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Harnessing Social Media - Shared Services & Outsourcing Network


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Presentation at the Shared Services & Outsourcing Network conference in Melbourne 21 May 2013.

Welcome to the new “normal”? Rather than efficiency at scale… connectivity at scale. This presentation focuses on how to use social to outsource.

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Harnessing Social Media - Shared Services & Outsourcing Network

  1. 1. Harnessing Social Media May 2013 Steve Hallam, Partner Deloitte @sahallam
  2. 2. Contents Introduction Social media is not an added feature Our use of technology is fundamentally changing Our relationships The organisational context A framework Questions
  3. 3. Social media is not an added feature
  4. 4. Deloitte Digital. © 2013 4 1. Static web 2. Social on the side 3. Micro-networks The social web
  5. 5. Deloitte Digital. © 2013 5 The digital economy changes how we live and work Goglobe
  6. 6. Deloitte Digital. © 2013 6 In-store Facebook Likes
  7. 7. Deloitte Digital. © 2013 7 Gamification
  8. 8. Our use of technology is fundamentally changing
  9. 9. Deloitte Digital. © 2013 9 Traditional User Digital Natives Generation Connected Brian Solis
  10. 10. Deloitte Digital. © 2013 10 A magazine is an iPad that doesn‟t work
  11. 11. Deloitte Digital. © 2013 11 How do you like them Apples? Mollie Sterling (2001)
  12. 12. Deloitte Digital. © 2013 12
  13. 13. Our relationships
  14. 14. Deloitte Digital. © 2013 14 • Paul Adam’s research indicates that people don’t have one group of friends • Treating all of our relationships as one homogenous group is very limiting Our relationships aren‟t homogenous • Our identity changes as we traverse our social groups • The context to social interactions are vital OfflineOnline Paul Adams Colleagues
  15. 15. Deloitte Digital. © 2013 15 • Paul Adams built on Mark Granovetter’s earlier work on Weak Ties • Social networks reduce the signalling costs involved in social cohesion Who are your real friends? • This allows people to maintain “weak” social connections that we would otherwise abandon • Most people have about 5-10 strong ties Paul Adams
  16. 16. Deloitte Digital. © 2013 16 Who do you trust…? 34%Regular Employee 43%Government official or regulator 43%A person like yourself 47%NGO representative 50%CEO 53%Financial or industry analyst 64%Technical expert in the company 70%Academic or expert 2011 2012 29%Government official or regulator 43%CEO 46%Financial or industry analyst 50%NGO representative 50%Regular employee 65%A person like yourself 66%Technical expert in the company 68%Academic or expert Edelmen Trust Barometer 2012
  17. 17. The organisational context
  18. 18. Deloitte Digital. © 2013 18 From „Industrial‟ to „Digital‟ to „Post digital‟ Organization Channel Market approach Customer type Market condition Industrial • Specialization • Process-focused • Single channel • Plan based replenishment • Un-informed • Homogenous • Brand and supply driven Digital • Functional model • IT-focused • Multi-channel • Transaction based replenishment • Informed • Segmented • Brand and customer access driven Post digital • Interdisciplinary • Collaboration-focused • Omni-channel • Intention based replenishment • Connected • Personalized • Customer and social network driven
  19. 19. Deloitte Digital. © 2013 19 Crowdsourcing is a essentially a form of outsourcing Crowdsourcing BUT Crowdsourcing is distributed to a group of people who are usually anonymous or public, whereas outsourcing is directly sourced to a specific company (or companies). Crowdsourcing is now extending beyond pure labour arbitrage. In my opinion, crowdsourcing has generally been used as labour arbitrage • extend a labour market • distribute micro-tasks to a long-tail of workers, and • relies on monetary rewards. AND…
  20. 20. Deloitte Digital. © 2013 20 Social sales
  21. 21. Deloitte Digital. © 2013 21 Social support
  22. 22. Deloitte Digital. © 2013 22 Crowdsourced Lipsticks
  23. 23. Deloitte Digital. © 2013 23 Crowdsourced archives
  24. 24. Deloitte Digital. © 2013 24 Social knowledge management
  25. 25. Deloitte Digital. © 2013 25 Crowdsourced testing
