Skyfollow Mind The Gap stakeholder analysis in the age of social media


Published on

Discussion, Insight, Challenges, and Frameworks for considering alignment, collaboration, communication, and priorities, goals and ownership within the corporate context across roles, teams, divisions.

Published in: Business, Technology
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Skyfollow Mind The Gap stakeholder analysis in the age of social media

  1. 1. MIND THE GAP Stakeholder Analysis and Measurement Challenges for Organizational Transformation in the Age of Social Media Note: this presentation is designed to accompany a live delivery and discussion. It will not make sense on its own in a static format. © 2010 Chris Rigatuso for Skyfollow Consulting Group
  2. 2. MIND THE GAPs Do you See the Differences Between (x – y) = G ? • Assumptions and knowledge • Personal and team goals • Impressions and evidence • Knowing and doing • Abilities and desires • Commitments and hopes • Team and departmental goals • Explicit and Tacit Knowledge • Departmental and corporate goals
  3. 3. Common Complaints and Issues At the intersection of Web 2.0, Social Media, Corporate Communications and Media • Who’s in Charge? • What disciplines are needed now? • Who owns “social media”? • What functional areas are needed? • What does Alignment mean? • How do we measure alignment? • How to coordinate an interdisciplinary team around Social Media?
  4. 4. Stakeholder Communication Integration Map Employees Customers Shareholders Communities HR FIN Internal Communications VP Prod Marketing PR Corp. Social Responsibility Competencies Learning CIO External Advocacy Social & Internal Teamwork & Traditional Media Collaboration Themes Memes T M TMD Respect Employer Of Choice Contribution Affinity Culture Dreams D
  5. 5. TMD • Themes – Initiatives that support corporate goals and mission statements that require buy in across departments. These usually start with CEO, or other top executives and are communicated broadly but internally. • Memes – Ideas that move through external media and peoples minds, without internal coordination. Viral marketing when it works creates a new Meme. • Dreams – Ideals that impact respect and admiration in the communities that pertain to your company – We appeal to Dreams that exist; its nearly impossible to create new ones since they are cultural and societal.
  6. 6. Interpreting the Stakeholder Diagram • Why is stakeholder analysis important? – Getting People on the Same Page Requires a “Page” – Gaps create opportunities • Who does it today? – Acknowledged, appointed, self-appointed, or defacto? • Why does it not often work? – Differences across team in task scope, people roles, abilities, assumptions and interpretations – Differences in time horizon, trust, authority, and respect, and information sharing
  7. 7. What is the difference between looking down and looking up your org chart? Which one is which?
  8. 8. Discussion on Stakeholder Diagram • How to Resolve? – – – – Recognition of differences as value-added, not detrimental Recognize team-skill-fit as multidimensional, not single Interdisciplinary teams require direct per-instance role negotiation Hightened need when there are temp assignments crossing departments • What is the advantage of external consulting? – Innovation comes from outside the company, because it overcomes context and assumption – Does not require brilliance, but freshness and willingness to restate the obvious – Its easier to recognize and seize external ideas – Complimentary Data exists outside the company – Incisive interpretations and context-dependent understanding mixes internal and external perspectives – Skills with Tools, data, methods, a decision process – Neutrality acts as smoothing tool to bridge internal differences and power struggles
  9. 9. The problem is this “People don’t admit what they don’t do well.” • Because of political pressure, job competition, and challenges in earning and maintaining trust and respect. All organizations have this problem in spades, • Because there is enough employees vying for attention and promotion, that someone always raises their hand to take on new tasks, to leave behind their old tasks • Organizational Boundary points and committees that cross departments are the breading ground for Tension, Confusion, Disagreement, and Disdain. Corollary: Its big transition for (some) companies to outsource anything. Some startups build this into their business model early due to complete lack of resources
