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Where social media is working


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Presentation for the ASTD Conference Learning 2.0 - Don't Get Left Behind

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Where social media is working

  1. 1. Strategies, Models, and Roles<br />Social Learning<br />Where is Social Media Working?<br />What’s the larger context?<br />Where is social media having an impact?<br />What does that mean to us?<br />David Wilkins<br />VP of Research<br />
  2. 2.
  3. 3. Activity on Facebook <br /><ul><li>There are over 900 million objects that people interact with (pages, groups, events and community pages)
  4. 4. Average user is connected to 80 community pages, groups and events
  5. 5. Average user creates 90 pieces of content each month
  6. 6. More than 30 billion pieces of content (web links, news stories, blog posts, notes, photo albums, etc.) shared each month.</li></ul>Blogs and Twitter<br /><ul><li>133,000,000 blogs indexed by Technorati since 2002
  7. 7. 72% blog to share their expertise
  8. 8. Twitter page views now dwarf CNN, FoxNews, and NYTimesCOMBINED
  9. 9. Total Twitter posts should hit 10 billion this month</li></li></ul><li>
  10. 10. Marketing – the good old days…<br />
  11. 11. What’s happening today?– Pepsi’s Marketing<br />"Consumers own the brands as much as we do, and they want to share their interests and likes," says Bonin Bough, director of social and emerging media for PepsiCo. “Twitter means we can react to something that happens and provide a platform for dialog. That's the key word. It's about engagement and building the relationship...”<br />
  12. 12. What happened to Marketing?<br /><ul><li>14% of us trust advertising
  13. 13. 78% of people trust peer recommendations
  14. 14. Advertising is down double digits in broadcast mediums -- print, TV, and radio
  15. 15. And up double digits in conversational mediums – web and mobile devices
  16. 16. Used to measure “eyeballs” now measure influence and conversations *and* eyeballs</li></li></ul><li>Proof that marketing has changed?<br />Sales of the t-Shirt went up 2300%<br />Best selling item in the clothing department<br />
  17. 17. Why Companies are adopting Social Media…<br /><br />
  18. 18. Business benefits from Social Media<br /><br />
  19. 19. Biggest Growth areas – look familiar?<br />8% increases<br /><br />
  20. 20. Internal use cases are the dominant use cases<br />Gartner: Social Media – biggest IT investment in 2011<br />McKinsey: 67% of companies will increase their spend on Social Media in 2011<br /><br />
  21. 21. Social Media Adoption Mirrors Leadership changes<br /><ul><li>“Command and control” evolving to “Persuade and influence”
  22. 22. “Top-down communication” evolving to “Managed viral communication”</li></li></ul><li>Proof – Best BUy<br />
  23. 23. ….we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half of all product innovation coming from P&G today includes at least one major component from an external partner. <br />Proof – P&G<br /><br />
  24. 24. P&G’s “Company”<br />Partner<br />Community<br />Formal content<br />Social and informal content<br />Customer<br />Community<br />Workplace<br />Community<br />Human capital<br />Public<br />Community<br />Learning is the work and work is the learning…<br />
  25. 25. You won't have to depend on the CEO anymore. We now have a <br />whole pool of talent who can lead these working groups, like mini CEOs and COOs. We're growing ideas, but we're growing people as well. Where I might have had two potential successors, I now have 500.<br />Proof – Cisco<br />,0<br />
  26. 26. Scenario 1<br /><ul><li>Workers with specialized expertise on deep, complex and ever-changing subjects all around the country or even the world
  27. 27. Performance is not you need; pockets of expertise lead to great outcomes in certain scenarios, but not others; whereas in other regions, the weaknesses are the strengths
  28. 28. How do you normalize and then accelerate group performance?</li></ul>Example Industries<br />Franchises<br />Associations<br />Retail chains or hospitality chains<br />Any globally distributed manufacturing or mining company<br />Exercise #2 (Group): Be a “social” Consultant<br />
  29. 29. Problem<br />Results<br />Background<br />Geographically dispersed expertise<br />Specialized products and product knowledge across a huge inventory<br />Common roles, common needs but no way to capture knowledge<br />Constant change and new info sometimes daily<br />Independent owners<br />500% ROI in under 6 months<br />Weekly and daily use of the system<br />Documentation of common issues at marginal cost<br />Documentation of specialized knowledge at marginal cost<br />Culture of sharing<br />All 4400 Ace stores are independently owned and operated by local entrepreneurs, hard-working, passionate business owners who are involved with and, many times, reside in the communities where their stores are. There's a good chance you'll see your local Ace store owner at the grocery store or Little League game.<br />
  30. 30. Scenario 2<br /><ul><li>You are in charge of sales training and education.
