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Brian Solis - The End of business as usual


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In Brian's new book, he outlines therising threat of Digital Darwinism, thephenomenon that affects organizationswhen technology and society evolvefaster than the ability to adapt. It's morethan social media. It's the confluenceof disruptive technology and theevolution of consumer behavior. Briandepicts how leadership can surviveDigital Darwinism by understandingcustomer and employee behavior,their expectations, and how it differsfrom traditional consumers of the past.He reviews disruptive technology,innovative business models, and newopportunities. He also demonstratesbest practices and methodologies toalign the organization with a commonand meaningful vision and strategy, andshared objectives.

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Brian Solis - The End of business as usual

  1. 1. Brian Solis@briansolis
  2. 2. Digital Darwinism is the evolution of consumerbehavior when society &technology evolve fasterthan your ability to adapt
  3. 3. This is a time forintrospection…forreflection. It’s time tolead and not follow.But to do so requiresyou to think outside ofthe traditional usecases. Instead…Think.Like.The.Customer
  4. 4. Employee and customer behavior & expectations are evolving. They expect to engage in new channels…their way. Traditional Consumer Digital Consumer CONNECTED CONSUMER
  5. 5. You are now marketing to an audience with an audience ofaudiences - Strategies must engage and trigger the social effect
  6. 6. ConnectedConsumers see theworld differently.They’re ―always on‖and that can work forand against you. Thesecret is to…See the world throughthe eyes of yourcustomers.
  7. 7. Consumer AttentionAwareness InterestEvaluation Decision The Customer Action Decision Journey 1.0 Referral Loyalty
  9. 9. Gen-C takes to their social graph to make decisionswith a little help from their friends
  10. 10. A social consumerhierarchy is emerging andconnected customers arebeing incentivized to sparkword of mouth andinfluence friends. A socialconsumer hierarchy isemerging.
  11. 11. Mobile engagementintroduces opportunitiesto connect withcustomers and guidedigital experiencesoptimized for devicesand platforms
  12. 12. ―Tweet Your Way toSavings!‖ AmericanExpress encouragesgroup buying by activatingthe power of the crowdsthrough co-branding andgamification in socialnetworks
  13. 13. Customers shop for the best deal and advice. They will abandon the transaction if you don’t engage – at the right time.1. Best price2. Information3. Peer reviews4. Experiences5. Ideas6. Support7. Direction
  14. 14. Facebook friends go with you online & offline. Tying together the digital & real world is something that Gen-C ―Likes!‖
  15. 15. The connected customer sees the world differently, uniting the online and offline world for others to see & experience
  16. 16. Consumers split their attention between the destination web & activity streams. To connect requires an engaged approach.
  17. 17. Online behavior is changing: Attention moves to a ―social‖ dashboard Red = where users looked the most Yellow = indicate fewer views Blue = least viewed Gray = didn’t attract any fixations Green = boxes drawn on top of the images after the study to highlight the advertisements
  18. 18. The fight for audience2 attention takes place where attention is focused
  19. 19. The ―customer voice‖ isexpressed through sharedexperiences and must beco-created.Without design orengagement, the collectiveof customer experiencesbecome the ―brand‖ forconnected customers.
  20. 20. Whether we like it or not, customers contribute to the state of our This is where co-creation begins… brand simply by sharing their experiences.
  21. 21. The last mile of Anti- Social Businessexperiences is pavedthrough engagementand you are its engineer Engagement Brand Elements Experience Representative Customer Engagement Customer
  23. 23. TheEXPERIENCELayer
  24. 24. Connectedconsumerism islinked throughshare experiences.These experiencesrequire design.
