7. It’s very simple!
It’s about everything that
happens inside an
organisation
It’s making the changes
to the way organisations
and their people work to
bring our digital magic to
life.
22. Research supports the opportunity
Harvard Business School: UC Berkeley:
• Happy people give more • Feelings of connection
• Giving makes people encourage good
happy intentions and spur
action
23. Around one in five struggle to see the tangible benefits of becoming a social
business – particularly medium sized companies
YouGov / IAB poll 2012
Obstacles to becoming a social business
22%
18%
15% 14%
10% 10% 9% 9% 8%
Cannot see the Need to train Do not have the Difficulty Staff are resistant Difficulty gaining Management are It requires long Other
tangible benefits staff in order to budget to recruit identifying to change leadership buy-in resistant to term investment
for re-organising use tools new staff relevant change
to become more effectively technologies
social
Total
• Q: And now thinking again about social business within your organisation, what challenges, if any, has your organisation faced
becoming a social business?
• Base: All 634
26. 1:Nurture your best talent
• Invest in training (even
if it’s only time)
• Allow people to “play”
at work
27. 2:Experiment, fail fast, learn lots
• Collaborate with
partners & communities
• Create nimble projects
• Push new technologies
28. 3:Stay social
• Communicate your core
purpose – this is what
will get people
interested
• Use the tech to get your
community working
• Help your supporters to
help you… by rattling
the tins online ;-)
Editor's Notes
The definitions tend to be negative and indeed this is generally the case for businesses as well. This is interesting as in human society and business as in all nature, what is negative for one party will create opportunity for others.Disruption has been The steam engine disrupted farming, transport, warDigital media disrupted video (good for Apple & Netflix, bad for Bockbuster) The Cloud is disrupting BIG systems (Salesforce.com disrupting Oracle/Siebel)
Kodak founded in 19th Century and had the dominant position in the filme business through the whole of the 20th century. In 1976, it had a 90% share of the photographic market. By the start of the 21st century, it was facing disruption, but was still profitable in 2007. By 2012, the $6bn company had filed for bankruptcyDigital cameras dirsrupted because the instantaneous nature was so compelling film became niche (good for samsung, bad for Kodak
Spotify launched in 2008 – now has a catalogue of 20 million tracks
Crowd-sourced knowledge disrupted research (wikipedia was launched in 2001 and 11 years later Britannica went out of print – after almost 250 years)
If this is the dot matrix, what will it look like in 2023?
Dell disrupted the PC business – IBM pulled out in 2005Second disruption in the mainframe market as cloud computing started – Buys PWC consulting in 2002Bravery required by execs
Nike+ launched in 2006Now 6 million usersAllows users to track their every movement and share with others.Since nike+30% reduction in traditional media spend – 14 % increase in market shareIt offers the opportunity to access completely new sources of revenue (Tesco to tesco.com)
Nike+ launched in 2006Now 6 million usersAllows users to track their every movement and share with others.Since nike+30% reduction in traditional media spend – 14 % increase in market shareIt offers the opportunity to access completely new sources of revenue (Tesco to tesco.com)
Nike+ launched in 2006Now 6 million usersAllows users to track their every movement and share with others.Since nike+30% reduction in traditional media spend – 14 % increase in market shareIt offers the opportunity to access completely new sources of revenue (Tesco to tesco.com)
