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Enterprise Storytelling for Networks

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These are slides from a talk I gave on November 17, 2012 to students from NYU's Wagner School for Public Service, the School of Visual Arts and Columbia University's School of International and Public Affairs as part of the 2012 Social Enterprise Boot Camp. Most slides require some notes.

Transcript

  1. 1. Enterprise Storytelling for Networks Designing content and communications for the social enterprise 2012 Social Enterprise Boot Camp
  2. 2. My name is Ian Fitzpatrick. I come from Boston. I lead the research team at Almighty. I work with groups like MassChallenge. I used to work at places like Euro RSCG and Mattel. @ianfitzpatrick 2012 Social Enterprise Boot Camp
  3. 3. Before we get started: Thank You. Making things is what binds us to one another. 2012 Social Enterprise Boot Camp
  4. 4. Storytelling for networks is not new. Things have just become a lot faster and cheaper. 2012 Social Enterprise Boot Camp
  5. 5. Faster and cheaper are physical changes, not chemical changes. This is important because it means we’re not starting from scratch. 2012 Social Enterprise Boot Camp
  6. 6. But, if networks inherently lend us scale and amplification, then our storytelling had better be tight. 2012 Social Enterprise Boot Camp
  7. 7. 5 provocations* for the social enterprise 1. Let’s rethink the ways in which we view our organizations 2. Design for networks 3. Understand the value of currency 4. Do awesome things, and then tell their stories 5. Place a lot of small bets * tip of the hat to danah boyd for the inspiration here 2012 Social Enterprise Boot Camp
  8. 8. 1. Let’s rethink the ways in which we view our organizations 2012 Social Enterprise Boot Camp
  9. 9. Before we can effectively design for networks, we need to understand the implications of the ways we talk about ourselves. 2012 Social Enterprise Boot Camp
  10. 10. How do you answer when someone asks you: ‘what does your organization do?’ 2012 Social Enterprise Boot Camp
  11. 11. This is not a question about your brand. It’s not about positioning or differentiating, either. Networks are made of people, and people don’t talk like that. 2012 Social Enterprise Boot Camp
  12. 12. DO THIS: Write down what your organization does. A. Use complete sentences B. Keep it to 2-3 sentences, max C. Write it as if you’re telling someone at a party 2012 Social Enterprise Boot Camp
  13. 13. Before we look at what you wrote down, let’s talk about friction. 2012 Social Enterprise Boot Camp
  14. 14. Friction means two things to us, and they’re both important. 2012 Social Enterprise Boot Camp
  15. 15. 1 Friction is a useful force because it gives us something to latch on to. When we tell stories, we want to maximize this kind of friction, because it’s what helps our audiences relate to them. 2012 Social Enterprise Boot Camp
  16. 16. We can maximize this property of friction by making our stories relevant, compelling and easy to understand. 2012 Social Enterprise Boot Camp
  17. 17. 2 Friction can be troubling because it impedes our momentum. When we want to reach networks, we work to minimize this property. 2012 Social Enterprise Boot Camp
  18. 18. To speed the flow of our stories through networks, we need to remove barriers to their re-telling. 2012 Social Enterprise Boot Camp
  19. 19. DO THIS: Try revising your description to optimize for friction. A. Focus on amplifying the compelling parts B. Think about making it easier to re-tell 2012 Social Enterprise Boot Camp
  20. 20. You will find that road-testing your stories with users is infinitely more-valuable than circulating it within your own community. 2012 Social Enterprise Boot Camp
  21. 21. 2. Design for networks 2012 Social Enterprise Boot Camp
  22. 22. If your social enterprise serves as middleware in a supply chain, please ignore this next section. Also: you have the most unique business model ever. 2012 Social Enterprise Boot Camp
  23. 23. “For over 80 years the adidas Group has been part of the world of sports on every level, delivering state-of- the-art sports footwear, apparel and accessories. Today, the adidas Group is a global leader in the sporting goods industry and offers a broad portfolio of products.” Is that a story you’d re-tell? 2012 Social Enterprise Boot Camp
