Back to the Future >> Social Business Design

1. Minnesota Ad Federation Social Business 9/22/10

3. Puppy. ® 2010 Dachis Group. Conﬁdential and Proprietary 3

15. Inescapable Trends ® 2010 Dachis Group. Conﬁdential and Proprietary 15

28. But not so fast... ® 2010 Dachis Group. Conﬁdential and Proprietary

42. Dachis Group | Minnesota AdFed 2010 Weʼre moving beyond the industrial economyʼs limits. We live in a networked economy. We need a network centric organizational model to realize its potential. dachisgroup.com ® 2010 Dachis Group. All Rights Reserved 42

43. Dachis Group | Minnesota AdFed 2010 A shift towards social business New distributed, collaborative, and agile organizations are able to surpass current barriers to growth in order to create new value ® 2010 Dachis Group. All Rights Reserved

44. Dachis Group | Minnesota AdFed 2010 Social Business Huge Opportunities, Enormous Challenges • Inescapable trends in society, the workplace and technology • Inherent tension between the past and future • Shift is happening across all facets of business. This is not about media or marketing • Fundamental change required in systems, process and culture • Every single company will undergo some form of transformation to accommodate • Companies that donʼt embrace change and adapt are at a severe competitive disadvantage • New distributed, collaborative, and agile organizations will be able to surpass current barriers to growth in order to create new value ® 2010 Dachis Group. All Rights Reserved 44

45. Social Business Design A Conceptual Framework and Set of Lenses for a Network Centric Organizational Model ® 2010 Dachis Group. Conﬁdential and Proprietary 45

46. Social Business Summit 2010 LONDON | Social Business Design | March 18, 2010 The deﬁnition of Social Business Design • Social Business Design is the intentional creation of socially calibrated and dynamic business systems, process and culture. ® 2009 Dachis Group. Conﬁdential and Proprietary 46

47. Social Business Summit 2010 LONDON | Social Business Design | March 18, 2010 The deﬁnition of Social Business Design • The Goal: Enhanced value exchange among constituents delivering improved and emergent business outcomes ® 2009 Dachis Group. Conﬁdential and Proprietary 47

48. Social Business Summit 2010 LONDON | Social Business Design | March 18, 2010 Business is made of Technology, People, and Process support content ecosystem services commerce ecosystem developer application ecosystem ecosystem cloud services products supply chain ecosystem ® 2009 Dachis Group. Conﬁdential and Proprietary 48

49. Dachis Group | Minnesota AdFed 2010 The shape of the business has fundamentally changed. Businesses need to address value exchange with all constituents wherever they are. ® 2010 Dachis Group. All Rights Reserved 49

51. Dachis Group | Minnesota AdFed 2010 Ecosystem (connection systems) - An expanded constituent base including core and extended - A robust, integrated network of nodes and connections - A holistic technology architecture dachisgroup.com - Strong and weak ties - Active and ambient awareness From Disparate Silos To Connected Nodes ® 2010 Dachis Group. All Rights Reserved

54. Dachis Group | Minnesota AdFed 2010 Hivemind (culture) - A primary social calibration - Active Participation - Active Engagment - Active Involvement dachisgroup.com ® 2010 Dachis Group. All Rights Reserved

56. Dachis Group | Minnesota AdFed 2010 Dynamic signal (communication process) - Dynamic real time signals of all nodes in the dachisgroup.com ecosystem - A change in the mode of authorship - Updates on location - Creates efﬁciencies ® 2010 Dachis Group. All Rights Reserved

57. Dachis Group | Minnesota AdFed 2010 Metafilter (filter, measure) - Filter, tag sort dachisgroup.com - Define constructs for measurement - Measure patterns not counts - Depth over surface - Trends versus snapshots - Analyzing for meaning From Filter Failure To Clear Signals “Finding meaning in all the noise” ® 2010 Dachis Group. All Rights Reserved

59. Dachis Group | Minnesota AdFed 2010 Why Social Business Design? Improved = & + Emergent Outcomes •Adaptable business practices •Cost savings and efﬁciencies •Improved collaborative processes •Informed social marketing strategies •Customer growth, retention and sustainability •New product & service offerings/innovations •Expansion into new markets ® 2010 Dachis Group. All Rights Reserved 59

61. Dachis Group | Minnesota AdFed 2010 Social Business All of the web is becoming social All business is done on the web All business will be Social Business Beyond inﬂuence and media, the real opportunities lie in creating a more connected, collaborative, dynamic and participatory business. Social Business ® 2010 Dachis Group. All Rights Reserved 61

62. Dachis Group | Minnesota AdFed 2010 All of the web is becoming social- The media communications landscape has shifted Connect, Share, Participate and Engage Social Graph Data Connections User Proﬁles Photos Video Blogging Location Status Individuals ® 2010 Dachis Group. All Rights Reserved 62

