Dreamforce 2011 presentation – Sheldrake

Influence,[object Object],Philip Sheldrake,[object Object],www.philipsheldrake.com,[object Object],@sheldrake,[object Object],Author,[object Object],The Business of Influence: Reframing Marketing and PR for the Digital Age,[object Object],www.influenceprofessional.com,[object Object],Influence Crowd,[object Object],Meanwhile,[object Object],Intellect,[object Object],6UK,[object Object],1,[object Object]

The business of influence is broken,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/87055500,[object Object],2,[object Object]

You have been influenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/160365265,[object Object],3,[object Object]

If you’re in business, indeed any type of organization, then you’re in the business of influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/5629452844,[object Object],… marketing, advertising, public relations, internal communications, public affairs, customer service, customer relationship management, social media, copywriting and content, SEO, branding, branded apps and widgets, brand journalism …,[object Object],… web design, graphic design, direct marketing, packaging, merchandising, promotion, publicity, events, sponsorship, sales and sales promotion, marketing and market research, product and service design and development …,[object Object],… human resources, training and development, channel management, procurement and supplier management, facilities management … ,[object Object],4,[object Object]

http://www.flickr.com/photos/philip_sheldrake/104947731,[object Object],//The rise of social media,[object Object],//The info tech explosion,[object Object],3 things,[object Object],//The way we contemplate, design, communicate and execute strategy,[object Object],5,[object Object]

//The rise of social media,[object Object],ONE,[object Object],6,[object Object]

The authors of the Cluetrain Manifesto asserted back in 1999 that the Internet allows markets to revert to the days when a market was defined by people gathering and talking among themselves about buyer and seller reputation, product quality and prices.This was lost for a while as the scale of organizations and markets outstripped the facility for consumers to coalesce.,[object Object],//The rise of social media,[object Object],The Cluetrain Manifesto – http://www.cluetrain.com,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/5724320736,[object Object],7,[object Object]

But I get social, I get influence…,[object Object],//The rise of social media,[object Object],www.flickr.com/photos/iangallagher/490333150,[object Object],8,[object Object]

But I get social, I get influence… err?!,[object Object],//The rise of social media,[object Object],www.flickr.com/photos/iangallagher/490333150,[object Object],www.flickr.com/photos/jeremylevinedesign/2815977968,[object Object],9,[object Object]

social / digital is not:– a new team or department– something to procure, design or manage separately,[object Object],//The rise of social media,[object Object],http://www.flickr.com/photos/philip_sheldrake/2642725725,[object Object],social / digital does:– require new skills– bring new opportunities, and threats,[object Object],10,[object Object]

If you could go back to the mid-90s and offer a marketer a little box that could sit on her desk and let her listen in on thousands of customer conversations and participate in those discussions regardless of geography or time zone, it would appear so far-fetched that she’d probably call security,[object Object],//The rise of social media,[object Object],The Social Web Analytics eBook 2008, Philip Sheldrake,[object Object],http://www.flickr.com/photos/philip_sheldrake/488935955,[object Object],Social analytics,[object Object],11,[object Object]

//The rise of social media,[object Object],Influence Strategy and Execution, Philip Sheldrake, Marketing Magnified eJournal, June 2011, CMO Council http://www.marketingmagnified.com/2011/june,[object Object],http://www.flickr.com/photos/philip_sheldrake/5723483505,[object Object],Perception is reality,[object Object],May have been a relevant axiom for 20th Century marketing and PR practice, but now…,[object Object],Reality is perception,[object Object],Real-time social marketing and PR must, by nature, be authentic. Real-time PR marks the death of ‘spin’. You can’t fake it.,[object Object],12,[object Object]

//The rise of social media,[object Object],Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishing,[object Object],http://www.flickr.com/photos/philip_sheldrake/107864510,[object Object],No organization is an island,[object Object],Everything an organization does occurs in the context of a changing world, in a dynamic interplay with every entity around it ,[object Object],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,[object Object],13,[object Object]

//The info tech explosion,[object Object],TWO,[object Object],14,[object Object]