  25. 25. By design, businesses are optimized to work ingroups and collaborate in the matrix. When itcomes to co-creation we first ask, ―What’s theROI?‖ #FAIL
  26. 26. The Internal/External Social disconnect 43% block access to social networking sites*Note: n = 521. “Not sure” responses were excluded from this analysis. *Society for Human Resource Management Survey, November, 2011
  27. 27. Discouraging internal usage, promoting externally Yet 68% of companies surveyed in the same study indicate they utilize social media to engage external audiences. Why the disconnect?Note: n = 475. “Not sure” responses were excluded from this analysis. *Society for Human Resource Management Survey, November, 2011
  28. 28. Invest in a culture ofinnovation & co-creation
  29. 29. Over 40 percent of the companiesPeople are more comfortablethat were at the top of the Fortunewith how things are than how500 in 2000 were no longer there inthey could be.2010
  30. 30. the top 5 reasons for transformation1. A new audience of connected customers is emerging, and they are becoming more influential than your business.2. Social platforms create new touchpoints and expectations.3. The roles of the customer (and employees) are greater than the reach of marketing, co-creation is the DNA of engaged and adaptive businesses.4. Without co-creation, customer activity and shared experiences steers conversations, impressions and activity without you.5. Co-creation improves products and services, builds trust, and says to the world, “we’re listening…we’re improving…thank you.”
  31. 31. "Were finally tapping into the knowledge housed in the world’s greatestoperating system in the world—the web—and unleashing the potential ofbillions of creative minds to work together in ways we’ve never seen before.‖— Michael Dell
  32. 32. We’ve arrived at acrossroads and we needto make a decision on our Socialrole driving change within Mediathe organization Expert Change AgentGo your own way,We will follow… @briansolis
  33. 33. The ―boundaryless organization‖ brings peopletogether…whether it’s employees, customers or other stakeholders
  34. 34. A customer-centricbusiness focuses on Companyprocess, employees,philosophy andexperiences.Co-creation platforms areenablers of customer andemployee-centric strategiesthat is driven by desiredoutcomes.
  35. 35. W illingness to O pennew R oads is K ey
  36. 36. Advisor Peer Decision Maker Idea The roles of Generator the socialInfluencer consumer Adversary Customer Advocate
  37. 37. Enterprise social networking is morethan ―Facebook behind the firewall.‖ It takes 1) Purpose, 2) Design, 3) Resolve & 4) Reward
  38. 38. What are we solving for?
  39. 39. Customer centricity begins with an idea on how to improve something that may not ―be broken‖
  40. 40. six qualities that define engagement Consumers cited "feeling valued" as the most important The Pillars of a Collaborative Business element of brand engagement
  41. 41. The Future of iCommerce is the Digital Experience Starbucks moved an executive from its Digital Ventures team to lead the new role of Chief Digital Officer. Starbucks is investing in the #digitalexperience. The CDO controls web, mobile, social media, digital marketing, Starbucks Card and loyalty, e-commerce, Wi-Fi, Starbucks Digital Network, and emerging in- store technologies.
  42. 42. ―There’s been such a seismic shift that we needed topull it all [digital] together and make it a priority.‖— Adam Brotman, Starbucks CDO
  43. 43. It’s time to change.But change is not thegoal.The goal is toimprove customersexperiences andrelationships…Do this again andagain until itbecomes a way ofbusiness.
  44. 44. The 10 Steps for Transformation
  45. 45. Become the Champion:1 Find the courage to take the first steps…then prepare to make the business case for experimentation.
  46. 46. This is your time…Fear, risk, and uncertainty are off the table.Your work is an investment in creating a test and learn culture. The key is not to be afraid. The worst mistake you can make is to not try. This is your time to use your voice. We would love to be in a position to have to say no to too many ideas - Management
  47. 47. Run an internal audit for capabilities, opportunities, and needs.2 Assess the roadblocks, hurdles and other champions. Identify your internal stakeholders and start the process of earning buy-in.
  48. 48. Understand customer behaviors, needs, and opportunities. Create a short list of engagement3 initiatives to engage them. The platform and the process – should fit the objective, not the other way around.
