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Skyfollow Mind The Gap stakeholder analysis in the age of social media

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Discussion, Insight, Challenges, and Frameworks for considering alignment, collaboration, communication, and priorities, goals and ownership within the corporate context across roles, teams, …

Discussion, Insight, Challenges, and Frameworks for considering alignment, collaboration, communication, and priorities, goals and ownership within the corporate context across roles, teams, divisions.

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  • 1. MIND THE GAP Stakeholder Analysis and Measurement Challenges for Organizational Transformation in the Age of Social Media Note: this presentation is designed to accompany a live delivery and discussion. It will not make sense on its own in a static format. © 2010 Chris Rigatuso for Skyfollow Consulting Group
  • 2. MIND THE GAPs Do you See the Differences Between (x – y) = G ? • Assumptions and knowledge • Personal and team goals • Impressions and evidence • Knowing and doing • Abilities and desires • Commitments and hopes • Team and departmental goals • Explicit and Tacit Knowledge • Departmental and corporate goals
  • 3. Common Complaints and Issues At the intersection of Web 2.0, Social Media, Corporate Communications and Media • Who’s in Charge? • What disciplines are needed now? • Who owns “social media”? • What functional areas are needed? • What does Alignment mean? • How do we measure alignment? • How to coordinate an interdisciplinary team around Social Media?
  • 4. Stakeholder Communication Integration Map Employees Customers Shareholders Communities HR FIN Internal Communications VP Prod Marketing PR Corp. Social Responsibility Competencies Learning CIO External Advocacy Social & Internal Teamwork & Traditional Media Collaboration Themes Memes T M TMD Respect Employer Of Choice Contribution Affinity Culture Dreams D
  • 5. TMD • Themes – Initiatives that support corporate goals and mission statements that require buy in across departments. These usually start with CEO, or other top executives and are communicated broadly but internally. • Memes – Ideas that move through external media and peoples minds, without internal coordination. Viral marketing when it works creates a new Meme. • Dreams – Ideals that impact respect and admiration in the communities that pertain to your company – We appeal to Dreams that exist; its nearly impossible to create new ones since they are cultural and societal.
  • 6. Interpreting the Stakeholder Diagram • Why is stakeholder analysis important? – Getting People on the Same Page Requires a “Page” – Gaps create opportunities • Who does it today? – Acknowledged, appointed, self-appointed, or defacto? • Why does it not often work? – Differences across team in task scope, people roles, abilities, assumptions and interpretations – Differences in time horizon, trust, authority, and respect, and information sharing
  • 7. What is the difference between looking down and looking up your org chart? Which one is which?
  • 8. Discussion on Stakeholder Diagram • How to Resolve? – – – – Recognition of differences as value-added, not detrimental Recognize team-skill-fit as multidimensional, not single Interdisciplinary teams require direct per-instance role negotiation Hightened need when there are temp assignments crossing departments • What is the advantage of external consulting? – Innovation comes from outside the company, because it overcomes context and assumption – Does not require brilliance, but freshness and willingness to restate the obvious – Its easier to recognize and seize external ideas – Complimentary Data exists outside the company – Incisive interpretations and context-dependent understanding mixes internal and external perspectives – Skills with Tools, data, methods, a decision process – Neutrality acts as smoothing tool to bridge internal differences and power struggles
  • 9. The problem is this “People don’t admit what they don’t do well.” • Because of political pressure, job competition, and challenges in earning and maintaining trust and respect. All organizations have this problem in spades, • Because there is enough employees vying for attention and promotion, that someone always raises their hand to take on new tasks, to leave behind their old tasks • Organizational Boundary points and committees that cross departments are the breading ground for Tension, Confusion, Disagreement, and Disdain. Corollary: Its big transition for (some) companies to outsource anything. Some startups build this into their business model early due to complete lack of resources