An illustrated history,[object Object],http://youtu.be/wp2eUSL4oHc,[object Object],http://www.philipsheldrake.com/2011/01/content-an-illustrated-history,[object Object],15,[object Object]

Phones are the most personal of consumer electronic devices. They rank with keys and money when going out. They become an extension of their owner and their loss is mourned, literallyIt keeps you connected with those far away, and disengaged from strangers nearby,[object Object],//The info tech explosion,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/87041513,[object Object],- address book,[object Object],- diary,[object Object],- digital messenger,[object Object],- web browser,[object Object],- games machine,[object Object],- music player,[object Object],- video player,[object Object],- navigator,[object Object],- video & stills camera,[object Object],... and, of course,,[object Object],a phone,[object Object],16,[object Object]

The Internet of ThingsA public and private nervous system for the planet,[object Object],//The info tech explosion,[object Object],Internetome Conference, London, 2010,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/488970370,[object Object],Electronic 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),[object Object],17,[object Object]

Data paucity was a problem of the 20th Century.Big data is the problem and opportunity of the 21st.,[object Object],//The info tech explosion,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/4326146564,[object Object],I believe that a future where so much data is collected about me and owned by others is nothing short of dystopian.,[object Object],We need a new privacy framework.,[object Object],And we need streams banks.,[object Object],18,[object Object]

Web 3.0 – the Semantic Web – is about the Web itself understanding the meaning of all the content and participation,[object Object],//The info tech explosion,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/4324972193,[object Object],Indeed, the Web becomes a universal medium for the exchange of data, information and knowledge,[object Object],19,[object Object]

//The way we contemplate, design, communicate and execute strategy,[object Object],THREE,[object Object],20,[object Object]

20th Century business was built around tangible assets (land, plant & machinery),[object Object],//The way we contemplate, design, communicate and execute strategy,[object Object],http://www.flickr.com/photos/philip_sheldrake/5632977212,[object Object],The 21st Century business is more reliant on intangibles (intellectual property, brand, reputation, social dialogue) for which traditional accounting analyses are poorly designed,[object Object],21,[object Object]

So that's one reason why Kaplan and Norton developed the strategy map tool for the alignment of operations with strategy, and the popular* Balanced Scorecard framework to augment the lagging (financial) indicators of business success with non-financial drivers of future financial performance.,[object Object],//The way we contemplate, design, communicate and execute strategy,[object Object],Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN: 9780875846514,[object Object],* http://www.bain.com/publications/articles/management-tools-2011-balanced-scorecard.aspx,[object Object],http://www.flickr.com/photos/philip_sheldrake/2773203483,[object Object],22,[object Object]

Return on investment,[object Object],//The way we contemplate, design, communicate and execute strategy,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/107865905,[object Object],When vanity rules,[object Object],‘We can afford it and it’ll be a testament to our time.’,[object Object],When experience rules,[object Object],‘Do you think the CMO’s background in advertising sways the budgeting process?’,[object Object],When rules rule,[object Object],‘Let’s treat it as three separate projects so each comes under the limit demanding cost justification.’,[object Object],When paralysis rules,[object Object],‘I just don’t know.’,[object Object],And when all else fails – when cost rules,[object Object],‘Just make a decision on a least-cost basis because this sort of thing never has a tangible ROI.’,[object Object],When the boss rules,[object Object],‘Look, I’m told we’re investing in this. Now we just need to work up the numbers to get it through finance.’,[object Object],When efficiency rules,[object Object],‘This investment will speed the process up.’ ‘Er, but it’s not actually a bottleneck.’,[object Object],When the guru rules,[object Object],‘Well the book’s at number 1.’,[object Object],When last year rules,[object Object],‘Well we did it this way last year ...’ ,[object Object],When the competition rules,[object Object],‘They’ve gone for it, so ...’,[object Object],23,[object Object]

Return on investment,[object Object],I prefer it when strategy rules...,[object Object],“The strategy map identifies the specific capabilities in the organization’s intangible assets – human capital, information capital, and organization capital – that are required for delivering exceptional performance in the critical internal processes.”,[object Object],And this applies to influence activities too.,[object Object],//The way we contemplate, design, communicate and execute strategy,[object Object],Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Robert S. Kaplan and David P. Norton, ISBN: 978-1591391340 ,[object Object],http://www.flickr.com/photos/philip_sheldrake/107865905,[object Object],24,[object Object]