  24. 24. “Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.” This one is self-evident, right? 2012 Social Enterprise Boot Camp
  25. 25. It’s very difficult to tell stories to networks without first making them relevant to other people. 2012 Social Enterprise Boot Camp
  26. 26. The constant pursuit of markets encourages us to talk about how we fit into them, not how we fit into people’s lives. 2012 Social Enterprise Boot Camp
  27. 27. Consider the signal to noise ratio that the people who will use your product or service are faced with. 2012 Social Enterprise Boot Camp
  28. 28. Most of the things we make are for the benefit of people or systems (or both). 2012 Social Enterprise Boot Camp
  29. 29. Why, then, are people so-often absent from explanations of what organizations do? 2012 Social Enterprise Boot Camp
  30. 30. The concurrent rise of the social enterprise and interest in user experience is not coincidental. Social design is, by definition, Human Centered Design. 2012 Social Enterprise Boot Camp
  31. 31. DO THIS: Try re-framing what you do in more-human terms. A. If you run into problems, try finding a spot for the phrase ‘for people’ in your description. 2012 Social Enterprise Boot Camp
  32. 32. 3. Understand the value of currency 2012 Social Enterprise Boot Camp
  33. 33. Great storytellers understand that some stories travel better than others. 2012 Social Enterprise Boot Camp
  34. 34. So let’s talk about baked goods. Specifically, let’s talk about fresh, hot baked goods. 2012 Social Enterprise Boot Camp
  35. 35. This is the Albion Cafe in Shoreditch, London. When people ask me about organizations that design for networks well, this is where I start. 2012 Social Enterprise Boot Camp
  36. 36. Stories designed for networks require currency. Like friction, currency comes in a few flavors: 1. The value derived from access to content & information that people want. 2. The value derived from the opportunity to propagate content and information 2012 Social Enterprise Boot Camp
  37. 37. This is BakerTweet. It lives in the kitchens at Albion, right next to the ovens. 2012 Social Enterprise Boot Camp
  38. 38. It creates content with real currency for a small, highly-localized population. (__________ is fresh and hot right now, and if you get here quickly, you can have access to it.) 2012 Social Enterprise Boot Camp
  39. 39. If you think about it, BakerTweet also creates currency for its followers, who get to be the owners and distributors of this information through human networks (i.e. offices). Don’t ever under-estimate the value of that. 2012 Social Enterprise Boot Camp
  40. 40. DO THIS: Start a quick list of things you make that have social currency. 1. Start with a list of things that you make that provide value in the form of access to information. 2. Move on to a list of things you make that provide currency in the form of opportunity to propagate information. 2012 Social Enterprise Boot Camp
  41. 41. If 50% of Facebook users left the site tomorrow, two groups of people would lose a ton of value: 1. Facebook shareholders 2. The remaining 50% of Facebook’s users 2012 Social Enterprise Boot Camp
  42. 42. This is called Metcalfe’s Law, and it’s really important to you. 2012 Social Enterprise Boot Camp
  43. 43. It’s a big part of the reason that you’re hearing so much about Waze right now. 2012 Social Enterprise Boot Camp
  44. 44. Adding scale to a network should create value for each user, not just each shareholder. 2012 Social Enterprise Boot Camp
  45. 45. DO THIS: Make a note of ways in which your customers & users would (meaningfully) benefit as your organization scales. A. This is really hard, but don’t give up. B. Great organizations might have only a handful of meaningful answers to this question. 2012 Social Enterprise Boot Camp
  46. 46. 4. Do awesome things, and then tell their stories 2012 Social Enterprise Boot Camp
  47. 47. You started something because you thought you could make something that people wanted. There’s a story there worth telling. 2012 Social Enterprise Boot Camp
  48. 48. Stories of how we make things have resonance because they reveal decisions and intent. They’re proof that we don’t make arbitrary choices (and ask that our customers live with them). 2012 Social Enterprise Boot Camp
  49. 49. Stories of how we make things are different from stories of why we make things. Do not cross the streams. 2012 Social Enterprise Boot Camp
