Social Business Strategy & ExecutionChristopher S. Rollyson and AssociatesPlan | Learn | Scale | Integrate | ManageEntire ...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingOverview: Guidan...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingBackground: Rese...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingBackground: Rese...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingRankings: Top10 ...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingRankings: Top10 ...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingRankings: Top10 ...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingInterpreting Res...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingInterpreting Res...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingInterpreting Res...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingUsing Results: S...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingUsing Results: G...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingUsing Results: G...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingUsing Results: G...
Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefing15Using Results:...
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Guidance for Firms: Building a Social Business Advisory Practice [Advisory & Services Firm Social Business Adoption]

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Advisory & Services Firm Social Business Adoption 2012 is a research survey that looks at social business advisory/consulting firms in a new way. Using quantitative methods, I compared advisors/consultants according to the needs of clients who want to transform their organizations with social business. The twelve metrics measure firms’ performance in business impact, sociality and transformation areas and rank firms within firm categories and overall. Now consulting firms can use these metrics for guidance in building out their social business practices. In addition, prospective clients can compare Strategy firms, Big Four firms, Agencies, Analysts, Enterprise I.T. firms and Pureplays quantitatively.

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Guidance for Firms: Building a Social Business Advisory Practice [Advisory & Services Firm Social Business Adoption]

  1. 1. Social Business Strategy & ExecutionChristopher S. Rollyson and AssociatesPlan | Learn | Scale | Integrate | ManageEntire contents © 2012-2013 by Christopher S. RollysonGuidance for Firms:Building a Social Business Advisory PracticeAdvisory & Services Firm SocialBusiness Adoption 2012ExecutiveBriefing
  2. 2. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingOverview: Guidance for Firms–Building a Social BusinessAdvisory Practice• Research survey analyzes advisory firms in a new way:– Firms ability to serve clients who want to transform theirorganizations with social business– 12 metrics rank social business Practice & Leadership ofStrategy, Enterprise I.T., Analyst, Big Four, Pureplay andAgency (MAP*) firms—against peers & overall• The survey explicitly serves advisory firms:– Metrics educate firm executives about social businesscompetencies and practices– Rankings enable useful comparisons of diverse firm types• Contents of this Executive Briefing:– Background summarizes design principles, mission, methods and definitions– Rankings compare firms Overall, Practice and Leadership scores– Interpreting Results discusses firm rankings and capabilities in terms of clientsuse cases and positions in social business life cycle– Using Results offers explicit guidance for using rankings and building socialbusiness practices2* Marketing/Advertising/PR
  3. 3. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingBackground: Research Survey Design Principles• Social business uses social technologies for collaboration, so itdiffers from social media, which focuses on marketing/promotion.• Web-style emergent collaboration enables unprecedented productivity.• Organizations are not designed to enable emergent collaboration, so theymust transform business processes & culture to survive, medium/long-term.• Organizations must develop native social business skills; stakeholdersincreasing prefer and support organizations that collaborate with them.• Social business success is based on relating, which requires higher orderskills than promoting; relating enables trust, sharing and collaboration.• Advisory firms competencies are relevant to social business, but firms arejust perceiving the potential; they are exploring how to meet the market.• Advisory firms will have to get more "social" to be competent and credible.3
  4. 4. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingBackground: Research Survey on Advisory FirmSocial Business4• Mission– Educate clients and firms about the importance of social businessPractice in firms ability to guide clients social business-led transformation– Introduce metrics for social business that distinguish it from social media– Highlight the need for organizational change to unlock value from social business• Method– Designed metrics to measure firms capabilities in advising clients on socialbusiness-led transformation of organizations– Created assessment workflow and use case in which a client team evaluatesadvisory firms for their ability to advise on social business-led transformation– Selected firms based on public commitment to social business as transformation– Applied workflow and metrics to evaluate firms main domains, linked socialpresences, and related public data– Analyzed data, and created Overall, Practice and Leadership rankings– Interpreted rankings and wrote advisories for clients and firms• Definitions– Leadership rankings show firms commitment as reflected by public content– Practice rankings emphasize firms social business practices
