A social network is a social structure made up of individuals (or organiza8ons) called "nodes", which are 8ed (connected) by one or more speciﬁc types of interdependency, such as friendship, kinship, common interest, ﬁnancial exchange, or rela8onships of beliefs, knowledge or pres8ge.
The resul8ng graph-‐based structures are oDen very complex.
Social networks operate on many levels, from families up to the level of na8ons, and play a cri8cal role in determining the way problems are solved, organiza8ons are run, and the degree to which individuals succeed in achieving their goals. Social capital: the value that an individual or an organiza8on gets from the social network.
The term Social Media (or social soDware or social technologies) refers to the use of web-‐based and mobile technologies to turn communica8on into an interac8ve social dialogue. Social media are Internet-‐based applica8ons that build on the ideological and technological founda8ons of Web 2.0, and that allow the crea8on and exchange of user-‐generated content. Social media substan8ally change the way of communica8on between organiza8ons, communi8es, as well as individuals.
The term Web 2.0 is associated with web applica8ons that facilitate par8cipatory informa8on sharing, interoperability and collabora8on on the World Wide Web. Examples of Web 2.0 include • blogs & wikis • video & photo sharing sites • mashups • folksonomies (i.e. social bookmarking) • social networking sites
What is a Social Business? “Social businesses implement social technologies, strategies and processes that span across their en6re enterprise, crea6ng and op6mizing collabora6ve ecosystems of employees, customers, partners, suppliers, communi6es and stakeholders in a safe and consistent way.” hNp://www.business2community.com/social-‐media/what-‐is-‐social-‐business-‐a-‐clear-‐deﬁni8on-‐0157881 Reconciling some of the most interes8ng business, organiza8onal and technological phenomena of the last ﬁve years, a Social Business is: “An organiza6on that has put in place the strategies, technologies and processes to systema6cally engage all the individuals of its ecosystem (employees, customers, partners, suppliers) to maximize the co-‐created value.” hNp://www.socialbusinessforum.com/what-‐is-‐social-‐business
What is Social Business? Social business is deﬁned as those ac6vi6es that use social media, social soEware, and social networks to enable more eﬃcient, eﬀec6ve, and mutually useful connec6ons among people, informa6on, and assets. Read more: hJp://www.marke6ngprofs.com/charts/2012/8199/execs-‐dish-‐on-‐the-‐growing-‐importance-‐of-‐social-‐business#ixzz1yDIodehU
The decision making and change management role inside companies is no longer restricted to managers (tradi8onal organiza8on) or to customers (as prescribed by Social CRM). Other than managers, organiza8onal change can be driven equally by customers, employees, partners and suppliers. All these categories are moving from suppor8ng actors to partners and protagonists It’s engagement not communica:on that makes the internal/external ﬂow possible. GeZng individuals engaged means accep8ng a variety of needs and using those needs to inform the organiza8onal growth and evolu8on The ul:mate reason of existence for the corpora:on is no longer to generate value for its tradi:onal stakeholders but the maximize the exchanged value between the company and the en:re ecosystem. It’s a bit like the group of stakeholders had suddenly expanded including external actors. Even with this new twist, It should be noted how this exchange is intended to amplify, within a network perspec8ve and thanks to the ecosystem, also the value generated for the old stakeholders. The Social Business is thus an organiza8onal construct aimed to make the company more eﬃcient under mutated market dynamics and consumer behaviors.