  50. 50. “We have found the choices we make have a profound effect on creating the flatbread experience” 2012 Social Enterprise Boot Camp
  51. 51. DO THIS: Note a story behind something you’ve made that would reveal the decisions behind it. 1. Consider how resonant the story would be. 2. What would it reveal about your organization? 3. Who would you tell the story to? 4. Could they re-tell it? 2012 Social Enterprise Boot Camp
  52. 52. Make stuff people want > Making people want stuff. This might be the most important idea in the marketplace right now. Credit to John Willshire. 2012 Social Enterprise Boot Camp
  53. 53. When you make something, you almost always make something else. We usually talk about byproducts as bad things. We’re usually wrong. 2012 Social Enterprise Boot Camp
  54. 54. Uber makes it easier to get from point A to point B. They also make it easier for car operators to move ‘distressed inventory’. That’s not all that the service does, though. 2012 Social Enterprise Boot Camp
  55. 55. Uber users generate a ton of data about places that we are, and the places we want to get to. Through the proper lens, this data can be turned into highly-spreadable content. 2012 Social Enterprise Boot Camp
  56. 56. “The parts of San Francisco that have the most prostitution, alcohol, theft and burglary also have the most Uber rides! Party hard but be safe, Uberites!” 2012 Social Enterprise Boot Camp
  57. 57. OK Cupid is a dating site. The data it generates is astonishing. Again, this data has inherent social currency. 2012 Social Enterprise Boot Camp
  58. 58. “Beyond the words the interesting thing is how men’s and women’s preferences change with age.” 2012 Social Enterprise Boot Camp
  59. 59. In both cases, the data is well-suited to networks not because the stories are inherently compelling, but rather because they’re inherently about us. 2012 Social Enterprise Boot Camp
  60. 60. DO THIS: Start a list of byproducts of the things you deliver. 1. This is hard, take your time 2. How are they about people — specifically the people you want to carry your story? 2012 Social Enterprise Boot Camp
  61. 61. 5. Place a lot of small bets 2012 Social Enterprise Boot Camp
  62. 62. Most of us have to make room in our lives for the things that are important* to us. * Your organization, however amazing and unique, is probably not one of these things 2012 Social Enterprise Boot Camp
  63. 63. For a long time, communications were predicated on the sequential consumption of messages, hence the phrase ‘communications stream’. 2012 Social Enterprise Boot Camp
  64. 64. In an ecosystem defined increasingly by search and word of mouth (social), sequence is a lot less relevant to the way we process things. 2012 Social Enterprise Boot Camp
  65. 65. Design communications around matrices, not linear timelines. 2012 Social Enterprise Boot Camp
  66. 66. “Be useful, entertaining, interesting and playful in service of people” - Gareth Kay 2012 Social Enterprise Boot Camp
  67. 67. Does it matter where you jump in? 2012 Social Enterprise Boot Camp
  68. 68. What about here? 2012 Social Enterprise Boot Camp
  69. 69. An ongoing series of lightweight interactions is going to be more effective than betting heavily on people engaging with rich experiences. 2012 Social Enterprise Boot Camp
  70. 70. DO THIS: Start a list of small experiments that you could try. Pick one to do first. 1. These should be designed to express part of your story, not the totality of THE BRAND. 2. Pro tip: make them either useful or delightful to people. Even better, make them both. 2012 Social Enterprise Boot Camp
  71. 71. Did the provocations provoke? The point here is to ask questions that lead to a more-mindful approach to telling the story of your organization. The mechanics of how and when and where you do things are important, but subordinate to an understanding and clear articulation of what you do and why people might care. I sincerely hope that this was helpful. 2012 Social Enterprise Boot Camp
  72. 72. Question time bit.ly/ZNLHym @ianfitzpatrick 2012 Social Enterprise Boot Camp

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  • Description

    These are slides from a talk I gave on November 17, 2012 to students from NYU's Wagner School for Public Service, the School of Visual Arts and Columbia University's School of International and Public Affairs as part of the 2012 Social Enterprise Boot Camp. Most slides require some notes.

