Hyper-social organizations think differently than traditional organizations in several key ways:
1) They think in terms of tribes rather than market segments and see knowledge as flowing through networks rather than top-down channels.
2) They turn business processes like sales, customer service, and product development into social processes by leveraging human traits like reciprocity.
3) They break down silos between departments and get whole company commitment to shared objectives.
4) They fix the divide between marketing and customer support and see the customer experience as integrated.
5) They avoid repeating old models and see the buying cycle as a continuous social process rather than a linear funnel.
The document discusses how hyper-social organizations think differently than traditional organizations. Hyper-social organizations think in terms of tribes rather than market segments. They focus on knowledge networks rather than information channels. They also think in terms of human-centricity rather than company-centricity. Hyper-social organizations leverage social business processes by turning traditional processes into social processes to gain scale, quality, passion, and word-of-mouth. This requires embracing what people want and giving them access while protecting intellectual property. It also necessitates social graphs and social CRM to put the customer at the center.
This document discusses how organizations can leverage social media by taking a hyper-social approach to business that is informed by human social behaviors and traits. It explains that successful hyper-social organizations think of their customers and employees as tribes rather than market segments. They focus on knowledge sharing networks rather than one-way information channels. And they make their business processes more social and emergent by engaging customers, employees and others to help achieve organizational goals through human reciprocity and social contracts. The document provides examples of how companies like Best Buy, Xerox and Dell have taken more hyper-social approaches to marketing, customer support, product innovation and other areas.
During a recent AwarenessInc Webinar, Francois Gossieuax, co-founder of The Hyper-Social Organization, decribed will describe how successful Hyper-Social organizations think differently about their business, act differently, and how they manage to transform themselves from classic post-industrial revolution organizations to true 21st Century Hyper-Social organizations.
Behind the Curtain of a Hyper-Social Business Human 1.0
The document discusses how hyper-social organizations think and operate differently than traditional organizations in a Web 2.0 world. Hyper-social organizations think in terms of tribes rather than market segments, knowledge networks rather than information channels, and human-centricity over company-centricity. They also embrace emergent processes over hierarchical structures. Specifically, hyper-social organizations turn business processes into social processes by leveraging human traits like reciprocity and fairness to scale operations. The document provides seven recommendations for organizations to think differently about enterprise 2.0, such as breaking down silos, focusing on culture change over technology, and establishing trust as the new currency.
This document discusses how business is becoming increasingly social and human-centric. It argues that to be successful in today's world, businesses need to think of themselves as "Hyper-Social Organizations" and understand human behaviors and social dynamics. Specifically, businesses should: (1) break down barriers between themselves and external networks, (2) avoid creating new barriers, (3) break down internal silos, (4) fix issues across the entire customer experience, and (5) establish trust as the new currency rather than prioritizing the company. Understanding human social behaviors is more important than new technologies.
Hyper-Social Organization Canada Book TourHuman 1.0
The document discusses how to build "hyper-social organizations" by understanding human behaviors and leveraging social processes. It argues that organizations should think of customers as members of tribes or networks rather than market segments. Successful companies turn business processes into social processes by tapping into human traits like reciprocity. The document outlines nine ways for organizations to think differently, such as breaking down walls between the company and people, fixing divides between departments, and prioritizing culture and trust over technology.
This document discusses the concept of hyper-social organizations and how social media has allowed innate human social behaviors to scale. It addresses how hyper-social organizations think differently by focusing on tribes rather than market segments, knowledge networks rather than information channels, and human-centricity over company-centricity. Successful hyper-social organizations turn traditional business processes like sales, product development, and customer service into social processes. They assess readiness, engage tribes and leaders, start pilots, and scale programs that make a cross-functional impact on the business. Legal considerations for hyper-social organizations include hiring practices and protecting private information.
HR in the Social Era. The Power of CommunityJim Lefever
HR in the Social Era faces significant implications and changes as the world transitions from the Industrial Age to the Social Era. Three key shifts are occurring: 1) Organizations are becoming more fluid and flexible with value created through networks rather than rigid structures. 2) Individuals have more power through their ideas and connections rather than needing approval from organizations. 3) Businesses that have a clear social purpose and aligned community will outperform those without. For HR to be successful, it must unite behind a social purpose of building a better world through relationships and engagement across communities. It must take on responsibilities of a community curator, network architect, and social capital generator.
The document discusses how hyper-social organizations think differently than traditional organizations. Hyper-social organizations think in terms of tribes rather than market segments. They focus on knowledge networks rather than information channels. They also think in terms of human-centricity rather than company-centricity. Hyper-social organizations leverage social business processes by turning traditional processes into social processes to gain scale, quality, passion, and word-of-mouth. This requires embracing what people want and giving them access while protecting intellectual property. It also necessitates social graphs and social CRM to put the customer at the center.