  26. 26. Deloitte Digital. © 2013 26 Social capital / influence
  27. 27. Deloitte Digital. © 2013 27 Welcome to the new “normal”? Rather than efficiency at scale …connectivity at scale
  28. 28. The key ingredient… unlocking passion
  29. 29. Deloitte Digital. © 2013 29 Power of Pull by John Hagel, sketch by Jessica Esch
  30. 30. Deloitte Digital. © 2013 30 • Unlock passion • Increase knowledge flow • Answer the unknown unknowns Enterprise social platforms are the key to …
  31. 31. Deloitte Digital. © 2013 31 What’s your Deloitte? we used a simple principle: get your people inside your brand, and you’ll get your brand inside your people. we used yammer to showcase 650 designs for t-shirts submitted by employees, and our people connected beyond anything we could have imagined. we ended up with our 6,000 people getting 10,000 t-shirts for themselves and their loved ones. David Redhill cmo Deloitte Australia Brands are now co-created
  32. 32. Deloitte Digital. © 2013 32 You‟re the Creative Director
  33. 33. A Framework
  34. 34. Deloitte Digital. © 2013 34 Policy Guidelines Steering Committee Monitoring & Crisis Management Training
  35. 35. Deloitte Digital. © 2013 35 From 40 pages to 3 words “We say to our people, „you‟re professionals. Don‟t embarrass us, and don‟t embarrass yourself. We empower you, and we trust you.” - Gerhard Vorster Empower & Trust The Deloitte Social Media Policy
  36. 36. Deloitte Digital. © 2013 36 • Only those people who are authorised may speak on behalf of Deloitte • When speaking on behalf of yourself be clear for whom you speak • Be open and honest and respect your audience • Search first, then create • Consider the future – how will your content be used tomorrow • Check your facts • Quality matters • Assume any content you didn’t create is protected by copyright laws • The buck stops with you • If you create a Social Media space, you’re responsible for its content Social Guidelines
  37. 37. Deloitte Digital. © 2013 37 Steering committee “When I first heard about social media I thought it was a thing best avoided. I’m really pleased that I’ve gotten to understand the power of this medium. Although its complex, fast changing and full of risks, the rewards are unbelievable. Without social media you’re just not going to communicate with your younger team members. So my advice is you can’t ignore it. Join in.” Giam Swiegers CEO Deloitte Australia • Senior ownership • Diverse & representative • Multi Disciplinary (Legal, LOBs, HR, Marketing, etc) • Set strategy • Set guiding principles • Establish accountability, roles and responsibility
  38. 38. Deloitte Digital. © 2013 38 • Digital mentors • Reverse mentoring Training “Once we realised that social media couldn’t be controlled, we looked beyond our usual frameworks & standards for other support. To our own surprise, our own people & community became our best control.” Tommy Viljoen, Partner Risk Services
  39. 39. Summary
  40. 40. Deloitte Digital. © 2013 40 Summary 1. Social isn‟t an added feature 2. Our use of technology is fundamentally changing 3. Social media allows you to maintain relationships that would otherwise lapse 4. Welcome to the new “normal” 5. The key ingredient is to unlock passion 6. Be open, honest & respectful 7. Scale from the edges
  41. 41. Deloitte Digital. © 2013 41 Thanks Any questions? Steve Hallam Partner @sahallam
  42. 42. General information only This presentation contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively the “Deloitte Network”) is, by means of this presentation , rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this presentation. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte has in the region of 200,000 professionals, all committed to becoming the standard of excellence. About Deloitte Australia In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one of Australia’s leading professional services firms. Deloitte Touche Tohmatsu and its affiliates provide audit, tax, consulting, and financial advisory services through approximately 6,000 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. For more information, please visit our web site at Liability limited by a scheme approved under Professional Standards Legislation. Member of Deloitte Touche Tohmatsu Limited