    Transcript

    1. 1. Enterprise Storytelling for Networks Designing content and communications for the social enterprise 2012 Social Enterprise Boot Camp
    2. 2. My name is Ian Fitzpatrick. I come from Boston. I lead the research team at Almighty. I work with groups like MassChallenge. I used to work at places like Euro RSCG and Mattel. @ianfitzpatrick 2012 Social Enterprise Boot Camp
    3. 3. Before we get started: Thank You. Making things is what binds us to one another. 2012 Social Enterprise Boot Camp
    4. 4. Storytelling for networks is not new. Things have just become a lot faster and cheaper. 2012 Social Enterprise Boot Camp
    5. 5. Faster and cheaper are physical changes, not chemical changes. This is important because it means we’re not starting from scratch. 2012 Social Enterprise Boot Camp
    6. 6. But, if networks inherently lend us scale and amplification, then our storytelling had better be tight. 2012 Social Enterprise Boot Camp
    7. 7. 5 provocations* for the social enterprise 1. Let’s rethink the ways in which we view our organizations 2. Design for networks 3. Understand the value of currency 4. Do awesome things, and then tell their stories 5. Place a lot of small bets * tip of the hat to danah boyd for the inspiration here 2012 Social Enterprise Boot Camp
    8. 8. 1. Let’s rethink the ways in which we view our organizations 2012 Social Enterprise Boot Camp
    9. 9. Before we can effectively design for networks, we need to understand the implications of the ways we talk about ourselves. 2012 Social Enterprise Boot Camp
    10. 10. How do you answer when someone asks you: ‘what does your organization do?’ 2012 Social Enterprise Boot Camp
    11. 11. This is not a question about your brand. It’s not about positioning or differentiating, either. Networks are made of people, and people don’t talk like that. 2012 Social Enterprise Boot Camp
    12. 12. DO THIS: Write down what your organization does. A. Use complete sentences B. Keep it to 2-3 sentences, max C. Write it as if you’re telling someone at a party 2012 Social Enterprise Boot Camp
    13. 13. Before we look at what you wrote down, let’s talk about friction. 2012 Social Enterprise Boot Camp
    14. 14. Friction means two things to us, and they’re both important. 2012 Social Enterprise Boot Camp
    15. 15. 1 Friction is a useful force because it gives us something to latch on to. When we tell stories, we want to maximize this kind of friction, because it’s what helps our audiences relate to them. 2012 Social Enterprise Boot Camp
    16. 16. We can maximize this property of friction by making our stories relevant, compelling and easy to understand. 2012 Social Enterprise Boot Camp
    17. 17. 2 Friction can be troubling because it impedes our momentum. When we want to reach networks, we work to minimize this property. 2012 Social Enterprise Boot Camp
    18. 18. To speed the flow of our stories through networks, we need to remove barriers to their re-telling. 2012 Social Enterprise Boot Camp
    19. 19. DO THIS: Try revising your description to optimize for friction. A. Focus on amplifying the compelling parts B. Think about making it easier to re-tell 2012 Social Enterprise Boot Camp
    20. 20. You will find that road-testing your stories with users is infinitely more-valuable than circulating it within your own community. 2012 Social Enterprise Boot Camp
    21. 21. 2. Design for networks 2012 Social Enterprise Boot Camp
    22. 22. If your social enterprise serves as middleware in a supply chain, please ignore this next section. Also: you have the most unique business model ever. 2012 Social Enterprise Boot Camp
    23. 23. “For over 80 years the adidas Group has been part of the world of sports on every level, delivering state-of- the-art sports footwear, apparel and accessories. Today, the adidas Group is a global leader in the sporting goods industry and offers a broad portfolio of products.” Is that a story you’d re-tell? 2012 Social Enterprise Boot Camp
    24. 24. “Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.” This one is self-evident, right? 2012 Social Enterprise Boot Camp
    25. 25. It’s very difficult to tell stories to networks without first making them relevant to other people. 2012 Social Enterprise Boot Camp