63. Dachis Group | Minnesota AdFed 2010 All business is increasingly done on the web- The business landscape is shifting too Connect, Collaborate, Engage and Transact Business Graph Ecommerce Collaboration Data Data Marketplaces Advertising EDI Suppliers Employees Customers Transactions ERP Knowledge Mgmt. Human Resources Travel Shipping Logistics ® 2010 Dachis Group. All Rights Reserved 63

64. Dachis Group | Minnesota AdFed 2010 All business is Social Business Social Graph + Business Graph Individuals Individuals Individuals Connect, Connect, Share, Collaborate, Participate Engage and and Engage Transact Suppliers Employees Customers SSC E2.0 SCRM SMM Social Business Graph ® 2010 Dachis Group. All Rights Reserved 64

65. Dachis Group | Minnesota AdFed 2010 The Social Business Where are opportunities? Corporate Leadership, Customers Partners & Management and Suppliers Workforce SMM SCRM E 2.0 SSC Social Media Social CRM Enterprise 2.0 Social Supply Chain Marketing • Twitter Campaign • Community Mgmt • Afﬁnity Communities • Listening • Collaboration • On-boarding • Facebook Fan-page • Customer Support • Micro-blogging • Compliance • Blogger Outreach • Communities • Knowledge Mgmt • Collaborative SCEM • Social Coupon • Network CSR • BPM • SC Social Networking • Ratings and Reviews • Expert Discovery • Marketplaces ® 2010 Dachis Group. All Rights Reserved 21

66. Dachis Group | Minnesota AdFed 2010 Modes of Social Business Adoption Operationalize Strategic Enable Aggregate Synthesize Interrupt Integrate Analyze Connect Listen Engage Strategic Participate Inﬂuence + Collaborate Operationalize Operationalize + + Adoption Adoption Adoption ® 2010 Dachis Group. All Rights Reserved 66

68. Dachis Group | Minnesota AdFed 2010 Financial Services Social Business Strategy Situation: Today's pre-eminent ﬁnancial services company with 350,000 employees who manage 200 million customer accounts across six continents in more than 100 countries. “Social” initiatives at have been executed mostly under the radar and mostly lacking centralized coordination. Project: Develop an actionable social business strategy to help coordinate resources and leapfrog its competition. Approach: Focus on three areas to formulate a social business strategy: Social Media Landscape: Used customer survey data and brand monitoring outputs to create segmented perspectives on customer participation. Competitive and Best Practices Assessment: Analyzed competition across social platforms and best practices within and external to industry. Organization Design: Interviewed over 50 employees and surveyed large and complex organizations to determine ideal structure including social processes, stafﬁng, and decision rights. Results: Created a vision statement for the bank along with a 24-month roadmap to outline how social initiatives should be rolled out to achieve competitive success. ® 2010 Dachis Group. All Rights Reserved 68

69. Dachis Group | Minnesota AdFed 2010 Client example: Social Business Strategy Citibank Interim Deliverable | February 2010 Assessment of todayʼs social media approach Early days Manual processes Expectations to get social media right the first time with little tolerance for error Perception that risks in Twitter Servicing is social media are greater only launched initiative than rewards with process and guidelines for evaluating response and responding directly to customer complaints Lack methods for capturing social analytics and integrating No procedures for proactive into Web analytics for engagement complete customer profile Limited engagement for blogs, Lack of understanding for forums and social campaigns social media value and how to measure social activities ® 2010 Dachis Group. Confidential and Proprietary 239 ® 2010 Dachis Group. All Rights Reserved 69

70. Dachis Group | Minnesota AdFed 2010 Citibank Interim Deliverable | February 2010 Social Business Strategy Decision rights framework • CMO Social Media Team: Citibank Interim Deliverable | February 2010 - Provides guidance and support for business partner social initiatives (strategy, training, resources, governance) - Suggested Social Reporting Network Accountable for business partner adherence to corporate Digital Guidelines • Global Communications Social Media Panel: - Consulted on naming conventions, branding and external communications • Compliance & Legal, Risk, IT, HR: - Consulted on social media initiatives based on specific expertise (technology requirements, Citibank Interim Deliverable | February 2010 regulations) • Business owners: How should Citi organize for social? - Accountable for business unitʼs social media budget, resources, and execution of initiatives Community Manager • Brand marketers: • CMO Social Media team should - Responsible for adhering to corporate social media guidelines, budget and resources provide central governance and Centralized Support PR, Media, Investor Citibank Interim Deliverable | February 2010 Relations support to businesses and be - Responsible for managing people, processes, and technologies applied in social media efforts to responsible for coordinating efforts Shared Responsibilities achieve business objectives Future state Citi All participants are trained and informed Social Servicing Strategist • social governance model • Responsibilities for social initiative execution should be shared in each Listening Social business unit Business Strategist Cards ® 2010 Dachis Group. Confidential and Proprietary Retail 244 Strategist • Business owners should be accountable for social media R R A Global Comm Social Media Panel, A activities within their line of business CMO Social Compliance and Legal, Risk Media Team C S Community Community Community • Business owners should be Manager Manager Manager measured on social media success in ® 2010 Dachis Group. Confidential and Proprietary Cards Retail Wealth 246 CMO Social Management order to commit to executing social Strategist and media initiatives Team RS • Corporate functions (IT, Compliance and Legal, Risk) should be more Key: IT, BISO, HR supportive of business partner social TM Traditional Marketing DM Digital A C S A Marketing SM Social Media PR Public engagement initiatives Relations C Corporate Marketing/ R R Communications ® 2010 Dachis Group. Confidential and Proprietary 242 Mortgage Wealth Management I Legend: R = Responsible, A= Accountable, S=Supportive, C= Consulted, I = Informed ® 2010 Dachis Group. Confidential and Proprietary 243 ® 2010 Dachis Group. All Rights Reserved 70