  10. 10. Corporate Mission and Goals Domination (actual – target) = Mind (the GAP) = Variance Innovation Visual Transformation of Energy and Attainment Differentiation Getting from (A) to (B) is not a linear path… Collaboration Market Realities, Economic Realities, and Personal Pressures combine to create barriers of acceptance Mistrust Participation B Conversation Unaligned Tension Trust Synergy Coopetition Competition Price Wars/ Ad Wars Opposition A Destruction Disintegration Harmony Alignment
  11. 11. Spheres of TMD Influence Personal – Team – Dept – Division - Corporation External Tangible External Intangible N:M Social Media 1:M Brand Meaning Advocacy Advertising Marketing Community Sales 1:1 Culture Title Compensation 1:1 Trust Reliance Boss Respect Meeting Presentation 1:M Integrity Collaboration Resilience Role Internal Tangible N:M Influence Internal Intangible
  12. 12. Functional Silos x Amorphous Concepts = Perpetual Tensions & random misunderstandings Rife with political conflicts Ways to make the Amorphous concrete? Visualization Role Playing Specific Customer Examples Specific Competitor Scenarios Add a Catalyst, Agree on a Metric Resolve to a Target Assign Owners Agree on Latitude
  13. 13. Goal – Audience - Person : Content – Impact GAP : CI Impact Objective Benefit Vision As A Story Speaker Sleep Relevance Reason Audience Detriment Meaning Call To Action Demographics Psychographics Assumptions Beliefs Behaviors Preferences Attitudes Leadership & Communications for Organizations: Impact Drives Change Not Always Nice Emotions that Move the Audience to Act
  14. 14. Selling Ideas is Like Selling: Consulting, Information, Analytics, Coaching, Spiritual Philosophy • “The value to the reader will greatly depend on the purpose of the purchase.” (anonymous amazon book review) • “The interpretation of the charts will depend on the experience and goals of the reader” • “the decisions for change, will depend on the title and clout of the decider” • “the acceptance of the discovery will depend on pre-concieved biases and opinions of the reader” • The value is the interdependency from knowledge, capability, understanding and action
  15. 15. Dimensions of the Gaps much more than (x – y) = g • • • • • • • • • • • Interpretations Personal history Unspoken Assumptions Personal gripes Political mistrust Authenticity Tacit Knowledge Company and department history Clout as a function of context and organization culture Scope of mission or project Time Frame of mission or project • • • • • • • • • Proper Metrics Used Proper Target Value Alignment of sub goals and contribution Perceptions of the leaders Notion of Responsibility Bidirectionality of the buy-in Concept of Control (GOM = geometry of meaning) Ways to work “around” the process Negotiations as way to foster tighter teams All metrics have dimension, often simplistic and implicit
  16. 16. Overcoming the Gaps • Get them on the table • Understand issues and style sensitivities from advance conversations • Timing and wording are key • Form a reason to prioritize them • Form a consensus ranking order • Decide an Auditor per Gap to certify its measurement, interpretation, resolution (MIR) • Decide which data is worthy, which is not • Decide a representation scheme, graph or dashboard that satisfies the MIR Criteria
  17. 17. MIR: Measurement, Interpretation, Resolution
  18. 18. Control & Causality Actions States Relations Position L Moment ML Power ML2/T3 Velocity L/T Acceleration L/T2 Momentum ML/T Force ML/T2 Inertia ML2 Action ML2/T Control L/T3 Mass Control ML/T3 Work ML2/T2 The Rosetta Stone Physical Quantities Correlated With Their Equivalent English Meanings control CONTROL moment SIGNIFICANCE ML2 /T ML moment of inertia FAITH acceleration SPONTANEOUS ACT mass control ESTABLISHMENT power KNOWLEDGE M = 1200 T = 900 L = 300 action IMPULSE L/T3 ML2 ML/T2 L/T2 L ML2/T2 ML/T2 ML2/T2 L/T velocity CHANGE ML/T2 force BEING momentum TRANSFORMATION position OBSERVATION work FORCE
  19. 19. Audience Exercise Discuss the apparent differences of these images and the analogy to your team, corporate goals and structure