    26. 26. The constant pursuit of markets encourages us to talk about how we fit into them, not how we fit into people’s lives. 2012 Social Enterprise Boot Camp
    27. 27. Consider the signal to noise ratio that the people who will use your product or service are faced with. 2012 Social Enterprise Boot Camp
    28. 28. Most of the things we make are for the benefit of people or systems (or both). 2012 Social Enterprise Boot Camp
    29. 29. Why, then, are people so-often absent from explanations of what organizations do? 2012 Social Enterprise Boot Camp
    30. 30. The concurrent rise of the social enterprise and interest in user experience is not coincidental. Social design is, by definition, Human Centered Design. 2012 Social Enterprise Boot Camp
    31. 31. DO THIS: Try re-framing what you do in more-human terms. A. If you run into problems, try finding a spot for the phrase ‘for people’ in your description. 2012 Social Enterprise Boot Camp
    32. 32. 3. Understand the value of currency 2012 Social Enterprise Boot Camp
    33. 33. Great storytellers understand that some stories travel better than others. 2012 Social Enterprise Boot Camp
    34. 34. So let’s talk about baked goods. Specifically, let’s talk about fresh, hot baked goods. 2012 Social Enterprise Boot Camp
    35. 35. This is the Albion Cafe in Shoreditch, London. When people ask me about organizations that design for networks well, this is where I start. 2012 Social Enterprise Boot Camp
    36. 36. Stories designed for networks require currency. Like friction, currency comes in a few flavors: 1. The value derived from access to content & information that people want. 2. The value derived from the opportunity to propagate content and information 2012 Social Enterprise Boot Camp
    37. 37. This is BakerTweet. It lives in the kitchens at Albion, right next to the ovens. 2012 Social Enterprise Boot Camp
    38. 38. It creates content with real currency for a small, highly-localized population. (__________ is fresh and hot right now, and if you get here quickly, you can have access to it.) 2012 Social Enterprise Boot Camp
    39. 39. If you think about it, BakerTweet also creates currency for its followers, who get to be the owners and distributors of this information through human networks (i.e. offices). Don’t ever under-estimate the value of that. 2012 Social Enterprise Boot Camp
    40. 40. DO THIS: Start a quick list of things you make that have social currency. 1. Start with a list of things that you make that provide value in the form of access to information. 2. Move on to a list of things you make that provide currency in the form of opportunity to propagate information. 2012 Social Enterprise Boot Camp
    41. 41. If 50% of Facebook users left the site tomorrow, two groups of people would lose a ton of value: 1. Facebook shareholders 2. The remaining 50% of Facebook’s users 2012 Social Enterprise Boot Camp
    42. 42. This is called Metcalfe’s Law, and it’s really important to you. 2012 Social Enterprise Boot Camp
    43. 43. It’s a big part of the reason that you’re hearing so much about Waze right now. 2012 Social Enterprise Boot Camp
    44. 44. Adding scale to a network should create value for each user, not just each shareholder. 2012 Social Enterprise Boot Camp
    45. 45. DO THIS: Make a note of ways in which your customers & users would (meaningfully) benefit as your organization scales. A. This is really hard, but don’t give up. B. Great organizations might have only a handful of meaningful answers to this question. 2012 Social Enterprise Boot Camp
    46. 46. 4. Do awesome things, and then tell their stories 2012 Social Enterprise Boot Camp
    47. 47. You started something because you thought you could make something that people wanted. There’s a story there worth telling. 2012 Social Enterprise Boot Camp
    48. 48. Stories of how we make things have resonance because they reveal decisions and intent. They’re proof that we don’t make arbitrary choices (and ask that our customers live with them). 2012 Social Enterprise Boot Camp
    49. 49. Stories of how we make things are different from stories of why we make things. Do not cross the streams. 2012 Social Enterprise Boot Camp
