Corporate cultures and social strategy development forslideshare

Corporate Cultures and Social Media
Strategy Development

PJ Guinan
Babson College

Copyright Babson College - Do Not Use or Reproduce 2

What’s all the excitement about?
The Social Media Revolution

http://www.youtube.com/watch?v=3SuNx0UrnEo

3

BABSON COLLEGE — ALL RIGHTS RESERVED

Background and Methodology

Objective :
Understand, identify, and prepare for distinct social media strategies
and cultures

Methodology:
Cross industry, in-depth interviews with 70+ practitioners at 50 B2B
and B2C companies. (~25% earn $5 Billion+ )

Findings and frameworks are still a work in progress. We are now pressure
testing with experts and interested executives.



Corporate Attitudes Reveal Different Cultures

“Social Transformers”
“Social Champions”
Enterprise -Wide
Design to continuously learn from
Design for predictable
the unexpected across the
enhancements to existing
business to innovate strategy,
systems, communications, or
decision-making, operations,
organization-wide processes
products

“Creative Experimenters”
(internal or external)

“Predictive Practitioners”
Small Scale Function

Design for predictable Design to learn from the
outcomes: incremental unexpected in discreet areas of
improvement to existing the business to innovate practices
practices with limited resources or customer models

- Tolerance for uncertainty +

Under Review at Harvard Business Review – Do Not Circulate


Clorox as Predictive Practitioner
• “With 16 brands and just 500 R&D employees, continuous pressure to
improve existing offerings…..we must create and maintain a pipeline.”
• Clorox Connects- internal as well as external virtual brainstorming with
guided online conversations.
• Clorox Connects incorporates Gaming Mechanics
– Earn points by posting questions, adding and rating comments
– “Keeps people in line to do what we want them to do.”
– Sharpest participants rise above and gain visibility.
– Contributors can lose points when network users rate comments
as off target
• Clorox uses virtual “recognition badges” and leaderboards. Since doing
this, significant and measurable improvements in web metrics.

Predictive
Practitioners



Strategic Framework for
Predictive Practitioner
Strategic Approach: Focus on discreet business problems in
targeted ways.

Organization: Manager or small group of practitioners lead effort

Metrics used: Existing metrics such as:

– Additional sales through Twitter discounts

– Cost-cutting by reducing storage/email attachments

Predictive
Practitioners
7


Predictive Practitioner:
Strategic Constraints & Opportunities
Opportunities
•Demonstrate the value of social media in a concrete way .
•Demonstrated business impact can lead to larger, more innovative future projects.
•Speed to sale, cost savings.
•Demonstrates the value of social media to complement traditional multi-channel
approach, low-cost switch after budgets have been cut.

Limitations
•Reactive “Me too” syndrome. You don’t know what you’re doing but everyone else is
doing it.
• Less experimentation and innovation to moderate risk.
• Projects are incremental to current activities.
• All projects must be measurable and contained within a relatively short period of time
(ie., 12 month) (So no brand enhancement or long term brand development
applications for social media).
Predictive
Practitioners
8


Social Media Corporate Cultures

“Social Champions” “Social Transformers”
Enterprise -Wide
Design for predictable Design to continuously learn from
enhancements to existing the unexpected across the business
systems, communications, or to innovate strategy, decision-
organization-wide processes making, operations, products


Design to learn from the
Design for predictable outcomes:
unexpected in discreet areas of the
incremental improvement to
business to innovate practices or
existing practices
customer models

- Degree of Uncertainty +
9


Ford as Social Champion
• The Fiesta Movement :
• The basic idea was to loan out 100 Fiestas for 6 months under the condition that
drivers would use social media to talk about their experiences in an authentic way.
• The drivers are called agents, they have a huge social media following:
– “Two applicants have more than 30,000 MySpace friends; six applicants are
YouTube personalities with more than 20,000 subscribers; seven applicants are
bloggers with more than 100,000 views per month.”
• “The agents- must be completely honest – that was the only way it (was) going to
work“ according to Scott Monty, Ford’s Head of social Media.
• The result :
– More than 60,000 discreet pieces of social media,
– Millions of clicks on agent generated social media
– 4.3 million YouTube views
– 37% pre-launch brand awareness among Millennials
Social
Champion

– 50,000 sales leads to first-time Ford customers
– 35,000 test rides.

10


Strategic Framework for Social Champion

Strategic Approach: Tap social media as an integral piece of overall
business strategy. The deployment does not change the established
business processes or culture.

Roles: Evangelists/Agents, CEO, manager or small group of
practitioners lead effort, digital ambassadors.

Metrics used:

– Use existing networks to identify and leverage influencers
with greatest following (followers, friends, YouTube
subscribers).

