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CIPR Strategic Management Series (Jan 2012) - #CIPR - Philip Sheldrake: Socialise the Enterprise

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CIPR Strategic Management Series (Jan 2012) - #CIPR - Philip Sheldrake: Socialise the Enterprise

  1. 1. Socialise the Enterprise Philip Sheldrake www.philipsheldrake.com @sheldrake Author The Business of Influence: Reframing Marketing and PR for the Digital Age www.influenceprofessional.com Founding Partner, Meanwhile www.andmeanwhile.com 1
  2. 2. You have beeninfluenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/160365265 2
  3. 3. If you’re in business, indeed any type of organization, then you’re in the business of influence The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/5629452844 3
  4. 4. //The rise of social media //The info tech explosion //The way we contemplate,3 things design, communicate and execute strategy http://www.flickr.com/photos/philip_sheldrake/104947731 4
  5. 5. ONE//The rise of social media 5
  6. 6. The authors of the Cluetrain Manifesto asserted back in1999 that the Internet allows markets to revert to the dayswhen a market was defined by people gathering andtalking among themselves about buyer and sellerreputation, product quality and prices.This was lost for a while as the scale of organizations andmarkets outstripped the facility for consumers tocoalesce. //The rise of social media The Cluetrain Manifesto – http://www.cluetrain.com The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/5724320736 6
  7. 7. But I get social, I get influence… //The rise of social media www.flickr.com/photos/iangallagher/490333150 7
  8. 8. But I get social, I get influence… err?! //The rise of social media www.flickr.com/photos/iangallagher/490333150 www.flickr.com/photos/jeremylevinedesign/2815977968 8
  9. 9. social / digital is not: social / digital does: – a new team or department – require new skills – something to procure, design – bring new opportunities, and or manage separately threats //The rise of social media http://www.flickr.com/photos/philip_sheldrake/2642725725 9
  10. 10. Perception is realityMay have been a relevantaxiom for 20th Century,but now… Reality is perception The real-time social enterprise must, by nature, be authentic. You can’t fake it. //The rise of social media Influence Strategy and Execution, Philip Sheldrake, Marketing Magnified eJournal, June 2011, CMO Council http://www.marketingmagnified.com/2011/june http://www.flickr.com/photos/philip_sheldrake/5723483505 10
  11. 11. No organization is an island Everything an organization does occurs in the context of achanging world, in a dynamic interplay with every entity around it Organizations must cultivate a sensitivity to the new dynamic (one that’s superior to competitors’) and sharpen their ability to interpret and respond to the myriad communication flows issuing from all sides //The rise of social media Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishing http://www.flickr.com/photos/philip_sheldrake/107864510 11
  12. 12. It’s complex. We are more influenced by the 150 nearest to us than by the other six or so billion combined.//The Business of InfluenceThe Business of Influence, Philip Sheldrake, Wiley, 2011http://www.flickr.com/photos/philip_sheldrake/3068588302 12
  13. 13. TWO//The info tech explosion 13
  14. 14. An illustrated historyhttp://youtu.be/wp2eUSL4oHchttp://www.philipsheldrake.com/2011/01/content-an-illustrated-history 14
  15. 15. - address book Phones are the most personal - diary of consumer electronic - digital messenger devices. They rank with keys - web browser and money when going out. - games machine They become an extension of - music player their owner and their loss is - video player mourned, literally - navigator- video & stills camera It keeps you connected with those far away, and disengaged ... and, of course, from strangers nearby a phone //The info tech explosion The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/87041513 15
  16. 16. The Internet of ThingsA public and private nervous system for the planetElectronic devices(washing machines, air conditioning units and cars)Electrical devices(lighting, electric heaters, and power distribution)Non-electrical objects(food and drink packages, clothes, and animals)Environmental sensors(measuring such variables as temperature, noise, moisture) //The info tech explosion Internetome Conference, London, 2010 The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/488970370 16
  17. 17. Data paucity was a problem of the 20th Century.Big data is the problem and opportunity of the 21st. //The info tech explosion The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/4326146564 17
  18. 18. Web 3.0 – the Semantic Web – is about the Webitself understanding the meaning of all the contentand participation Indeed, the Web becomes a universal medium for the exchange of data, information and knowledge //The info tech explosion The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/4324972193 18
  19. 19. THREE//The way we contemplate, design,communicate and execute strategy 19
  20. 20. 20th Century business was built around tangible assets (land, plant & machinery) The 21st Century business is more reliant on intangibles (intellectual property, brand, reputation, social dialogue) for which traditional accounting analyses are poorly designed//The way we contemplate, design, communicate and execute strategyhttp://www.flickr.com/photos/philip_sheldrake/5632977212 20
  21. 21. So thats one reason whyKaplan and Norton developedthe strategy map tool for thealignment of operations withstrategy, and the popular*Balanced Scorecardframework to augment thelagging (financial) indicatorsof business success with non-financial drivers of futurefinancial performance. //The way we contemplate, design, communicate and execute strategy Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN: 9780875846514 * http://www.bain.com/publications/articles/management-tools-2011-balanced-scorecard.aspx http://www.flickr.com/photos/philip_sheldrake/2773203483 21
  22. 22. The Six Influence Flows, Influence Scorecard and CInflO//The Business of Influence 22
  23. 23. You have beeninfluenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/160365265 23
  24. 24. Socializing the enterprise demands more than just procuring some social tools.It demands a new and simple model, devoid of ‘baggage’, to think about what we’re trying to achieve. A framework for all influence activities, for the socialmedia, info tech and business strategy of the 21st Century. //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 http://www.flickr.com/photos/philip_sheldrake/3504552777 24
  25. 25. The Six Influence Flows //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 25
  26. 26. Influence StrategyHow can we systematically learn from and manage influence flows?How do we define, develop, and execute a consistent and coherentinfluence strategy?How do we prioritize investments in influence-related human,information, and organizational capital?Kaplan and Norton’s strategy map tool and Balanced Scorecardframework are well suited to these efforts. //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 26
  27. 27. The Influence ScorecardThe Influence Scorecard serves as both the methodology for defininginfluence strategy and the tool for executing it.It’s a subset of the Balanced Scorecard, containing all the influence-related objectives and metrics extracted from their functional silos.Helps management ensure that the potential to influence and beinfluenced is exploited cohesively and consistently throughout theorganization. //The Business of Influence The Business of Influence, Philip Sheldrake, Wiley, 2011 27
  28. 28. In conclusionToday, influence activities are: – Spread, uncoordinated, across functional silos – Encompass only some aspects and subsets of the Six Influence Flows and the Influence Scorecard – Defined in the context of 20th Century technology, media, and articulation of and appreciation for business strategy. 28
  29. 29. In conclusionTomorrow, your influence strategy must:– Socialize the enterprise, systematically– Take best advantage of new info technologies– Drive business performance management. 29
  30. 30. The Business of Influence: ReframingMarketing and PR for the Digital AgePhilip Sheldrake, Wiley, May 2011ISBN 978-0470978627www.influenceprofessional.com#infpro 30

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