The unsocial company

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The unsocial company

  1. 1. The  unsocial  company   Which  path  leads  to  social?     Keith  Childs    
  2. 2. Bio:  corporate,  social,  &  internal  communica3ons.   All  things  digital.  Know  enough  to  be  dangerous.    
  3. 3. Most  companies  say  they  want  discussion  and  dialogue  with  their  stakeholders...   but  many  do  not  have  the  organiza.onal  mindset  to  achieve  it.    
  4. 4. Defini3on   The  deep  integra.on  of  social   media  and  social  methodologies   into  the  organiza.on  to  drive   business  impact.   The  Evolu?on  of  Social  Business  2013.  Brian  Solis,  Charlene  Li.   Al?meter  Group  
  5. 5. Defini3on   A  set  of  collabora?ve  processes  that  have   the  poten?al  to  yield  improved  business   processes  that  are  customer-­‐driven  such  as   faster  ?me  to  market  with  new  products   and  services,  more  successful  research  and   development  outcomes  and  refined   market  messages  that  are  explicitly   influenced  by  customer  needs.     The  Socially  Enabled  Enterprise:  2013  Research  study.  Oracle,  Leader   Networks,  Social  media  Today  
  6. 6. The  path  to  social  business   “To  reap  the  full  benefit  of  social  technologies,   organiza?ons  must  transform  their  structures,  processes,   and  cultures:  they  will  need  to  become  more  open  and   nonhierarchical  and  to  create  a  culture  of  trust.   Ul?mately,  the  power  of  social  technologies  hinges  on  the   full  and  enthusias?c  par?cipa?on  of  employees  who  are   not  afraid  to  share  their  thoughts  and  trust  that  their   contribu?ons  will  be  respected.       McKinsey  Global  Ins?tute  report  2012.  The  social  economy:   Unlocking  value  and  produc?vity  through  social  technologies   “Crea.ng  these  condi.ons  will  be  far  more  challenging   than  implemen.ng  the  technologies  themselves.”  
  7. 7. The  Socially  Enabled  Enterprise:  2013  Research  study.  Oracle,  Leader   Networks,  Social  media  Today   Majority  of  organiza3ons  strive  to  be  a   socially  enabled  enterprise  
  8. 8. The  Customer-­‐ac?vated  Enterprise.  IBM  Global  C-­‐suite  Study,  2013   CMO’s  want  to  put  the  components  of  a  strong   digital  strategy  in  place  
  9. 9. The  Customer-­‐ac?vated  Enterprise.  IBM  Global  C-­‐suite  Study,  2013   CxOs  intend  to  interact  digitally  with  customers  to  a   much  greater  extent  in  the  future  
  10. 10. The  Customer-­‐ac?vated  Enterprise.  IBM  Global  C-­‐suite  Study,  2013   CxOs  foresee  major  changes  in  the  business   landscape  in  the  next  3-­‐5  years  
  11. 11. Smart  leaders  know  that   online  input  is  a  vital  part  of   the  discourse  and  have   plumbed  their  organiza?ons   to  listen  closely.   The  Customer-­‐ac?vated  Enterprise.  IBM  Global  C-­‐suite  Study,  2013   The  area  in  which  CEOs  expect  to  see  customer   influence  grow  most  is  business  strategy  development   Accep.ng  customers  as   stakeholders  in  determining   an  enterprise’s  future  has   huge  cultural  and   organiza.onal  implica.ons.  
  12. 12. The  Customer-­‐ac?vated  Enterprise.  IBM  Global  C-­‐suite  Study,  2013   CMOs  feel  underprepared   Data  Explosion   Coping  with  social  media  
  13. 13. 79% The  State  of  B2B  Content  Marke?ng:  2014  Benchmarks,  Budgets  &   Trends.   Marke?ngProfs  &  the  Content  Marke?ng  Ins?tute     Marketers  s.ll  have   difficulty  in  measuring   social  media  
  14. 14. State  of  the  Global  Worrkplace,  2013.  Gallup   76%     of    employees   are  not  engaged.     •  Lack  mo?va?on   •  No  extra  effort  for   organiza?onal  goals   or  outcomes.  
  15. 15. “We  trust  our  employees…  and  it  has  been  proven  that  that  trust   is  deserved.  They  are  communica?ng  from  the  heart.    And  our   audience  is  responding  accordingly.”     Bill  White,  Sprint’s  chief  communica?ons  officer.     •  Trained  2000  employees  in   online  engagement   •  Help  solve  problems   •  Evangelize  new  products   •   LinkedIn,  Facebook,  YouTube,   Twiber,  Flickr  and  Digg   •  Improved  Company  reputa?on  
  16. 16.  60%  of  companies  contacted  by  e-­‐mail  did  not   respond.     If  you  can't  manage  this  basic  channel  how  can  you   even  think  about  online  engagement?  
  17. 17. "   “The  future  of  marke?ng  is  social,  and  that  we  will  see  this   transforma?on  in  the  next  12  months”   "   Mandatory  that  every  employee  is  cer?fied  by  Dell’s  social  media   training  program   "   Created  six  profiles  in  marketers’  performance  plans  with  specific   tasks,  tool  adop?on  and  ac?ons.         Bryan  E.  Jones,  Dell’s   VP  of  Marke?ng   Staffing,  training,  rewarding  and  crea3ng  a  cultural  shiN   for  adop3on,  innova3on  and  a  new  way  of  opera3ng.   1.  Employee  advocate   2.  Listening  analyst   3.  Content  creator   4.  Subject  maber  expert/topic  manager   5.  Community  manager   6.  Thought  leader   “You  will  not  have  a  career  in  marke.ng  without  this  skill  set”    
  18. 18. Ben  Eenhoorn  
  19. 19. Silos  are  not  easy  to  break  down   •  Collabora?on   •  Knowledge  sharing   •  Internal  poli?cs     •  Powerbases   •  Employee  engagement   •  Trust   •  Organiza?on  structures   •  Senior  management  talking  to   customers   •  Customers  as  stakeholders   •  Comfort  zones  
  20. 20. “The  only  person  who   likes  change  is  a  wet   baby.”   “Crea.ng  these  condi.ons  will  be  far  more  challenging   than  implemen.ng  the  technologies  themselves.”  
  21. 21. 1.  Employee  advocate   2.  Listening  analyst   3.  Content  creator   4.  Subject  maber  expert/topic   manager   5.  Community  manager   6.  Thought  leader  
  22. 22. You  decide  
  23. 23. Thank  you     keithchilds.com   twiber.com/keithchilds   ch.linkedin.com/in/keithchilds/    

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