  31. 31. Your sales team needs more information about competitors: how they pitch, how they price, weaknesses, strengths…
  32. 32. Organization doesn’t have the resources to do a deep dive on all of these competitors either initially or on an on-going basis
  33. 33. How do you meet the sales team’s needs?</li></ul>Example Industries<br />Any of them – who doesn’t have comptitors?<br />Exercise #2 (Group): Be a “social” Consultant<br />
  34. 34. Problem<br />Results<br />Background<br />Huge growth mode – 200+ branches in under two years<br />Needed to capture knowledge of competitors that was shared by clients<br />Need to capture & share best practices in a state of constant flux<br />Standard training & communication wouldn’t work<br />Weekly and daily use of the system<br />Documentation of common issues at marginal cost<br />Documentation of specialized knowledge at marginal cost<br />Faster distribution of key information<br />Culture of sharing & SN<br />For more than 25 years, Scottrade has been a leader in the stock brokerage industry. A leader in technology, a leader in customer service and a leader in value. Today at Scottrade, investors have the stock trading tools and services they need to take control of their investing needs. <br />
  35. 35.
  36. 36. Things to think about...<br /><ul><li>Is this different than the Ace Hardware example?
  37. 37. Is this knowledge management?
  38. 38. If a trainer compiled this same information and delivered it in a course each month with a quiz at the end, does that change who owns it?
  39. 39. What if the training group mentored the sales folks on how best to present what they know?
  40. 40. What if the training group did a weekly lunch and learn summarizing the latest updates?
  41. 41. How many of the silos between training, knowledge management, document management etc… arepurely in our heads?</li></li></ul><li>Scenario 3<br /><ul><li>As a group, your clients and customers know more about your product or service than you do
  42. 42. The cost of mining them for that information is prohibitive as the information constantly changes
  43. 43. How do you share the expertise of individual clients with other clients and use their expertise to better inform your own team?</li></ul>Example Industries<br />Software<br />Complex Hardware<br />Complex Systems<br />Obsolesced Technology<br />Exercise #2 (Group): Be a “social” Consultant<br />
  44. 44. Problem<br />Results<br />Background<br />Bluetooth for the masses? YIKES!<br />Average support call costs $8-$12<br />Need to capture & share best practices in linking new Bluetooth devices which are in a state of constant flux<br />Standard training & communication wouldn’t work<br />As of last Spring, 10,000 active users and over 1,000,000 message views<br />Painless rollout and adoption of the technology<br />Documentation of common issues at marginal cost<br />Innovation and product suggestions<br />In January of 2007, Ford launched SYNC, a factory-installed, in-car communications and entertainment system developed by Ford and Microsoft that allows various portable digital music players and Bluetooth-enabled mobile phones to be operated with simple voice commands.<br />Named one of the Top 10 “Most Brilliant Gadgets” of 2007 by Popular Mechanics.<br />
  45. 45. Things to think about<br /><ul><li>Is this different than the other two examples?
  46. 46. Why? Because of the customer focus?
  47. 47. If the organization learns from it’s clients or employees, is that learning any less valuable than what the organization pushes from the top down?
  48. 48. If the leadership and experts tell you what to teach, then it’s clearly owned by L&D, but if the employees or clients tells each other or the leadership, then it’s not?
  49. 49. We need to cast off old ways of thinking that limit us
  50. 50. We need to re-imagine our role</li></li></ul><li>Linking People to People – ONA<br />McKinsey Quarterly<br />Harnessing the power of informal employee networks, 2007Lowell L. Bryan, Eric Matson, and Leigh M. Weiss<br />
  51. 51. Raytheon<br />
  52. 52. Islands or Networks?<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />Questions<br /><ul><li> Which group is least impacted by the loss of any specific member?
  53. 53. Which is most?
  54. 54. Who is the most critical person in this organization?</li></li></ul><li>Weak Ties<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />Weak ties<br />This person has strong connections to multiple groups (weak ties) which enables her to act as a conduit between teams.<br />
  55. 55. Strong Ties<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />Strong ties<br />She is also tied to multiple people within her own group (strong ties).<br />She is quite likely the most influential person in this company.<br />
  56. 56. Who really runs this company?<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />Real Power<br />These four individuals are the true power-brokers of the organization. They are each highly connected in their own organizations and are connected to major players in other groups.<br />
  57. 57. Learning & Development Issues<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />How can Community help?<br /><ul><li> Identifying these critical hubs.
  58. 58. Capturing best practices
  59. 59. Connecting people more formally instead of relying on informal networks.
  60. 60. Providing opportunities for additional growth.</li></ul>Learning and Development<br /><ul><li> Is this person a top performer?
  61. 61. Are we providing opportunities for growth?
  62. 62. How do we transfer expertise to others?
  63. 63. Do we have a succession plan if he or she leaves?</li></li></ul><li>Implications for Innovation<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />Innovation<br /><ul><li> Is this person hoarding information or acting politically?
  64. 64. How do we ensure that information flows freely to other members of the group?
  65. 65. How do we surface other group member’s ideas?</li></ul>How can Community help?<br /><ul><li> Working around “gatekeepers.”
