35. eMail v. Social ENERGISE2-0.COM
  36. 36. A Better Way to Collaborate ENERGISE2-0.COM
  37. 37. Why Now? ENERGISE2-0.COM
  38. 38. Why Now?Social Media + Connectivity + Mobile +The Cloud + Big Data + Gen C= The End of Business as Usual ENERGISE2-0.COM
  39. 39. Why Now? ENERGISE2-0.COM
  40. 40. The Connected Customer ENERGISE2-0.COM
  41. 41. The Connected Customer is also the Connected Employee Yet many organisations still restrict access to Social MediaTranslated that means ‘we don’t trust you’ ENERGISE2-0.COM
  42. 42. The Disengaged ENERGISE2-0.COM
  43. 43. Global Workforce Survey 2012 ENERGISE2-0.COM
  44. 44. Adapt or Die• Are we changing quickly enough?• Are we ready?• International competitors? ENERGISE2-0.COM
  45. 45. What road are we on? ENERGISE2-0.COM
  46. 46. Digital Scotland Survey Results ENERGISE2-0.COM
  47. 47. Digital Scotland Survey: Scotland• 90% using Social Media but only 35% using it strategically. Only 5% claim to be a Social Business• 22% have clear mobile strategy• 25% using the Cloud strategically• Only 29% of export companies are using digital to support internationalisation ENERGISE2-0.COM
  48. 48. Which of the following statements best describes yourcompanys approach to Social Media? Q3 While 90% of respondents use Social Media, 51% have no clear strategy or objectives governing its use or are still experimenting. Encouragingly, 35% are using Social Media strategically whilst a further 5% believe they have become a Social Business.N=193
  49. 49. Which of the following statements best describes your companys approachto the Mobile Internet e.g. mobile marketing, websites and apps? Q10 Only 3% of respondent companies had never heard of the Mobile Internet. 19% have heard of the Mobile Internet but are taking no action whilst a further 15% are finding out more. 41% have no clear strategy or objectives governing its use or are still experimenting. 22% are using the Mobile Internet strategically , albeit only 8% have integrated mobile into wider initiatives.N=166
  50. 50. Which of the following statements best describes yourcompanys use of Cloud Computing? Q9 Only 7% of respondent companies had never heard of Cloud Computing. 25% have heard of the Cloud but are taking no action whilst a further 15% are finding out more. 29% have no clear strategy or objectives governing its use or are still experimenting. 25% are using the Cloud strategically many as part of their wider IT strategy.N=166
  51. 51. How do you use Digital Technology to support yourcurrent level of internationalisation? Q12 Of those companies that are ‘international’, only 29% are using Digital Technologies strategically to support their internationalisation efforts (including 20% who have integrated Digital into their international strategy). 57% have no clear strategy or objectives governing its use or ‘make some use but could do more’. 15% don’t use Digital Technologies.N=81
  52. 52. What about our International Competitors?15 of the top OECD countries have identifieddigital as the main driver of economic growth leading to a wide range of Digital Support Programmes being put in place
  53. 53. eSkills for Russian SMEs 2006 ENERGISE2-0.COM
  54. 54. ADVANCE Programme Malta ENERGISE2-0.COM
  55. 55. Social Business Summit Malaysia ENERGISE2-0.COM
  56. 56. ENERGISE2-0.COM
  57. 57. So What?• Digital is NOT just a channel change e.g. putting services online• It is a major paradigm shift in the way we do business/ the way our organisations operate• From ‘Liking’ and ‘Following’ to Leading ENERGISE2-0.COM
  58. 58. Paradigm Shift ENERGISE2-0.COM
  59. 59. Implications for You and Your Business ENERGISE2-0.COM
  60. 60. Some Advice• Do not be afraid for we will be with you (support and expertise is available)• Have an open mind and learn more; Get Involved – Just Do It! – but do it carefully; Shut up and Listen!• Think from the ‘outside-in’ not just from the ‘inside- out’. Don’t tell your audience how good you are. Prove it by delivering high value content – Inbound/Content Marketing ENERGISE2-0.COM
  61. 61. Some Advice• Undertake a Digital Landscape Analysis – External: opportunites and threats from Social, the Cloud, Mobile, Gen C, Big Data etc – Internal Audit: your ‘readiness to engage’ – people, resources, structure etc ENERGISE2-0.COM
  62. 62. Some Advice• Vision and Strategy – business objectives (not just sales and marketing), KPIs and targets, customers, employees, key initiatives and actions we need to take• Agree a Performance Measurement System• Organisation, Resource, People Issues• Start with a Pilot Project ENERGISE2-0.COM
  63. 63. But I don’t have the time for all of this. I have a business to run! ENERGISE2-0.COM
  64. 64. Soap Box ENERGISE2-0.COM
  65. 65. Stood on thetable with myglass of ginAnd came straightto the point ENERGISE2-0.COM
  66. 66. Gen C or the Lost Generation? ENERGISE2-0.COM
  67. 67. From ‘Liking’ to Leading• The major challenge facing the Scottish economy is…..• How do we achieve a sustained improvement in our global competitiveness?• Our ability to compete in global markets is the key to economic growth and job creation ENERGISE2-0.COM
  68. 68. From ‘Liking’ to Leading• There is a very strong correlation between National competitiveness and the strategic use of digital technology (OECD; various studies)• 15 of the top OECD countries have identified digital as a strategic priority• Organisations face major barriers/obstacles to leveraging the full potential of digital, especially SMEs……… ENERGISE2-0.COM
  69. 69. Digital Barriers• Time• Resources• Lack of Understanding• Mindset• Fear of the Unknown• Limited Digital Skills and Experience ENERGISE2-0.COM
  70. 70. Gen C or a Lost Generation?• Our young people (Gen C; Digital Natives) have the digital mindset and confidence that our companies need – yet we have a major problem with youth unemployment and underemployment• There is a market failure in connecting supply and demand – some good programmes available but are we doing enough? ENERGISE2-0.COM
  71. 71. Gen C or a Lost Generation?• Is there a need for a Support Programme matching the digital needs of our SMEs to the core skills and experience of Gen C – the Constantly Connected Generation• Provide an innovative, new, radical approach to creating quality job opportunities for our young people – tackling the twin problems of graduate unemployment and underemployment• While at the same time, delivering real, tangible business benefits to Scottish companies – improved performance and international competitiveness ENERGISE2-0.COM
  72. 72. Gen C or a Lost Generation?• Digital skills cover a wide range of areas – Basic foundation – Technical – Operational – Information processing – Strategic• There may be a particular need to develop Digital Leaders – a Gen C Digital Leaders Programme…… ENERGISE2-0.COM
  73. 73. Recent Blog Post ENERGISE2-0.COM
  74. 74. Skills Shortages• McKinsey – Digital Marketing, Social & Big Data are among the Top 10 priorities of CEOs for 2013• By 2015, 25% of corporations will have a Chief Digital Officer• Gartner – Big Data, Social, Mobile & the Cloud will create 4.4m new jobs worldwide by 2015• Only a third of these new jobs will be filled due to skills shortages• Recent EU initiative to fill 900,000 unfilled digital vacancies ENERGISE2-0.COM
  75. 75. Personal Note ENERGISE2-0.COM
  76. 76. What you getting at me for?It was your generation who created this mess ENERGISE2-0.COM
  77. 77. Lets Discuss ENERGISE2-0.COM

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