Medemerkers company presentation

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MedeMerkers: consultancy in sociale media en change management

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  • Happily, Strategy Formulation & Execution is not based on the Social Media, as suggested by Luc Galoppin. Strategy practitioners know better than that.

    The fluff created by Luc around Change Management is best shown by the 'definition' he created 'after 6 years of studying a lot of methodologies and things about Organizational Change Management' (Luc Galoppin):
    'Organizational Change Management consists of four things: Communication, Learning, Organization and Performance' :))

    Not only that defining a concept by its components shows that you don't really have a definition for it, but these four components are applicable to a lot of disciplines in the area of organizational management. For instance, Project Management doesn't require the same components? Or Operations Management, or Organization Culture Change, or Strategy Management, or ... you name it.

    To add a top-up to this 'understanding of Organizational Change Management', you get a discussion forum on a social network (LinkedIn), which is mistaken for an organization.

    Good luck with the Organizational Change Management, built as a web of generic terms, ideas and phrases, which 'do neither good, nor harm', or as people know it ... The Consultants' Fluff.
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Medemerkers company presentation

  1. 1. COMPANY PROFILE
  2. 2. WHAT WE DO
  3. 3. WHO IS MEDEMERKERS? Koen Delvaux Luc Galoppin @kodel @lucgaloppin Koen combines market and Luc picked up his organizational technology insights to discover change skills on large scale new business opportunities. ERPprojects and is the author of the book Managing Organizational experience: Change During SAP 16y innovative projects Implementations. 11y telecom experience experience: +14y organizational change management TWO INDEPENDENT CONSULTANTS
  4. 4. CUSTOMERS MOSTLY LARGE, COMPLEX, CHANNEL BASED ORGANIZATIONS
  5. 5. OUR VISION SOCIAL MEDIA LEADS TO LIQUID ORGANIZATIONS Social media leads to more transparency, causing customers and partners to be involved in the internal business processes, making them part of your organization. Your own employees are the catalyst for this movement.
  6. 6. OUR APPROACH1. ANALYSIS / STRATEGY Your position - Your ambitions - Your compass2. EXECUTION The creation of a core team in your organization The roll-out of a social architecture Your presence on social media and in social networks3. TRANSFER To an internal Social Architect To a team of internal reporters To the CCO (Chief Customer Officer)
  7. 7. connectivity COMMUNICATION identity What can you do with social media? skills LEARNING knowledge attitude What training do we need?1. ANALYSIS roles ORGANIZATION responsibilities How do we support our own staff? support leverage activities PERFORMANCE dashboard How do we measure our results? A social media audit with 4 dimensions and 10 measuring points to define your strategy.
  8. 8. Community management Reputation management2. EXECUTION Content creation Copywriting Applications & pages Video interviews We focus on project/program management, process structure across departments and training. Your own staff can fulfill the different roles themselves.
  9. 9. A social architecture that is using the network of people3. TRANSFER Social media integrated in your organization, not as a separate silo or communications instrument Change management - how to redefine impacted jobs External consultants (like us) are no longer needed
  10. 10. TOOLS USED
  11. 11. COMMUNICATIE LEREN VERBONDENHEID VAARDIGHEDEN KENNISSOCIAL MEDIA COMPASS IDENTITEIT ATTITUDE ROLLEN HEFBOMEN VERANTWOORDELIJKHEDEN DASHBOARD SUPPORT PERFORMANTIE ORGANISATIE TOESCHOUWER SPELER Huidigeposi+e An instrument developed by MedeMerkers SPELVERDELER Gewensteposi+e Puts your organization in line with customers Identifies problem areas and guides your strategy
  12. 12. LIQUID ORGANIZATION MODEL ad s es ju s as st PILOT re pe y at tr AWAKE DEPLOY EMBED SUSTAINCOMMUNICATIE LEREN strategic differentiation ds revenue growth VERBONDENHEID VAARDIGHEDEN e KENNIS ds brand ne IDENTITEIT operational e ATTITUDE ne er product efficiency t om ess community legal com- cus ROLLEN sin HEFBOMEN corporate responsibility pliance bu VERANTWOORDELIJKHEDEN DASHBOARD SUPPORTPERFORMANTIE ORGANISATIE TOESCHOUWER SPELER Huidigeposi+e SPELVERDELER Gewensteposi+e A model to transform organizations and make them liquid by using internal and external social media exposure
  13. 13. SOCIAL ARCHITECTURE
  14. 14. STAGED APPROACH
  15. 15. PHASED PROJECT PLANNINGPhase AWAKE DEPLOY EMBED SUSTAINDepartment in charge marketing operations HR corporate audit, define strategy, change management,MedeMerkers training, toolchain cocreation & innovation, run pilot project, conversion mkt.,contribution design, partner selection roles & responsibilites, program mgt. customer process mgt. Customer in boardroom eliminate roadblocks forCustomer responsibility employees for trial C-suite sponsorship (CCO) social media core team Conversation Manager Facebook, Twitter, Hootsuite, Engagor, Jive Engage, Lithium, Rypple, Ning, BlueKiwi,Tools Linkedin, Yammer Radian 6, Twitspark Salesforce.com custom dev.(functional scope) (soc. med. platforms) (monitoring) (social CRM) (employee engagememt) Social Performance Change ManagementInstruments Social Media Compass Social Architecture Dashboard Methodology Definition of success Integrated social media Consistent customerOutcome Liquid Organization (ROI) marketing experience
  16. 16. INTERESTED? MedeMerkers Grote Steenweg 146 3400 Landen 0478/48.21.11 info@medemerkers.be twitter: @medemerkers www.medemerkers.be
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