  66. 66. Capturing ideas from all employees, not just the “connected ones.”
  67. 67. Judging ideas and people on their merits rather than “homophily.”
  68. 68. Communicating formally.</li></li></ul><li>Talent Management Issues<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />How can Community help?<br /><ul><li> Identifying these lynchpins – the “bus guy”.
  69. 69. Capturing best practices.
  70. 70. Connecting people more formally instead of relying on informal networks.
  71. 71. Sharing the workload.
  72. 72. Succession planning.
  73. 73. Providing additional communication channels.</li></ul>Talent Management<br /><ul><li> Is this person way overworked or just supremely talented?
  74. 74. How do we spread the load to groom successors and even things out?
  75. 75. How do we prevent this concentration of power in the future?</li></li></ul><li>Communication Implications<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />How can Community help?<br /><ul><li> Providing opportunity for more connection between cross-functional roles.
  76. 76. Identifying the cross- pollinators in the group: talent management, leadership training etc…
  77. 77. Foster innovation.
  78. 78. Restore voice and vision to management.</li></ul>Communication<br /><ul><li> How do we enable more cross-functional relationships like these?
  79. 79. How do we foster more collaboration and innovation across groups?
  80. 80. How do we institutionalize sharing and contribution across teams? </li></li></ul><li>New Hire Impacts<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />How can Community help?<br /><ul><li> Connect new hires to “old salts.”
  81. 81. Enable new hires to more quickly integrate into existing networks.
  82. 82. Better utilize unique perspective of newbies.
  83. 83. Analyze participation to determine who is a “poor fit” or underperformer.</li></ul>On Boarding <br /><ul><li> How do we reduce time to competency and ramp new hires more quickly?
  84. 84. Are the lack of connections a result of poor performance / fit?
  85. 85. How do we improve performance or know when to take action?</li></li></ul><li>Implications for Retention and Alumni<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />Retention / Alumni <br /><ul><li> How do we prevent the loss of critical personnel?
  86. 86. How do we connect with alumni, particularly retired employees?
  87. 87. How do we work more effectively with “part- time” seniors?</li></li></ul><li>Linking On Boarding with Alumni<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />Gen Y + Alumni?<br /><ul><li> Gen Y exhibits almost no “generational friction.” They like Mom and Dad. They still look to Mom and Dad for advice.
  88. 88. Boomers at retirement age often want to “give back” and mentor.
  89. 89. Sounds like a problem solving itself.</li></li></ul><li>Implications for Recruiting<br />Sales<br />Marketing<br />Production<br />HR and Legal<br />R&D<br />Recruiting<br /><ul><li> How do we virtually extend the network into the world to help with recruiting?
  90. 90. Can we entice exceptional Gen Y candidates by building robust employee communities and social networks?</li></li></ul><li>Reimagining our Role…<br />
  91. 91. New questions we need to ask…<br /><ul><li>When do we need to “get out of the way?”
  92. 92. When does scale trump accuracy?
  93. 93. When does speed trump accuracy?
  94. 94. When does “correct and verified” actually result in “inaccurate and no longer valid”?
  95. 95. When do connections and collective wisdom trump individual expertise?
  96. 96. Where, how, and when is learning happening in the org or within the extended enterprise?
  97. 97. What role do we play in all of this?
  98. 98. What role should we play?
  99. 99. What role do you want to play?</li></li></ul><li>What skills / competencies / Expertise do we need?<br /><ul><li>HPT Experience, Knowledge Management, EPSS, Help Systems
  100. 100. Information topologies, experience with taxonomy & folksonomy
  101. 101. Network theory – strong, weak and potential ties; network effects
  102. 102. Long tail search concepts; Wisdom of Crowds concepts
  103. 103. Experience or understanding of “new school” moderation practices
  104. 104. Facilitation, trust, self-efficacy, team-building, authenticity
  105. 105. Reward and recognition models, intrinsic vs extrinsic rewards and motivation
  106. 106. Community management and community building
  107. 107. Consensus building, ability to drive a vision and change management</li></li></ul><li>Exercise #3: Be careful what you wish for…<br />Company decides it’s ready to try Learning 2.0 / Social Learning approaches<br />They give you absolute control over the program, plenty of budget, ability to make decisions that affect process etc…<br />Create a checklist of all of the things you need to think about to make that happen…<br />
  108. 108. Are you the pipe or the plumber?<br />45<br />
  109. 109. Best Case<br />Worst Case<br />You own it.<br />You start it.<br />You drive consensus.<br />You create governance council.<br />You expand your scope and professional opptys.<br />You elevate your status.<br />You are on the sidelines, watching other groups drive it.<br />You are relegated to the team that does compliance and mandatory training.<br />Your role is commoditized.<br />You become a support function.<br />
  110. 110. Questions<br />Contact<br /><br />@dwilkinsnh on Twitter<br />dwilkinsnh on LinkedIn<br /><br />