Creating a Social Culture
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Creating a Social Culture

on

  • 1,576 views

How to prepare your business for success by become more social.

How to prepare your business for success by become more social.

Statistics

Views

Total Views
1,576
Views on SlideShare
1,549
Embed Views
27

Actions

Likes
1
Downloads
18
Comments
0

4 Embeds 27

http://itsfreshground.com 21
http://www.slideshare.net 4
http://www.linkedin.com 1
https://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Creating a Social Culture Presentation Transcript

  • 1. Social Success and Change Todd Van Hoosear @vanhoosear May 12, 2010 Todd Van Hoosear @vanhoosear 1.617.326.3211 itsfreshground.com info@itsfreshground.com Fresh Ground, Inc.
  • 2. Social Success Requires Changing How Companies Think, Work and Talk The Thinker Cubicles The Conversation Photo taken by elkit and shared via Flickr under the Creative Commons Photo taken by Giant Ginkgo and shared via Flickr under the Creative Photo taken by soylentgreen23 and shared via Flickr under the Attribution-Noncommercial-Share Alike 2.0 Generic license Commons Attribution-Noncommercial-Share Alike 2.0 Generic license Creative Commons Attribution-Share Alike 2.0 Generic
  • 3. xxxx! Success Social ^Business! Requires Changing How Companies Think, Work and Talk The Thinker Cubicles The Conversation Photo taken by elkit and shared via Flickr under the Creative Commons Photo taken by Giant Ginkgo and shared via Flickr under the Creative Photo taken by soylentgreen23 and shared via Flickr under the Attribution-Noncommercial-Share Alike 2.0 Generic license Commons Attribution-Noncommercial-Share Alike 2.0 Generic license Creative Commons Attribution-Share Alike 2.0 Generic
  • 4. xxxx! Success Social ^Business! Requires Changing How Companies Think, Work and Talk Just because you have the tools doesn’t mean you know what to do with them!! The Thinker Cubicles The Conversation Photo taken by elkit and shared via Flickr under the Creative Commons Photo taken by Giant Ginkgo and shared via Flickr under the Creative Photo taken by soylentgreen23 and shared via Flickr under the Attribution-Noncommercial-Share Alike 2.0 Generic license Commons Attribution-Noncommercial-Share Alike 2.0 Generic license Creative Commons Attribution-Share Alike 2.0 Generic
  • 5. “Ultimately social media is not about the tools, technology and whiz-bang things. It’s about culture and culture change.” - @ScottMonty!
  • 6. Business Success Requires Changing Your Corporate Culture John Hancock Tower, Boston Star Trek The New And The Old Photo taken by yeowatzup and shared via Flickr under the Image created by jomama1152 and shared via Flickr under the Creative Commons Creative Commons Attribution 2.0 Generic license Attribution-Noncommercial-No Derivative Works 2.0 Generic License
  • 7. Business Success Requires Changing Your Corporate Culture You need to create a social organization! John Hancock Tower, Boston Star Trek The New And The Old Photo taken by yeowatzup and shared via Flickr under the Image created by jomama1152 and shared via Flickr under the Creative Commons Creative Commons Attribution 2.0 Generic license Attribution-Noncommercial-No Derivative Works 2.0 Generic License
  • 8. The Social Organization The Old Model Megaphone The Earth Flickr image uploaded by thivierr Taken 7 December, 1972 Shared under Creative Commons Apollo 17 mission Attribution-Share Alike 2.0 Generic Courtesy: NASA License
  • 9. The Social Organization The Old Model Megaphone The Earth Flickr image uploaded by thivierr Taken 7 December, 1972 Shared under Creative Commons Apollo 17 mission Attribution-Share Alike 2.0 Generic Courtesy: NASA License
  • 10. The Social Organization The Reality
  • 11. The Social Organization The Reality
  • 12. The Social Organization The Reality
  • 13. The Social Organization The Reality
  • 14. The Social Organization The Reality
  • 15. The Social Organization The Reality
  • 16. The Social Organization The Reality
  • 17. The Social Organization The Reality
  • 18. The Social Organization The Reality
