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Cultural & Organisational Challenge of Social Media


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Presentation to Social Media Ireland Conference (18 Oct 2011)

Published in: Technology, Business
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Cultural & Organisational Challenge of Social Media

  1. 1. Social Media and the Cultural/ Organisational Challenges of a Real Time World Martin Thomas @crowdsurfing
  2. 2. A Market Matures <ul><li> From gimmicks to game changers </li></ul>Gartner Hype Cycle
  3. 3. Gimmicks Play Important Role <ul><li>Beta test ideas & technologies </li></ul><ul><li>Build audiences </li></ul><ul><li>Excite media  Generate publicity </li></ul>
  4. 4. … but Gimmicks Have Limitations <ul><li>Exacerbate market fixation with tactics, trivia & technology </li></ul><ul><li>Perceived as superficial  Fail to be taken seriously in the boardroom </li></ul><ul><li>Limited impact beyond press office  Fail to transform markets & businesses </li></ul>
  5. 5. Game Changers <ul><li>Transform organisations & working practices </li></ul><ul><li>Create new markets & business models </li></ul><ul><li>Set trends that others will follow </li></ul>
  6. 6. Game Changers <ul><li>Transforming public services </li></ul><ul><li>Supercharging customer services </li></ul><ul><li>Creating new business models </li></ul><ul><li>Meeting organisational & cultural challenges  </li></ul>
  7. 7. Organisational & Cultural Challenge <ul><li>Social media is driving new behaviours & heightening expectations </li></ul>Real time problem solving  Real time expectations Instant access, instant response, instant gratification “living life through shortcuts” MTV “ The trouble with McDonald’s is it’s too bloody slow” <ul><li>Amplifying cultural trends </li></ul>
  8. 8. Organisational & Cultural Challenge <ul><li>Dramatizing institutions’ structural, operational & cultural weaknesses </li></ul>Connected Consumer meets Disconnected Institution
  9. 9. “ Digital communications is a destabilizing force in a bureaucratic environment. And I am sitting right in the middle of a bureaucratic environment.’” Senior corporate communications director “ We’re not set up for this shit” UK CEO
  10. 10. Why Many Institutions Struggle <ul><li>Not configured to work in real time, in terms of speed or resources </li></ul>* Critical response time for responding to negative comments * Critical response time for responding to negative comments 10 minutes 60 minutes
  11. 11. Thriving by Loosening Up <ul><li>Operational & cultural traits of successful organisations </li></ul><ul><ul><li>Trusting </li></ul></ul><ul><ul><li>Open </li></ul></ul><ul><ul><li>Agile </li></ul></ul><ul><ul><li>Informal </li></ul></ul><ul><ul><li>Collaborative </li></ul></ul>
  12. 12. <ul><li>Organisations & people that struggle with this new world </li></ul><ul><ul><li>Hierarchical </li></ul></ul><ul><ul><li>Bureaucratic </li></ul></ul><ul><ul><li>Process oriented </li></ul></ul><ul><ul><li>Distrustful </li></ul></ul>Tight Thinkers Need Not Apply 90% of public sector bodies restrict staff use of social media to some extent (Socitm 2010) 67% block access entirely (v. 20% in private sector) (Socitm 2010)
  13. 13. Tight Thinkers Need Not Apply <ul><li>Organisations & people that struggle with this new world </li></ul><ul><ul><li>Hierarchical </li></ul></ul><ul><ul><li>Bureaucratic </li></ul></ul><ul><ul><li>Process oriented </li></ul></ul><ul><ul><li>Distrustful </li></ul></ul>“ the approval time for each Tweet, by the time it had gone through compliance and tone of voice, used to be 10 days”
  14. 14. 1. Trusting <ul><li>Bedrock of strong internal culture </li></ul><ul><li>Allows shared responsibility & real time decision making </li></ul><ul><li>The best company rulebook ever written? </li></ul>
  15. 15. Nordstrom Revisited “ Prescriptive rules have the effect of infantilising staff & make it harder for them to adapt to different situations. This goes as much for digital communications as for selling socks … Like the Nordstrom handbook we’re trusting staff to follow the spirit, not just the letter, of our guidelines” Meg Pickard, writing about The Guardian’s new social media guidelines, November 2010
  16. 16. A Trusting Organisation <ul><li>“ We have issued 31 thousand Tweets none of which have been approved (it would defeat the object)” Martha Roberts, Royal Mail </li></ul>
  17. 17. 2. Open <ul><li>Transparency & honesty non negotiable </li></ul><ul><li>Capable of transforming reputations </li></ul>
  18. 18. Openness is … <ul><li>Being transparent </li></ul><ul><li>Engaging critics & embracing criticism </li></ul><ul><li>Encouraging real conversations with people inside & outside the organisation </li></ul>
  19. 19. Openness is … Non Negotiable Social Media is No Respecter of Secrets
  20. 20. Openness is … Non Negotiable “ For brands, Twitter is an option. For public services, it’s an obligation”
  21. 21. 3. Agile <ul><li>Ability to improvise & operate in close to real time & to act on real time information </li></ul>
  22. 22. 4. Informal <ul><li>Being willing to show a human face </li></ul>
  23. 23. Authenticity More Important Than Production Values
  24. 24. 5. Collaborative <ul><li>Tapping into spirit of collective self expression </li></ul><ul><li>Leveraging people’s willingness to shape service & product offers </li></ul>
  25. 25. The Power of Communities Create Content Solve Problems Collaborate Contribute Ideas
  26. 26. The Power of Communities
  27. 27. Thriving by Loosening Up <ul><ul><li>Trusting </li></ul></ul><ul><ul><li>Open </li></ul></ul><ul><ul><li>Agile </li></ul></ul><ul><ul><li>Informal </li></ul></ul><ul><ul><li>Collaborative </li></ul></ul>
  28. 28. In Summary <ul><li>Are you delivering gimmicks or gamechangers? </li></ul><ul><li>Get the culture & organisation right and the social media will look after itself </li></ul> @crowdsurfing