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Gimmicks to Game Changers


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Presentation to Social Media Britain

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Gimmicks to Game Changers

  1. 1. Social Media Through the Looking Glass Martin Thomas @crowdsurfing
  2. 2. Social Media Comes of Age?
  3. 3. A Market Matures <ul><li> Growing sophistication </li></ul>Gartner Hype Cycle
  4. 4. Growing Sophistication “ as social networks mature the individual platforms are beginning to demonstrate their core strengths & UK consumers are increasingly differentiating them” YouGov (Jul 11)
  5. 5. A Market Matures <ul><li> From gimmicks to game changers </li></ul>Gartner Hype Cycle
  6. 6. 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>
  7. 7. … 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>
  8. 8. 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>
  9. 9. Game Changers <ul><li>70% of companies regularly create value through use of web-based communities </li></ul><ul><li>Using customer communities to solve customer problems costs 10% of traditional call centres </li></ul><ul><li>Web 2.0 companies are more profitable </li></ul>* McKinsey 2010 * McKinsey 2010
  10. 10. 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>
  11. 11. 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>
  12. 12. Organisational & Cultural Challenge <ul><li>Dramatizing institutions’ structural, operational & cultural weaknesses </li></ul>Connected Consumer meets Disconnected Institution
  13. 13. “ 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
  14. 14. 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>
  15. 15. 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>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)
  16. 16. 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