  • 19. The Social Organization A New Model Ideate Share Listen Change Flickr image uploaded by Caveman (Kickin' 66 with Pete Zarria) Flickr image uploaded by Ed Yourdon Flickr image uploaded by andronicusmax Flickr image uploaded by adam*b Shared under Creative Commons Shared under Creative Commons Shared under Creative Commons Shared under Creative Commons Attribution-No Derivative Works 2.0 Generic Attribution-Share Alike 2.0 Generic Attribution 2.0 Generic Attribution 2.0 Generic License License License License
  • 20. But Where to Start? Anywhere and Everywhere: It’s Not Just About Marketing Anymore Ideate Share Listen Change Flickr image uploaded by Caveman (Kickin' 66 with Pete Zarria) Flickr image uploaded by Ed Yourdon Flickr image uploaded by andronicusmax Flickr image uploaded by adam*b Shared under Creative Commons Shared under Creative Commons Shared under Creative Commons Shared under Creative Commons Attribution-No Derivative Works 2.0 Generic Attribution-Share Alike 2.0 Generic Attribution 2.0 Generic Attribution 2.0 Generic License License License License
  • 21. Creating a Social Company The Social Evolution of Companies Authoritarian Inclusive Collaborative Social
  • 22. Creating a Social Company The Four Phases and Key Characteristics I. Authoritarian III. Collaborative •  Management-driven •  Employee-driven •  One-way •  Two-way •  One-to-many •  One-to-one II. Inclusive IV. Social •  Marketing-driven •  Customer-driven •  Two-way •  Two-way •  One-to-many •  Many-to-many
  • 23. Creating a Social Company Key Milestones, Strategies & Tools •  Phase I (Authoritarian) –  Command-and-control communication model –  Brochureware website –  No-reply email newsletter –  Intranet –  Press release-driven PR •  Phase II (Inclusive) –  Delegate-and-share communication model –  Interactive website / marketing campaigns –  Email newsletter w/ feedback options –  Extranet –  Corporate blog / social media presence (e.g., Twitter) –  Content-driven PR –  Management and marketing teams engaged •  Phase III (Collaborative) –  Immerse-and-disperse communication model –  Employee-driven customer forum –  Email newsletter w/ feedback & sharing options –  Internal wiki –  Employee blog / social media presence –  Search-driven PR –  All customer-facing departments/roles engaged •  Phase IV (Social) –  Empower-and-trust communication model –  Customer-driven forum –  Integrated employee/customer/partner collaboration tool –  Customer evangelist blog / social media presence –  Social-driven PR –  All departments/roles engaged
  • 24. Slides Seen ‘Round #ncf10
  • 25. Risks and Rewards of Social
  • 26. Cultural Change Management Process Before After Benefits Case Studies Sales One-to-one Many-to-many Sales is social networking Tibco, Zappos Product Innovation Constraint to a Includes all employees, Reduce product failure Cisco, Netflix department customers, prospects and rates (now at 80%) detractors Lead generation Interrupt-driven Become findable, be Leads that actually want EMC, Dell generally helpful in public to buy something conversation Customer Service Conducted by employees Conducted by employees Customers service as a SAP, Zappos and other customers revenue source instead of cost center Knowledge Management Top down process Federated and user- KM that works, changes in IBM driven process work habits Customer Mostly between Primarily among Reduced cost and Best Buy, Dassault Communications companies and customers, detractors and increased effectiveness Systemes, Fiskars customers prospects Talent Acquisition and Board, interrupt-driven Endorsed by the tribes Social context provides Monster.com Development and based on weak ties people belong to better matches WOM Employee Mostly within silos Cross enterprise Increased serendipity, IBM, FedEx, Cisco Communications increased support Market research Based on small groups Based on tribes and social Much more accurate Eli Lilly, Pfizer, IBM, Fiskars and financial incentives contract market data and increased success PR & Thought leadership Rolodex based and Community/tribe based Much more amplification Microsoft, Intuit focused on traditional and focused on social of the messages media media
  • 27. THANK YOU! Todd Van Hoosear @vanhoosear Todd Van Hoosear @vanhoosear 1.617.326.3211 itsfreshground.com info@itsfreshground.com