– Mix of traditional and social data as well as new Social
Champion

and classic metrics

11


Social Champion:
Strategic Constraints and Opportunities

Opportunities
•Transparency, legitimacy with the agent
•Build authenticity
•Low risk of failure re: market
•Brand loyalty, reinvention
•Reduce ad spend speculation, get out of the high spend wasteful
advertising game.

Limitations
•Internal strife
•Disconnect between top management and middle management
•Which channel to use and when Social
Champion

12



Enterprise -Wide “Social Champions” “Social Transformers”

Design for predictable Design to continuously learn from
enhancements to existing the unexpected across the business
systems, communications, or to innovate strategy, decision-
organization-wide processes making, operations, products


Design to learn from the
unexpected in discreet areas of the
business to innovate practices or
existing practices
customer models

- Degree of Uncertainty +
13


EMC Creative Experimenter
• Adoption is initially viral, from a Board member: “I’ve read
your blog. I love it. How can we do more?”
• “We were very clear that in two months we might unplug
this and try again…because we just didn’t know.”
• Social media facilitates “free work”
• “Global cultural awareness, green and sustainability,
markets around data warehousing, virtualization ….things
the company has to get after, but as you look at the org
chart, nobody’s in charge.”
• “In the 2.0 world, not only do you see the document, but
you see the three people who created it and the nine
people who commented on it…which is infinitely more
valuable than the document itself.”
Copyright Babson College - Do Not Use or Reproduce Creative 14
Experimenter


Creative Experimenter

Strategic Approach: Act and experiment first, analyze and reflect later
Organization: Grass roots, bottom approach, individual leaders
unconstrained by hierarchy

Metrics Used:
– Measure the rich, qualitative aspects/conversations, theme-
based listening and analysis, and “measurement philosophies”
rather than rigidly quantifiable metrics.

Experimenter


Creative Experimenter:
Strategic Constraints and Opportunities

Opportunities
•Learn quickly from mistakes and iterate
•Take calculated risks which could create broad-application
• Innovative solutions
•Experimental groups report-out lessons learned

Limitations
•Benefits limited to a specific project/product group (re-invent the wheel)
•Unwilling to share with the enterprise for fear of organization rejection
•Getting drawn into the “new” and “sexy” technology and could lose
objectivity

Experimenter



“Social Transformers”
“Social Champions”
Enterprise -Wide

Design to continuously learn from
Design for predictable
the unexpected across the
enhancements to existing
business to innovate strategy,
systems, communications, or
decision-making, operations,
organization-wide processes
products



Design for predictable Design to learn from the
outcomes: incremental unexpected in discreet areas of
improvement to existing the business to innovate practices
practices or customer models

Copyright Babson College - Do Not Use or Reproduce Degree of Uncertainty
- + 17


Cisco as Social Transformer
• “The blog is our voice within our channel *partner+ community;
it’s a way to communicate with and interact with our channel
partners *using articles, voice recordings, and videos+.”
• “The value proposition to our company is that we are creating
awareness of our channel leadership, our programs, and our
thought leaders. We are also using it as a listening platform to
be able to gain feedback from our partners and customers to
essentially provide influence on how we go about our day to day
operations as well as our strategy.”
• Social media plays a key role in the decentralized decision-
making strategy ( accelerating “time to trust”) with cameras as
well as TelePresence Social
Transformer
»


Social Transformer

Strategic Approach: Change the business to embrace social behavior to
drive enterprise value.

Organization:

• Brokers to disseminate learnings across functions
• Cross-functional steering group to ensure awareness & compliance
• Leaders use social media to change traditional hierarchy
• Leaders use social media to re-enforce or transform company
values involving collaboration and transparency

Metrics Used: Social
Company-wide assessment of level of engagement Transformer

(shared vision,/ brand understanding ), increased
Copyright Babson College - Do Notwide Reproduce
organization- Use or productivity 19


Social Transformers: Strategic
Opportunities and Constraints
Opportunities
•Re-energize the organization around a
•phenomenon that everyone can be part of
•To transform your culture into a more collaborative, flat, open
organization
•Personalized and customized content to increase
• employee productivity

Limitations
•Lose focus on your over all business strategy
(ie., It is a social media strategy not a business strategy)
•Ability to hire the right people to create the social culture
(align with H.R.) Social
•Extensive resource requirements Transformer




“Social Champions” “Social Transformers”
Enterprise -Wide

Design for predictable Design to continuously learn from the
enhancements to existing systems, unexpected across the business to
communications, or organization- innovate strategy, decision-making,
wide processes operations, products


Design to learn from the unexpected
in discreet areas of the business to
innovate practices or customer
existing practices
models

- Degree of Uncertainty
Copyright Babson College - Do Not Use or Reproduce + 21


Corporate cultures and social strategy development forslideshare

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Corporate cultures and social strategy development forslideshare

Similar to Corporate cultures and social strategy development forslideshare (20)

Recently uploaded

Recently uploaded (20)

Corporate cultures and social strategy development forslideshare

Editor's Notes