There is no social business if the organiza:on is not able to: • Consider individuals (inside and outside it) at the same level as tradi8onal stakeholders. The company is serving the individual. • Bring down the silos and boundaries to constantly intercept the signals coming from the people (inside and outside it). The company listens. • Engage all the cons8tuents to produce an eﬀec8ve, reac8ve, coordinated, transparent, appropriate response to the s8muli received, regardless of the channel of origin. The company responds. • Extract meaning from the captured signals (coming both from inside and outside) in order to con8nuously improve the working mechanisms and thereby maximize the beneﬁts for all par8es involved. The company learns and evolves. • All the processes are dynamically and organically op8mized based on collected feedbacks and in line with the experience of all the individuals in the ecosystem. The company becomes social
INSIDE YOUR ORGANIZATION: • Improved business performance (proﬁt, produc8vity, margins, etc) • Increased opera8onal eﬃciency • Stronger outcomes from knowledge intensive work • Capturing and retaining ins8tu8onal knowledge • BeNer awareness about business opportuni8es and colleagues needing help • Richer cross-‐department contamina8on and collabora8on • Reduced email traﬃc and informa8on overload • Cheaper and quicker mechanisms to connect colleagues, ﬁnd and reuse knowledge
INSIDE YOUR ORGANIZATION: • Improved cross-‐departmental communica8on • Reduced travel expenses • Facilita8ng the emergence of collec8ve social capital and limi8ng duplica8on of eﬀort • Stronger employee engagement and mo8va8on • Increased sa8sfac8on of partners and suppliers • Reduced supply chain costs • Lower on-‐boarding, training and talent reten8on costs • New levels of business agility and reac8vity • Improved internal processes through customer insights
OUTSIDE YOUR ORGANIZATION: • Reduced customer care costs • Improved client sa8sfac8on and loyalty • Increased number of leads generated and deal closed • Shorter sell cycles • Lower marke8ng costs • Amplify qualiﬁed brand reputa8on and visibility through advocates • Higher sales and conversion rates through ambassadors and online communi8es • Reduced customer churn and deﬂec8on • Increased customer life8me value • ANract beNer talents • Improved customer cross-‐channels
ACROSS THE ORGANIZATION: • Improved product development processes and reduced 8me to market • Smaller product development costs • Access to an unlimited source of ideas and feedbacks for product improvement • BeNer risk mi8ga8on and increased number of successful ideas when launching a new product • Easier development of new business models
The Elements in the Social SoRware Stack hNp://www.personalinfocloud.com/2008/01/the-‐elements-‐in.html
Gartner, Inc.s 2011 Magic Quadrant for Social SoRware in the Workplace
Social CRMSocial CRM is a philosophy and a business strategy, supported by a technology placorm, business rules, workﬂow, processes and social characteris8cs, designed to engage the customer in a collabora8ve conversa8on in order to provide mutually beneﬁcial value in a trusted and transparent business environment. Its the companys response to the customers ownership of the conversation.
Changing business models The ruling business model since the industrial revolu8on was based on exploi8ng well protected & non – communicated information & knowledge stacks as well as on ver8cal industry integra8on, in a command & control mindset. The emerging new business model is based on information & knowledge ﬂows, being part of many diﬀerent open value networks, ﬂaNening hierarchies, and unleashing & combining employees’, partners’ & customers’ collec8ve intelligence to co-‐create and co-‐ share value in a collabora8ve mindset.
• You can integrate a twiNer stream, facebook conversa8on, facebook followers, linkeding proﬁle youtube videos, ﬂickr photos and slidehare presenta8ons into your blog & website. • You can also cross-‐integrate the others on your Facebook page & Linkedin page • The objec8ve is to be present with all your content on every channel by cross-‐linking and cross-‐integra8ng it to maximize impact. • This also leads to Google search results pages where your company name ﬁlls the whole ﬁrst page !
Many different integrations with your personal network(s)
and Integrate your Facebook wall into your website and allow visitors to post comments from there
Beneﬁts of integrating Facebook &Twitter streams & activity into your website • Increase the number of followers • Easily network with website followers, fans, prospects, or clients and connect them amongst themselves • Communicate that you’re current & aNrac8ve for the digital na8ves • Increase your legi8macy • Increase your transparency • Maintain an ac8ve image • Draw more aNen8on to something important • In general, increase the viral eﬀect & brand awareness
Gamiﬁcation: Using game mechanics in social applications to increaseengagement & loyalty
What is gamiﬁca8on ? Gamiﬁca8on is the process of incorpora8ng game play elements into non-‐gaming applica8ons such as products, services & marke8ng Gamiﬁca8on, just like social, will start to weave into everything: Media Health Care Educa8on Shopping Crea8on Collabora8on etc www.sylvaincoNong.com 99