  49. 49. Scope and Metrics: Bring customers into your organization one project at a time…4 Understand that where you are and where you could be with customer engagement today and co-creation tomorrow. Pick a pilot program that can demonstrate value. Begin with the end in mind…define what success looks like now.
  50. 50. Information commerce must be focused on high-impactareas to learn and prove value Research and Development Problem Collective Solving Intelligence/Predication Co- Creation Co- Transparency creation/Open Innovation Refinement Creative, Design
  51. 51. Platform Selection: There’s a difference between Enterprise Social Networking and5 co-creation. Pick the right platform based on objectives and customer expectations. AND define success before you begin.
  52. 52. Community Management/ Rules of Engagement: Define how best to approach customers, employees, suppliers, and any other stakeholders that can offer valuable insight.6 Determine if the program is private or public. Define roles and responsibilities. Define a listening framework and a conversational workflow. Document new processes.
  53. 53. Transparency: Transparency is critical. Set clear expectations and give feedback to7 your community: how will you act upon input? For example, will an idea with many positive votes be implemented? If not, why not? (e.g. not feasible?) If so, how and when?
  54. 54. Identify patterns and trends in stakeholder input. Depending on8 the forum, they can do this for you through collaboration, debate, and voting.
  55. 55. Reward users for participation, not with dollars or9 discounts, but with badges, points, and other forms of acknowledgement.
  56. 56. Become the change you want to see… Create an Innovation Center of Excellence and lead a culture of10 innovation based on proven process and results. Introduce a co-creation playbook that 1) communicates best practices, 2) shows how to launch co-creation programs, and 3) offers training and support.
  57. 57. This is the time of risk takers and visionaries.Those who see what others don’t and those who will do what others won’t
  58. 58. Connected consumers want a ―magical‖ andfrictionless experience
  59. 59. Deals are part of thecommerce ecosystem, butpersonalization, gamification, rewards and personalizedincentives will help triggerbuys and shares. Designmeaningful experiences thatoutpace fatigue.
  60. 60. Apps ―know‖ when consumers are in store to deliver a personalized experience and reward them for engagement.
  61. 61. ―as we’re all learning, social networks can do morethan simply play a role in just connectingfriends, family and co-workers for meaninglessbanter or pleasant distractions.‖@briansolis
  62. 62. Reality Check: An Undercurrent of Concern Businesses struggle to sustain value creation and adoption of ESNs. Most organizations see one or more of the following 5 scenarios: 1. An initial enthusiasm and usage followed by slow decline. 2. Only one department strongly adopts the ESN. 3. Culture confusion and lack of executive engagement stymied growth from the start. 4. Lack of social business maturity. 5. Platform Proliferation‖ = another ―thing we have to do‖
  63. 63. Businesses must think through whatsuccess looks like and they must doso looking beyond the competition
  64. 64. Conversational Workflow Mention LocalCorporate Marketing Community Social Intern Manager Qualified Requires Attention Read only engagement Community Mgr Engagement Manager Engagement Review cc: Monitor for response Negative VPs/Directors Positive Urgent Corp Comm Escalate 1 Acknowledge or Corporate Executive Social Review Escalate 2 Express gratitude
  65. 65. It is not the strongest of the species thatsurvives, nor the most intelligent thatsurvives. It is the one that is the mostadaptable to change.
  66. 66. customers don’t really know what they want, but they know when they see it…
  67. 67. Before we can innovate externally, wehave to innovate within
  68. 68. Employees and customers “are” already social Social networks permeated the enterprise from the outside in. Because people use these networks in real life, how they communicate, learn, and share is evolving beyond traditional enterprise tools in play today. Engagement is at risk of decay.
  69. 69. As social media becomespart of the everydaylifestyle of connectedemployees, a new genre ofengagement is required tofoster co-creation andinnovation
  70. 70. Have a grand vision for how you co-creation, but start small to test and learn.
  71. 71. @briansolis