This document discusses how organizations can leverage social media by taking a hyper-social approach to business that is informed by human social behaviors and traits. It explains that successful hyper-social organizations think of their customers and employees as tribes rather than market segments. They focus on knowledge sharing networks rather than one-way information channels. And they make their business processes more social and emergent by engaging customers, employees and others to help achieve organizational goals through human reciprocity and social contracts. The document provides examples of how companies like Best Buy, Xerox and Dell have taken more hyper-social approaches to marketing, customer support, product innovation and other areas.
During a recent AwarenessInc Webinar, Francois Gossieuax, co-founder of The Hyper-Social Organization, decribed will describe how successful Hyper-Social organizations think differently about their business, act differently, and how they manage to transform themselves from classic post-industrial revolution organizations to true 21st Century Hyper-Social organizations.
Behind the Curtain of a Hyper-Social Business Human 1.0
The document discusses how hyper-social organizations think and operate differently than traditional organizations in a Web 2.0 world. Hyper-social organizations think in terms of tribes rather than market segments, knowledge networks rather than information channels, and human-centricity over company-centricity. They also embrace emergent processes over hierarchical structures. Specifically, hyper-social organizations turn business processes into social processes by leveraging human traits like reciprocity and fairness to scale operations. The document provides seven recommendations for organizations to think differently about enterprise 2.0, such as breaking down silos, focusing on culture change over technology, and establishing trust as the new currency.
This document discusses how business is becoming increasingly social and human-centric. It argues that to be successful in today's world, businesses need to think of themselves as "Hyper-Social Organizations" and understand human behaviors and social dynamics. Specifically, businesses should: (1) break down barriers between themselves and external networks, (2) avoid creating new barriers, (3) break down internal silos, (4) fix issues across the entire customer experience, and (5) establish trust as the new currency rather than prioritizing the company. Understanding human social behaviors is more important than new technologies.
Hyper-Social Organization Canada Book TourHuman 1.0
The document discusses how to build "hyper-social organizations" by understanding human behaviors and leveraging social processes. It argues that organizations should think of customers as members of tribes or networks rather than market segments. Successful companies turn business processes into social processes by tapping into human traits like reciprocity. The document outlines nine ways for organizations to think differently, such as breaking down walls between the company and people, fixing divides between departments, and prioritizing culture and trust over technology.
This document discusses the concept of hyper-social organizations and how social media has allowed innate human social behaviors to scale. It addresses how hyper-social organizations think differently by focusing on tribes rather than market segments, knowledge networks rather than information channels, and human-centricity over company-centricity. Successful hyper-social organizations turn traditional business processes like sales, product development, and customer service into social processes. They assess readiness, engage tribes and leaders, start pilots, and scale programs that make a cross-functional impact on the business. Legal considerations for hyper-social organizations include hiring practices and protecting private information.
HR in the Social Era. The Power of CommunityJim Lefever
HR in the Social Era faces significant implications and changes as the world transitions from the Industrial Age to the Social Era. Three key shifts are occurring: 1) Organizations are becoming more fluid and flexible with value created through networks rather than rigid structures. 2) Individuals have more power through their ideas and connections rather than needing approval from organizations. 3) Businesses that have a clear social purpose and aligned community will outperform those without. For HR to be successful, it must unite behind a social purpose of building a better world through relationships and engagement across communities. It must take on responsibilities of a community curator, network architect, and social capital generator.
Social Media-Q&A, tutorial, best practices, etcagawestfal
The document discusses 4 main ways that businesses use social media: 1) Build a community for customers/employees to support each other, 2) Energize passionate fans, 3) Find good ideas from customers/community, 4) Meet a need to make a connection. It emphasizes that social media should provide value to both customers and the brand by landing in the middle of being true to the brand and unexpected.
Talent Acquisition With Online Social Networks And CommunitiesMonster
There is no doubt that social networks such as Facebook and Twitter as well as online communities have profoundly changed the business landscape. The question is how do they affect the talent recruiting and the talent development processes? How can recruiters leverage these social networks and communities to find the right candidates for their open positions?
Join Francois Gossieaux and Ed Moran, co-authors of the book "The Hyper-Social Organization" (due out this Fall), as they discuss their findings from the annual Tribalization of Business Study. The study, which profiles over 500 companies, will show you how to think differently about talent recruiting and development in this hyper-social age in order to attract, grow and retain better talent.
