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Lane Becker at SBS2010

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Lane Becker of GetSatisfaction.com on "Work Like the Network"

Businesses can only see explosive success in the networked economy if they can retool their structures, their cultures, and their base philosophies to be more like the Internet itself. The way people interact, communicate, and make decisions needs to become looser, edge-based, decentralized, open, highly interconnected, and transparent -- just to name a few. In this talk, we'll range around between the lofty and the practical, talking not only about what has to change but showing examples of how companies have done this and the kinds of success that can follow.

Published in: Business

Lane Becker at SBS2010

  1. 1. WORK LIKE THE NETWORK Losing Control: 8 Steps to Success in a post 2.0 World
  2. 2. BUSINESSES THRIVE ON THE NETWORK WHEN THEY ADAPT TO THE NETWORK NOT THE OTHER WAY AROUND
  3. 3. “blog”
  4. 4. “ajax”
  5. 5. 36,000 companies
  6. 6. When Social Systems meet Customer Service
  7. 7. When Social Systems meet Customer Service Product Ideation Immersive Testing Launch Customer Service New Products, Buyers, Features, Buzz, Promotion, Problems, Questions, New Uses Pricing, Service Marketing Ideas
  8. 8. When Social Systems meet Customer Service Customer Service Product Ideation Immersive Testing Launch Problems, Questions, New Products, Buyers, Features, Buzz, Promotion, Ideas New Uses Pricing, Service Marketing
  9. 9. When Social Systems meet Customer Service Customer Service Product Ideation Immersive Testing Launch Problems, Questions, New Products, Buyers, Features, Buzz, Promotion, Ideas New Uses Pricing, Service Marketing Social Effects
  10. 10. Social business love the customer http://www.flickr.com/photos/kendrick/
  11. 11. http://www.flickr.com/photos/claudio_ar/ But most business is anti-social
  12. 12. Outsourced Call Centers FAQs Trouble Ticket Systems
  13. 13. Bad metrics & measurements...
  14. 14. ...Lead to this
  15. 15. Friction-free communication is the new norm
  16. 16. BUSINESSES THRIVE ON THE NETWORK WHEN THEY ADAPT TO THE NETWORK NOT THE OTHER WAY AROUND
  17. 17. Networks are nothing new
  18. 18. It was about moving goods
  19. 19. HIERARCHIES BECAME NECESSARY TO MANAGE SCALE
  20. 20. A new kind of network
  21. 21. Server crashes aren’t train crashes
  22. 22. Linking create new kinds of value chains
  23. 23. http://www.flickr.com/photos/takomabibelot/ Value exists externally
  24. 24. Practically speaking...
  25. 25. http://www.flickr.com/photos/claudio_ar/ From this
  26. 26. To this http://www.flickr.com/photos/libraryman/
  27. 27. What does it mean to be social? http://www.flickr.com/photos/kendrick/
  28. 28. Three things
  29. 29. Three things 1. Organizations understand their customers are out there now.
  30. 30. Three things 1. Organizations understand their customers are out there now. 2. Every part of the organizational value chain is now aware of the customer and the impact that can have on their piece of the business.
  31. 31. Three things 1. Organizations understand their customers are out there now. 2. Every part of the organizational value chain is now aware of the customer and the impact that can have on their piece of the business. 3. Most organizations have no idea what to do about that.
  32. 32. http://www.flickr.com/photos/bachmont/ WAYS ORGANIZATIONS ARE CHANGING
  33. 33. http://saveabunny.com/
  34. 34. FROM CONTROL TO CACOPHONY (1)
  35. 35. YOU’RE JUST A NODE http://www.flickr.com/photos/generated/
  36. 36. Home sweet home
  37. 37. Customers lead the conversation
  38. 38. Change happens faster than organizations can process
  39. 39. We can handle it “They walk fast and they walk adroitly. They give and they take, at once aggressive and accommodating. With the subtlest of motions they signal their intention to one another.” William Whyte, City (1969)
  40. 40. http://www.flickr.com/photos/oskay/ Iteration iteration iteration iteration iteration
  41. 41. FROM PROCESS TO FLOW (2)
  42. 42. Less hierarchy
  43. 43. More improvisation
  44. 44. Waterfall to washing machine http://www.slideshare.net/leisa/
  45. 45. FROM DOCUMENTATION TO COLLABORATION (3)
  46. 46. FROM PREVENTION TO RECOVERY (4)
  47. 47. Fear of competition
  48. 48. Impossible to hide
  49. 49. Youa culpa
  50. 50. Pixar is a community in the true sense of the word. We think that lasting relationships matter, and we share some basic beliefs: Talent is rare. Management’s job is not to prevent risk but to build the capability to recover when failures occur. It must be safe to tell the truth. -Ed Cartmill, President, Pixar (Harvard Business Review)
  51. 51. FROM WALLS TO WINDOWS (5)
  52. 52. Secrecy is obsolete
  53. 53. It’s not clear where your interests end and others begin
  54. 54. Edges everywhere
  55. 55. Edges everywhere
  56. 56. Edges everywhere Edges everywhere
  57. 57. Edges everywhere
  58. 58. FROM OWNERSHIP TO STEWARDSHIP (6)
  59. 59. When we try to pick out anything by itself, we find it hitched to everything else in the universe. - John Muir
  60. 60. ABOUT WEEK 3 I REALIZED I WASN’T IN CHARGE ANYMORE. - TED RHEINGOLD CEO, DOGSTER
  61. 61. Aligning the grains
  62. 62. “Don’t be evil.”
  63. 63. http://getsatisfaction.com/ccpact
  64. 64. In Summary
  65. 65. http://www.flickr.com/photos/claudio_ar/
  66. 66. http://www.flickr.com/photos/libraryman/
  67. 67. Three things 1. Organizations understand their customers are out there now. 2. Every part of the organizational value chain is now aware of the customer, and the impact that can have on their piece of the business. 3. Most organizations have no idea what to do about that.
  68. 68. http://www.flickr.com/photos/kendrick/
  69. 69. What does all this mean for... 1. Customer service? 2. Marketing and Brand development? 3. Product development? 4. Business development? 5. Advertising? 6.Human Resources?
  70. 70. Lane Becker Email at lane@getsatisfaction.com AIM at monstro9 Twitter @monstro Facebook at /laneb Phone at 1-415-867-1708 http://www.flickr.com/photos/blackbeltjones/

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