Twitter & Real Time Cultural & Organisational Challenge


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Presentation at Twitter conference in Manchester (5th October 2011)

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Twitter & Real Time Cultural & Organisational Challenge

  1. 1. How Twitter is forcing institutions to meet cultural & organisational challenges of a real time world Martin Thomas @crowdsurfing
  2. 2. 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>
  3. 3. Organisational & Cultural Challenge <ul><li>Dramatizing institutions’ structural, operational & cultural weaknesses </li></ul>Connected Consumer meets Disconnected Institution
  4. 4. “ 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
  5. 5. 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
  6. 6. 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>
  7. 7. 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”
  8. 8. 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>
  9. 9. 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
  10. 10. 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>
  11. 11. Accepting, Anticipating & Even Leveraging Mistakes
  12. 12. Which doesn’t mean having to tolerate flagrant abuses
  13. 13. 2. Open <ul><li>Transparency & honesty non negotiable </li></ul><ul><li>Capable of transforming reputations </li></ul>
  14. 14. 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>
  15. 15. Openness is … Non Negotiable Social Media is No Respecter of Secrets
  16. 16. Openness is … Non Negotiable “ For brands, Twitter is an option. For public services, it’s an obligation”
  17. 17. 3. Agile <ul><li>Ability to improvise & operate in close to real time & to act on real time information </li></ul>
  18. 18. 4. Informal <ul><li>Being willing to show a human face </li></ul>
  19. 19. Informal Access O2 Twinterviews with senior management  500+ new followers every time
  20. 20. Authenticity More Important Than Production Values
  21. 21. 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>
  22. 22. Numbers are Compelling <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>* McKinsey 2010
  23. 23. The Power of Communities Create Content Solve Problems Collaborate Contribute Ideas
  24. 24. The Power of Communities
  25. 25. 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>
  26. 26. @crowdsurfing Get your organisation & culture right … & the tweets will look after themselves