  5. 5. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingRankings: Top10 OverallDefinition• Overall combines Practice andLeadership scores.• Practice weighted more heavily.• General indication of firms all-around investment in socialbusiness as transformation.• High Overall doesnt necessarilymean best advisors to other firms.Analysis• Dell, Forrester & Salesforce bestpractitioners and understanding ofsocial business transformation.• Pureplays strong scores due to Practice.• Analysts and Enterprise I.T.s strongscores due to Leadership.• Top scores only reached two thirdspossible points, so room to grow.5Dell Forrester Salesforce Accenture IBM SideraWorks Dachis IDC Gartner Infosys SxD Possible974646464851525354626668See the list of firms and categories:http://tinyurl.com/homesbadpt13
  6. 6. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingRankings: Top10 PracticeDefinition• Compares completeness of firmssocial business practices/servicesand their use of social technologies.• Practice metrics:– Practice Definition, Social BusinessLife Cycle, Sociality, Point of View,Leader Blog, Interactivity andPersonabilityAnalysis• Pureplays, Enterprise I.T. & Strategyfirms score highest in Practice.• Enterprise I.T. focus on pull-throughfor legacy products/services.• Pureplays focus on social businessadvice.• Strategy firms understandenterprise transformation.6Dell Dachis Sidera SxD Forrester Salesforce Altimeter ConstRG CapG McKinsey Booz BCG AT Kearney Edelman Possible612525252525252828373740404343See the list of firms and categories:http://tinyurl.com/homesbadpt13
  7. 7. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingRankings: Top10 LeadershipDefinition• Shows firms understanding of andinvestment in social business astransformation.• Leadership metrics:– Momentum, Collaboration, CaseStudy, Tools, Firm Posts, Influence• Leadership can be a false indicatorfor ability to advise organizations.Analysis• Enterprise I.T., Analysts & Big Fourscore highest in Leadership.• Leadership scales in traditional way:thought leadership and marketing.• Leaders also monetize most easily:– Enterprise I.T.: legacy pull-through– Analysts: research products– Big Four: risk management7IBM Accenture Forrester Gartner IDC Deloitte Dell Salesforce Infosys E&Y Possible3620242525262627293234See the list of firms and categories:http://tinyurl.com/homesbadpt13
  8. 8. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingInterpreting Results: Social Business Life CycleAnalysis• Each phase of the life cycle requiresdifferent competencies.• Advisors map to different phases ofthe life cycle.• Clients have to hire complementaryadvisors in 2013; none cover it all.• Analysts are limited to Feasibilityand minimal Strategy.• MAP* is between Strategy & Pilot, cantfully cover any phase of the life cycle.• Strategy and Big Four firms cancover Feasibility, much of Strategyand part of Integrate, but little/nonein Pilot or Scale.• Enterprise I.T. and Pureplays fullycover Pilot, part of Strategy andScale.8Big FourAnalystsS o c i a l B u s i n e s s L i f e C y c l eFeasibility Strategy Pilot Scale IntegrateEnterprise I.T.PureplaysStrategy MAP* Marketing/Advertising/PR
  9. 9. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingInterpreting Results: Client Social BusinessUse Cases• Fix the Fire Drill—an external event raises social business priority: Thebusiness gets embarrassed, a competitor has a major social media win, or abusiness deal gets affected. Leadership wants to “fix it,” so it doesn’t repeat.Strong focus on Strategy and mentoring in Pilot.• Upgrade Social Media—the business has been practicing social media for1-4 years and has seen promotional results but few real business returns. Itwants to reevaluate efforts before investing further. Requires strong focus onStrategy and mentoring in Pilot.• Catch the Leaders—businesses with conservative cultures have avoidedsocial technologies; now they worry about being left behind. They want tomitigate risks while moving aggressively to outperform leaders across the lifecycle. Strong focus on Strategy, and mentoring in Pilot and Scale.• Herd the Cats—leaders want to use strategy across brands to provide a keelthat resonates with corporate strategy; they also want a social business“center of excellence” to serve several brands. Requires due diligence duringFeasibility, strong focus on Strategy, and mentoring in Pilot and Scale.• Transform the Enterprise—management wants to restructure the business,so it evaluates social business as an enabler. Due diligence in Feasibility, strongfocus on Strategy, mentoring in Pilot and strong guidance in Scale & Integrate.9
  10. 10. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingInterpreting Results: Social Business Use CasesAnalysis• Fix Fire Drill and Upgrade SocialMedia are usually more tactical anddon’t require Feasibility, but they dorequire Strategy and Pilot.• Catch Leaders has a controlledsense of urgency, aims to outperformrivals by executing better.• Catch Leaders, Herd Cats andTransform Enterprise are morestrategic and address more phasesof the life cycle.• Fix Fire Drill and Upgrade SocialMedia will eventually extend toScale and Integrate, which are outof scope for these use cases.10S o c i a l B u s i n e s s L i f e C y c l eFeasibility Strategy Pilot Scale IntegrateFix Fire DrillUpgrade Social MediaCatch LeadersHerd CatsTransform Enterprise➡ This paper has in-depth descriptions of use cases & how they work
