The document discusses the need for organizations to adopt a holistic approach to influence in the digital age. It introduces the concept of the "Six Influence Flows" and the "Influence Scorecard" as frameworks for defining influence strategy and ensuring influence activities are coordinated across an organization. The frameworks help socialize the enterprise, leverage new technologies, and align influence with business strategy and performance metrics.

1. Socialise the Enterprise
Philip Sheldrake
www.philipsheldrake.com
@sheldrake
Author
The Business of Influence: Reframing
Marketing and PR for the Digital Age
www.influenceprofessional.com
Founding Partner, Meanwhile
www.andmeanwhile.com
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2. You have been
influenced when you
think in a way you
wouldn’t otherwise
have thought, or do
something you
wouldn’t otherwise
have done
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/160365265
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3. If you’re in business, indeed any type of organization,
then you’re in the business of influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/5629452844
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4. //The rise of social media
//The info tech explosion
//The way we contemplate,
3 things design, communicate and
execute strategy
http://www.flickr.com/photos/philip_sheldrake/104947731
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5. ONE
//The rise of social media
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6. The authors of the Cluetrain Manifesto asserted back in
1999 that the Internet allows markets to revert to the days
when a market was defined by people gathering and
talking among themselves about buyer and seller
reputation, product quality and prices.
This was lost for a while as the scale of organizations and
markets outstripped the facility for consumers to
coalesce.
//The rise of social media
The Cluetrain Manifesto – http://www.cluetrain.com
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/5724320736
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7. But I get social, I get influence…
//The rise of social media
www.flickr.com/photos/iangallagher/490333150
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8. But I get social, I get influence… err?!
//The rise of social media
www.flickr.com/photos/iangallagher/490333150
www.flickr.com/photos/jeremylevinedesign/2815977968
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9. social / digital is not: social / digital does:
– a new team or department – require new skills
– something to procure, design – bring new opportunities, and
or manage separately threats
//The rise of social media
http://www.flickr.com/photos/philip_sheldrake/2642725725
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10. Perception is reality
May have been a relevant
axiom for 20th Century,
but now…
Reality is perception
The real-time social
enterprise must, by
nature, be authentic.
You can’t fake it.
//The rise of social media
Influence Strategy and Execution, Philip Sheldrake, Marketing Magnified eJournal, June 2011, CMO Council
http://www.marketingmagnified.com/2011/june
http://www.flickr.com/photos/philip_sheldrake/5723483505
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11. No organization is an island
Everything an organization does occurs in the context of a
changing world, in a dynamic interplay with every entity around it
Organizations must cultivate a sensitivity to the new
dynamic (one that’s superior to competitors’) and
sharpen their ability to interpret and respond to the
myriad communication flows issuing from all sides
//The rise of social media
Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August
2011, Vol 13 No 4, Harvard Business Publishing
http://www.flickr.com/photos/philip_sheldrake/107864510
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12. It’s complex. We are
more influenced by the
150 nearest to us than
by the other six or so
billion combined.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/3068588302
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13. TWO
//The info tech explosion
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14. An illustrated history
http://youtu.be/wp2eUSL4oHc
http://www.philipsheldrake.com/2011/01/content-an-illustrated-history
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15. - address book
Phones are the most personal
- diary
of consumer electronic
- digital messenger
devices. They rank with keys
- web browser
and money when going out.
- games machine
They become an extension of
- music player
their owner and their loss is
- video player
mourned, literally
- navigator
- video & stills camera
It keeps you connected with
those far away, and disengaged
... and, of course,
from strangers nearby
a phone
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/87041513
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16. The Internet of Things
A public and private nervous system for the planet
Electronic devices
(washing machines, air conditioning units and cars)
Electrical devices
(lighting, electric heaters, and power distribution)
Non-electrical objects
(food and drink packages, clothes, and animals)
Environmental sensors
(measuring such variables as temperature, noise, moisture)
//The info tech explosion
Internetome Conference, London, 2010
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/488970370
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17. Data paucity was a problem of the 20th Century.
Big data is the problem and opportunity of the 21st.
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/4326146564
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18. Web 3.0 – the Semantic Web – is about the Web
itself understanding the meaning of all the content
and participation
Indeed, the Web becomes a universal medium for
the exchange of data, information and knowledge
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/4324972193
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19. THREE
//The way we contemplate, design,
communicate and execute strategy
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20. 20th Century business was built around
tangible assets (land, plant & machinery)
The 21st Century business is more reliant
on intangibles (intellectual property,
brand, reputation, social dialogue) for
which traditional accounting analyses are
poorly designed
//The way we contemplate, design, communicate and execute strategy
http://www.flickr.com/photos/philip_sheldrake/5632977212
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21. So that's one reason why
Kaplan and Norton developed
the strategy map tool for the
alignment of operations with
strategy, and the popular*
Balanced Scorecard
framework to augment the
lagging (financial) indicators
of business success with non-
financial drivers of future
financial performance.
//The way we contemplate, design, communicate and execute strategy
Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN: 9780875846514
* http://www.bain.com/publications/articles/management-tools-2011-balanced-scorecard.aspx
http://www.flickr.com/photos/philip_sheldrake/2773203483
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22. The Six Influence Flows, Influence Scorecard and CInflO
//The Business of Influence
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23. You have been
influenced when you
think in a way you
wouldn’t otherwise
have thought, or do
something you
wouldn’t otherwise
have done
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/160365265
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24. Socializing the enterprise demands more than just
procuring some social tools.
It demands a new and simple model, devoid of ‘baggage’, to
think about what we’re trying to achieve.
A framework for all influence activities, for the social
media, info tech and business strategy of the 21st Century.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/3504552777
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25. The Six Influence Flows
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
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26. Influence Strategy
How can we systematically learn from and manage influence flows?
How do we define, develop, and execute a consistent and coherent
influence strategy?
How do we prioritize investments in influence-related human,
information, and organizational capital?
Kaplan and Norton’s strategy map tool and Balanced Scorecard
framework are well suited to these efforts.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
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27. The Influence Scorecard
The Influence Scorecard serves as both the methodology for defining
influence strategy and the tool for executing it.
It’s a subset of the Balanced Scorecard, containing all the influence-
related objectives and metrics extracted from their functional silos.
Helps management ensure that the potential to influence and be
influenced is exploited cohesively and consistently throughout the
organization.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
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28. In conclusion
Today, influence activities are:
– Spread, uncoordinated, across functional silos
– Encompass only some aspects and subsets of the
Six Influence Flows and the Influence Scorecard
– Defined in the context of 20th Century technology,
media, and articulation of and appreciation for
business strategy.
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29. In conclusion
Tomorrow, your influence strategy must:
– Socialize the enterprise, systematically
– Take best advantage of new info technologies
– Drive business performance management.
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30. The Business of Influence: Reframing
Marketing and PR for the Digital Age
Philip Sheldrake, Wiley, May 2011
ISBN 978-0470978627
www.influenceprofessional.com
#infpro
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