  • 10. Corporate Mission and Goals Domination (actual – target) = Mind (the GAP) = Variance Innovation Visual Transformation of Energy and Attainment Differentiation Getting from (A) to (B) is not a linear path… Collaboration Market Realities, Economic Realities, and Personal Pressures combine to create barriers of acceptance Mistrust Participation B Conversation Unaligned Tension Trust Synergy Coopetition Competition Price Wars/ Ad Wars Opposition A Destruction Disintegration Harmony Alignment
  • 11. Spheres of TMD Influence Personal – Team – Dept – Division - Corporation External Tangible External Intangible N:M Social Media 1:M Brand Meaning Advocacy Advertising Marketing Community Sales 1:1 Culture Title Compensation 1:1 Trust Reliance Boss Respect Meeting Presentation 1:M Integrity Collaboration Resilience Role Internal Tangible N:M Influence Internal Intangible
  • 12. Functional Silos x Amorphous Concepts = Perpetual Tensions & random misunderstandings Rife with political conflicts Ways to make the Amorphous concrete? Visualization Role Playing Specific Customer Examples Specific Competitor Scenarios Add a Catalyst, Agree on a Metric Resolve to a Target Assign Owners Agree on Latitude
  • 13. Goal – Audience - Person : Content – Impact GAP : CI Impact Objective Benefit Vision As A Story Speaker Sleep Relevance Reason Audience Detriment Meaning Call To Action Demographics Psychographics Assumptions Beliefs Behaviors Preferences Attitudes Leadership & Communications for Organizations: Impact Drives Change Not Always Nice Emotions that Move the Audience to Act
  • 14. Selling Ideas is Like Selling: Consulting, Information, Analytics, Coaching, Spiritual Philosophy • “The value to the reader will greatly depend on the purpose of the purchase.” (anonymous amazon book review) • “The interpretation of the charts will depend on the experience and goals of the reader” • “the decisions for change, will depend on the title and clout of the decider” • “the acceptance of the discovery will depend on pre-concieved biases and opinions of the reader” • The value is the interdependency from knowledge, capability, understanding and action
  • 15. Dimensions of the Gaps much more than (x – y) = g • • • • • • • • • • • Interpretations Personal history Unspoken Assumptions Personal gripes Political mistrust Authenticity Tacit Knowledge Company and department history Clout as a function of context and organization culture Scope of mission or project Time Frame of mission or project • • • • • • • • • Proper Metrics Used Proper Target Value Alignment of sub goals and contribution Perceptions of the leaders Notion of Responsibility Bidirectionality of the buy-in Concept of Control (GOM = geometry of meaning) Ways to work “around” the process Negotiations as way to foster tighter teams All metrics have dimension, often simplistic and implicit
  • 16. Overcoming the Gaps • Get them on the table • Understand issues and style sensitivities from advance conversations • Timing and wording are key • Form a reason to prioritize them • Form a consensus ranking order • Decide an Auditor per Gap to certify its measurement, interpretation, resolution (MIR) • Decide which data is worthy, which is not • Decide a representation scheme, graph or dashboard that satisfies the MIR Criteria
  • 17. MIR: Measurement, Interpretation, Resolution
  • 18. Control & Causality Actions States Relations Position L Moment ML Power ML2/T3 Velocity L/T Acceleration L/T2 Momentum ML/T Force ML/T2 Inertia ML2 Action ML2/T Control L/T3 Mass Control ML/T3 Work ML2/T2 The Rosetta Stone Physical Quantities Correlated With Their Equivalent English Meanings control CONTROL moment SIGNIFICANCE ML2 /T ML moment of inertia FAITH acceleration SPONTANEOUS ACT mass control ESTABLISHMENT power KNOWLEDGE M = 1200 T = 900 L = 300 action IMPULSE L/T3 ML2 ML/T2 L/T2 L ML2/T2 ML/T2 ML2/T2 L/T velocity CHANGE ML/T2 force BEING momentum TRANSFORMATION position OBSERVATION work FORCE
  • 19. Audience Exercise Discuss the apparent differences of these images and the analogy to your team, corporate goals and structure

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