  11. 11. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingUsing Results: Social Business Use Cases & FirmsAnalysis• Select the use case that best fitsyour competencies to start building.• Doing strategy is more macro inFeasibility, more micro in Strategy.• Strategy recommends pilots, soAnalyst, Strategy & Big Four firmshave limited ability in socialbusiness strategy.• Practice ratings vital in Pilot & Scale.11Fix Fire DrillUpgrade Social MediaCatch LeadersHerd CatsTransform EnterpriseBig FourAnalystsS o c i a l B u s i n e s s L i f e C y c l eFeasibility Strategy Pilot Scale IntegrateEnterprise I.T.PureplaysStrategy MAP
  12. 12. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingUsing Results: Guidance for Firms [General]12* Marketing/Advertising/PRYour firm is likely evaluating social business for your own use,as a potential service offering or both. You can use rankings as toolsto build your capabilities to meet growing demand for social businesswhile gracefully avoiding the deflating demand for social media.• Study this survey’s Strategy, Big Four, Enterprise I.T., Analyst, Pureplay andMAP reports via its home page. Learn how the rankings and metrics work.Note that all include separate advice for firms and clients.• Social business has a strong defensive aspect: when my clients have openedcontinuous, spontaneous communication with stakeholders, they have seenemerging market developments affecting their legacy businesses. Offensively,they can launch new offers and make legacy offers more relevant.• Examine the Social Business Life Cycle. What parts of the life cycle are mostrelevant to your firm and related practices? You can start and expand.• Evaluate your partners’/principals’ "social" presences. Who is already havingsubstantial interactions with a professional-yet-personal demeanor? Start witha few people; motivation and skill counts more than position in your hierarchy.• Choose one or more visionary partners as champions who need not be strongsocial business practitioners (although that helps); they should understandand commit to its value proposition to clients and your firm.
  13. 13. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingUsing Results: Guidance for Firms [Practice]13* Marketing/Advertising/PRUse Practice metrics to study IBM, Accenture, McKinsey, AT Kearney,Dell, Deloitte & Dachis; compare your firm to theirs: 1) how theyuse social technologies; 2) their social business service offerings.• IBM has many presences & thought leadership on social business transformation.• Dell leads in integrating forums and client/customer voice into its main domain.• Accenture has the best description of its social business services.• Deloitte has a nice mix of social business services and thought leadership,but it drops the ball in relating; this is the rule for firms, not the exception.• Dachis has an “approachable/professional” persona and an active blog.• AT Kearney features little social business content and no services, but itsbest in class in personability; leading partners show that they understandsocial business transformation, and they are approachable yet credible. Theyare the only Strategy firm that has significantly dropped “firmspeak."• McKinsey has invested in social business thought leadership for years, and its“The Social Economy” is best in class. Read it. Thoroughly. Note thetransformation argument, rationale and call to action.• Learn from firms weaknesses. Most lose points because they dont addressthe Social Business Life Cycle, services are scattershot, and they haveminimal leaders relating online and thus no credibility. Most cling to firmspeak.
  14. 14. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefingUsing Results: Guidance for Firms [Leadership]14* Marketing/Advertising/PRUse Leadership metrics for guidance in how to communicateand project your point of view on social business—and how yourelate to adoption.• Firms that project Leadership ahead of their ability to deliver (Practice) losecredibility with astute clients/prospects. Most firms that led the survey inLeadership had woefully scant descriptions of their social business services.• Practice trumps Leadership because it delivers; firms need to show theircompetence through their partners and principals online interactions.• Watch Analyst firms, especially Forrester, Constellation Research andAltimeter. Although they do not field substantial transformation services, theyunderstand the social business value proposition, and all use socialtechnologies very well.• Leadership should be less important to you until you have a strategy for yourfirm’s social business services.➡Read detailed advice for advisory firm types in category reports (over)
  15. 15. Guidance for Firms: Building a Social Business Advisory Practice3/15/13CopyrightedmaterialExecutiveBriefing15Using Results: Action Steps• Get reports on the research survey microsite:– http://tinyurl.com/homesbadpt13– Executive summary expands this briefing– Category reports for Strategy, Big Four, Analyst,Agency, Enterprise I.T., Pureplay offer more detailedinterpretation and guidance– More on survey design: http://tinyurl.com/prevsbadpt13• Order individual firm analyses or research surveys:– I advise firms and organizations on maturing theirsocial business practicesRelated thought leadership• The Social Channel shows how social business isdriving global social, political and economic change:– http://socialchannel.biz• Learn from social business videos and case studies:– http://www.socialbusinessservices.biz/resources/Contact• http://rollyson.net• http://about.me/csrollyson• iphone - chris@rollyson.net• iphone +1.312.925.1549• skype/IM - csrollyson

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