71. Dachis Group | Minnesota AdFed 2010 Higher Education Social Business Strategy Situation: The parent of eight higher learning institutions in North America. Through these organizations, the company endeavors to provide applications-oriented undergraduate education that includes a well-designed general education component to broaden student learning and strengthen long-term personal and career potential. Various brands have experimented with social media on an ad-hoc basis; as a holding company, they needed a strategy to coordinate efforts toward success. Project: Design strategy through which the company could support its constituent organizations in operationalizing social business strategies, tools and programs. Approach: Developed a comprehensive strategy to organize for social effectiveness; create governance to manage social engagement and risk; identify future social media interaction opportunities; and, support student learning through innovation. Results: Formulated a strategy applicable across brands, outlining a realistic approach to organization for social business and the corresponding, programs, and processes. ® 2010 Dachis Group. All Rights Reserved 71

74. Dachis Group | Minnesota AdFed 2010 Software Social Servicing Situation: The nation’s leading tax preparation software, with over 20 million customers. Professionals were active in social media on an individual basis, but the company needed assistance to construct a coordinated approach to social servicing, specifically utilizing Twitter. Project: Assist in establishing a multi-tenanted customer service initiative for social media. The initiative would enable registered company representatives to participate in discussions aggregated under an official company account. Approach: Interview key stakeholders to define requirements and create cross-functional buy-in. In addition, Conduct extensive research of brands with mature Twitter presences to inform creation of program design. Results: After creating the program, firm was asked to help implement as well. By the end of the first tax season where the program was operating, employee participation increased from six to 40 personnel. Based on customer feedback, the company also achieved a 71% likelihood of customers to recommend, pointing to bottom-line impact. ® 2010 Dachis Group. All Rights Reserved 74

76. Dachis Group | Minnesota AdFed 2010 Multi Brand International Cosmetics Social Business Advisory Situation: The company are leaders in making the world a more beautiful place via its 29 brands offering luxury skin care, makeup, fragrance, and haircare products. The company embarked on a corporate marketing reorganization and required guidance on where to integrate social constructs. Project: Audit and augment social business strategy, leveraging our industry expertise and knowledge of best practices and organizational challenges of companies facing similar issues. Approach: Working closely with company’s digital task force, created an overarching cultural change framework for social initiatives. Within this framework, multiple deliverables provided guidance on how to structure and operationalize social business initiatives. Results: The company’s digital task force delivered a robust recommendation set to its executive sponsor, including guidance on community management, cultural change, collaboration tools, education and training, listening and crisis response, social media policy, and global social network usage. ® 2010 Dachis Group. All Rights Reserved 76

78. Dachis Group | Minnesota AdFed 2010 Large Beverage Company Social Business Education Situation: The world’s largest beverage company and one of the world’s most loved brands and as a marketing innovator, the company recognized that social media marketing has become a critical component to communicating with today’s consumer and has already been utilizing social media channels in local markets around the world. However, the social media space shifts rapidly and the company needed assistance to prepare its personnel for the changes in the operating environment. Project: Produce a Social Media Marketing (SMM) training course that highlights what is going on in the social space, how consumers and brands are connecting, how brands are having success through SMM, how companies should be measuring SMM, and more. Approach: Drew on its personal and professional expertise in social media to develop a training course with seven modules that could be customized for local markets and updated as the market evolves. Results: Produced materials for both in-person and eLearning delivery to address the client’s need for course scalability. Presented the materials at company headquarters to train internal trainers who would be able to redeliver the course to 40 regions worldwide. ® 2010 Dachis Group. All Rights Reserved 78

79. Dachis Group | Minnesota AdFed 2010 I still passionately believe that we can have a profound effect on the world of commerce, communications, and culture. ® 2010 Dachis Group. All Rights Reserved 79

81. :) ® 2010 Dachis Group. Conﬁdential and Proprietary 81

82. Thanks. @jeffdachis ® 2010 Dachis Group. Conﬁdential and Proprietary 82

83. Dachis Group Minnesota Ad Federation 2010 Dachis Group 515 Congress Avenue, Suite 2420 Austin, Texas 78701 512-275-7825 Jeff@dachisgroup.com @jeffdachis

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