//The Business of Influence,[object Object],The Six Influence Flows, Influence Scorecard and CInflO,[object Object],25,[object Object]

You have been influenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/160365265,[object Object],26,[object Object]

Socializing the enterprise demands more than just procuring some social tools. It demands a CEO-led organizational redesign.,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/3504552777,[object Object],27,[object Object],It demands a new and simple model, devoid of ‘baggage’, to think about what we’re trying to achieve.,[object Object],A framework for all influence activities, for the social media, info tech and business strategy of the 21st Century.,[object Object]

The Six Influence Flows,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],28,[object Object]

We are more influenced by the 150 nearest to us than by the other six or so billion combined,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],http://www.flickr.com/photos/philip_sheldrake/3068588302,[object Object],29,[object Object]

Influence(r)-centric,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],* AVE – advertising value equivalence, a discredited measurement of media relations performance,[object Object],30,[object Object]

Influence centricity,[object Object],1. Focusing on the influenced,[object Object],Related to the emphases of Net Promoter Score (albeit focused on all stakeholders that have been influenced or influenced others, rather customers that would recommend us),[object Object],Outcome rather than output oriented,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],31,[object Object],Not hung up on finding ‘key influencers’, but rather it’s about:,[object Object],2. Tracing influence,[object Object],Understanding and learning from how influence has happened,[object Object]

The Influence Scorecard,[object Object],How can we systematically learn from and manage influence flows?,[object Object],How do we define, develop, and execute a consistent and coherent influence strategy?,[object Object],How do we prioritize investments in influence-related human, information, and organizational capital?,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],32,[object Object],Kaplan and Norton’s strategy map tool and Balanced Scorecard framework are well suited to these efforts.,[object Object]

The Influence Scorecard /2,[object Object],The Influence Scorecard serves as both the methodology for defining influence strategy and the tool for executing it.,[object Object],It’s a subset of the Balanced Scorecard, containing all the influence-related objectives and metrics extracted from their functional silos.,[object Object],Helps management ensure that the potential to influence and be influenced is exploited cohesively and consistently throughout the organization.,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],33,[object Object]

The Influence Scorecard /3,[object Object],Ultimately, the ease and effectiveness with which we manage and learn from influence flows is integral to the ways all stakeholders interact with organizations to broker mutually valuable, beneficial relationships.,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],34,[object Object]

The Chief Influence Officer,[object Object],Are you ambidextrous of mind (left- & right-brained)? ,[object Object],Are you fluent in public relations excellence and other influence disciplines? Can you effect change in the face of entrenched organisational resistance?,[object Object],Then this is your perfect storm. You might be the new breed of influence professional, and perhaps Chief Influence Officer. ,[object Object],//The Business of Influence,[object Object],The Business of Influence, Philip Sheldrake, Wiley, 2011,[object Object],35,[object Object]

In conclusion,[object Object],Today, influence activities are:,[object Object],36,[object Object],– Spread, uncoordinated, across functional silos,[object Object],– Encompass only some aspects and subsets of the Six Influence Flows and the Influence Scorecard,[object Object],– Defined in the context of 20th Century technology, media, and articulation of and appreciation for business strategy,[object Object]

In conclusion,[object Object],Tomorrow, your influence strategy must:,[object Object],37,[object Object],– Socialize the enterprise, systematically,[object Object],– Take best advantage of new info technologies,[object Object],– Drive business performance management,[object Object],I recommend the Influence Scorecard.,[object Object]

The Business of Influence: Reframing Marketing and PR for the Digital AgePhilip Sheldrake, Wiley, May 2011ISBN 978-0470978627www.influenceprofessional.com#infpro,[object Object],38,[object Object]

Dreamforce 2011 presentation – Sheldrake

Dreamforce 2011 presentation – Sheldrake

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Dreamforce 2011 presentation – Sheldrake