Characteris8cs of gamiﬁca8on Points, virtual currency and rewards, compe88on, reputa8on, feedback, leaderboards, challenge, relevance, clear targets & objec8ves (ie. Farmville, Foursqaure…) Focus on the social “Gamifying” real-‐life experiences Milestones & markers: show progression Using scarcity to force choices and create demand Visual Design: using game-‐like iconography in non-‐gaming products Merging of tradi8onal media with gaming elements www.sylvaincoNong.com 101
Objec8ves & eﬀects of gamiﬁca8on Mo8va8on & long term user engagement Making things more pleasurable in an interac8on, process & informa8on overloaded world (gain users aNen8on) Brand the interac8on with users/customers Can be used for customer (or user, pa8ent…etc) mo8va8on & engagement but also internally for employee mo8va8on & engagement (like controlling travel expenses for example) Builds systems for mo8va8on that meet people’s intrinsic desire but also make them feel that they are accomplishing something and make them move forward in their life www.sylvaincoNong.com 102
Objec8ves & eﬀects of gamiﬁca8on Gamiﬁca8on is a beNer way of looking at all kinds of systems design: we focus on the mo8va8ons of our ac8ons: what drives our community to act or our users to act ? We learn from successful social games like Farmville Tapping into the millennium genera8on and people’s intrinsic desire for mo8va8on Empirical data shows that games are superior at mo8va8onal techniques (if game mechanics are used in a smart and eﬀec8ve way). Companies that are experimental and smart use gamiﬁca8on for posi8ve change and inﬂuence in employee & customer communi8es Game mechanics are going to replace more tradi8onal systems of user mo8va8ons Gamiﬁca8on makes feedback loops 8ghter and 8ghter and liNle bit more decentralized www.sylvaincoNong.com 103
Psychology of gamers archetypes Research of Richard Bartle: hNp:// www.mud.co.uk/richard/hcds.htm, hNp://en.wikipedia.org/wiki/Bartle_Test Incen8ves and core types of gamers: achievers, explorers, socializers and killers. This is true for people in almost every context, be it ac8ng as a players in a game or as employees in a company. www.sylvaincoNong.com 104
Psychology of gamers archetypes Achievers: want to be successful; not everybody is an achiever: about 10-‐15 % of a companies’ collaborators are achievers Explorers: discover new things and bring them back to the community, i.e. ﬁnding news deal & opportuni8es Socializers: interact with games and complicated systems principally in an eﬀort to create connec8ons to others, i.e. customer support & business development Killers: people who are like achievers except that they play a win-‐loose game: they not only want to win for them selves but also want to beat others in the game Successful gamiﬁca8on requires to understand the mo8va8ons of these types of players in every context to design around them: the beNer you get hold of these mo8va8ons and design around them, the beNer the outcome will be www.sylvaincoNong.com 105
Mo8va8onal design Gamiﬁca8on is form of mo8va8onal design: “Mo8va8onal design refers to the process of arranging resources and procedures to bring about changes in mo8va8on. Mo8va8onal design can be applied to improving students’ mo8va8on to learn, employees’ mo8va8on to work, the development of speciﬁc mo8va8onal characteris8cs in individuals, and to improving peoples’ skills in self-‐ mo8va8on. hNp://www.arcsmodel.com/pdf/Mo8va8onal %20Design%20Rev%20060620.pdf“ www.sylvaincoNong.com 106
Design ethics • Mo8va8on design techniques embody manipula8on poten8al: can either be used for posi8ve change or for bad inten8ons • Games are a force that can get people to take ac8ons against their self-‐interest, in a predictable way, without using force. • Dark paNerns: Sort of an8-‐usability / an8-‐user prac8ces that are commonly used by designers (on purpose) in order to trick, lull, or goad users into doing stuﬀ they dont want to do. www.sylvaincoNong.com 107
If Google employees spend less then their allocated amount of money for a business trip • they can keep it for future trips where they can upgrade their trip plan • they can donate for charity • or they can cash out part of it Eﬀects: 1) aligns employees with the companies travel policy 2) employees start to talk about travel expenses and manage them 3) controlling travel expenses is turned into an opportunity to demonstrate personal mastery (which is a core characteris8c of gamiﬁca8on) Corporate: Google travel expense management
And don’t forget a well planned change management strategy and plan because: OLD ORGANIZATION + NEW TECHNOLOGY = VERY EXPENSIVE OLD ORGANIZATION Prepare your organiza8ons’ culture & your collaborators’ skills & capabili8es Iden8fy tribes & roles Communicate accordingly and posi8vely (show advantages & eliminate fears) Pre-‐populate the social ecosystem with content by a pilot group of users Reward exemplary use of the new social ecosystem Write down guidelines & best prac8ces To get everybody on board ! Thanks ! @sly