    50. 50. “We have found the choices we make have a profound effect on creating the flatbread experience” 2012 Social Enterprise Boot Camp
    51. 51. DO THIS: Note a story behind something you’ve made that would reveal the decisions behind it. 1. Consider how resonant the story would be. 2. What would it reveal about your organization? 3. Who would you tell the story to? 4. Could they re-tell it? 2012 Social Enterprise Boot Camp
    52. 52. Make stuff people want > Making people want stuff. This might be the most important idea in the marketplace right now. Credit to John Willshire. 2012 Social Enterprise Boot Camp
    53. 53. When you make something, you almost always make something else. We usually talk about byproducts as bad things. We’re usually wrong. 2012 Social Enterprise Boot Camp
    54. 54. Uber makes it easier to get from point A to point B. They also make it easier for car operators to move ‘distressed inventory’. That’s not all that the service does, though. 2012 Social Enterprise Boot Camp
    55. 55. Uber users generate a ton of data about places that we are, and the places we want to get to. Through the proper lens, this data can be turned into highly-spreadable content. 2012 Social Enterprise Boot Camp
    56. 56. “The parts of San Francisco that have the most prostitution, alcohol, theft and burglary also have the most Uber rides! Party hard but be safe, Uberites!” 2012 Social Enterprise Boot Camp
    57. 57. OK Cupid is a dating site. The data it generates is astonishing. Again, this data has inherent social currency. 2012 Social Enterprise Boot Camp
    58. 58. “Beyond the words the interesting thing is how men’s and women’s preferences change with age.” 2012 Social Enterprise Boot Camp
    59. 59. In both cases, the data is well-suited to networks not because the stories are inherently compelling, but rather because they’re inherently about us. 2012 Social Enterprise Boot Camp
    60. 60. DO THIS: Start a list of byproducts of the things you deliver. 1. This is hard, take your time 2. How are they about people — specifically the people you want to carry your story? 2012 Social Enterprise Boot Camp
    61. 61. 5. Place a lot of small bets 2012 Social Enterprise Boot Camp
    62. 62. Most of us have to make room in our lives for the things that are important* to us. * Your organization, however amazing and unique, is probably not one of these things 2012 Social Enterprise Boot Camp
    63. 63. For a long time, communications were predicated on the sequential consumption of messages, hence the phrase ‘communications stream’. 2012 Social Enterprise Boot Camp
    64. 64. In an ecosystem defined increasingly by search and word of mouth (social), sequence is a lot less relevant to the way we process things. 2012 Social Enterprise Boot Camp
    65. 65. Design communications around matrices, not linear timelines. 2012 Social Enterprise Boot Camp
    66. 66. “Be useful, entertaining, interesting and playful in service of people” - Gareth Kay 2012 Social Enterprise Boot Camp
    67. 67. Does it matter where you jump in? 2012 Social Enterprise Boot Camp
    68. 68. What about here? 2012 Social Enterprise Boot Camp
    69. 69. An ongoing series of lightweight interactions is going to be more effective than betting heavily on people engaging with rich experiences. 2012 Social Enterprise Boot Camp
    70. 70. DO THIS: Start a list of small experiments that you could try. Pick one to do first. 1. These should be designed to express part of your story, not the totality of THE BRAND. 2. Pro tip: make them either useful or delightful to people. Even better, make them both. 2012 Social Enterprise Boot Camp
    71. 71. Did the provocations provoke? The point here is to ask questions that lead to a more-mindful approach to telling the story of your organization. The mechanics of how and when and where you do things are important, but subordinate to an understanding and clear articulation of what you do and why people might care. I sincerely hope that this was helpful. 2012 Social Enterprise Boot Camp
    72. 72. Question time bit.ly/ZNLHym @ianfitzpatrick 2012 Social Enterprise Boot Camp

    Editor's Notes

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