In this webinar you will learn:
* How online social networks and communities can augment your current recruitment processes
* What to expect from a social network and community recruitment strategy
* How to use social networks and communities to grow and retain your internal talent
This document discusses how to plan for changing behaviors in an era of infinite media and attention economies. It argues that traditional media planning based on media scarcity no longer applies. Instead, opportunities exist in understanding how niche ideas spread through social networks on an individual level. Effective strategies involve designing for spreadability by incentivizing remixing and recontextualizing of content to appeal to different social circles. The goal is to strengthen social bonds and confer a sense of status and belonging to different communities.
Talk at KM Brasil: People 2.0: Working in a 2.0 WorldDavid Gurteen
The document discusses the evolution of knowledge management (KM) practices from traditional techno-centric KM to more modern social or KM 2.0 approaches enabled by new social tools and technologies. It outlines how KM has shifted from top-down, centralized practices focused on databases and explicit knowledge to more bottom-up, decentralized approaches leveraging tacit knowledge sharing through social networking, blogs, wikis and other collaborative tools. The rise of Web 2.0, social media and participatory approaches are changing how people work and share knowledge in a more open, transparent and social manner.
Existing social processes, design, and coordination of media are changing with the rise of mobile internet and social presence online. This has led to greater connectivity, mobility, and access to information anywhere at any time. However, it has also resulted in issues like "digital fatigue" from an overwhelming amount of information and challenges for non-media participants to navigate fragmented media environments. Going forward, there is potential to develop more intuitive and immersive resources that blend new media aesthetics, tools, and architectures with location-based services, personalization, and artificial intelligence.
This document discusses the importance of trust, truth, and transparency in business. It argues that social capital, generated through open contribution from customers and fans, is becoming an important asset for companies. When organizations share power and information transparently, it creates reciprocity and builds trust both internally and externally. However, fear often underlies a lack of transparency and constrains relationships. True trust is based on responding to others through open communication, rather than reacting fearfully or trying to control through positional power. Developing skills like "exforming" allow people to share doubts and feelings respectfully to build understanding.
An overview of how small community groups and membership organisations can use community engine to collect payments, manage memberships, and find new members.
What is social media all about? How can caregivers get involved in the latest web 2.0 trend?
Social Media caregivers was created to answer these questions. This presentation discusses how Web 2.0 has changed communication and how sites like Twitter, Facebook and YouTube are helping create caregiver communities.
This presentation explains the first part of our methodology for social design. Here we are explaining the four core elements of our theory: Functional Needs, Social Usability, Relational Motivations, Circadian Activity Flow.
Authors: G. Giacoma, D. Casali
The presenter discussed how social media and new technologies are changing healthcare marketing and communications. Some key points:
- Social media tools like Facebook, LinkedIn, blogs and videos are increasingly popular ways for people to get information and connect with each other.
- Younger generations, called "Net Gen", expect more freedom, customization, collaboration and speed in their work and daily lives. Healthcare marketers need to understand these changing expectations.
- Marketers should use social media to build relationships, boost their reputation and expertise, and engage customers in conversations to stay relevant in today's fast-changing environment.
- The first steps are to educate yourself on various social media tools, create online profiles, start
1. Connectedness through social media and the internet has fundamentally changed how people interact and get information, diminishing traditional sources of authority and encouraging people to follow their peers.
2. Successful social marketing focuses on building relationships and collaborating with people rather than targeting audiences or selling to consumers. It emphasizes social behaviors over purchase behaviors.
3. Businesses need to adapt to this new environment of constant change and connectivity by moving from transactional models to prioritizing relationships with all stakeholders through co-creation, collaboration, and transparency.
The document discusses how social media can help transform businesses by focusing on conversations and relationships with customers. It emphasizes that social media is about being helpful, listening to customers, and changing how businesses operate. The document provides examples of companies like Dell, IBM and the US Air Force that have developed social media strategies and guidelines. It stresses that businesses need to let go of old ways of communicating and embrace change in order to adapt to the new digital landscape.
TED Fuller event | digital user-generated content - My tales from the fieldDr Mariann Hardey
Dave collects a list of funny tweets from various Twitter users. The survey presented six scenarios involving what rights people have to save, share, publish, or remove Twitter content they encounter. Respondents took a liberal view of saving tweets but were more cautious about republishing or sharing tweets with others. Their views depended on whether the tweets were their own words or someone else's. The survey investigated attitudes toward social media ownership and what people feel they are able to do with content from others versus what others can do with their own content.
Dan Dunlop's presentation from the 2013 Pelvic Health Conference. The subject of the presentation was "Using blogs and social media to build communities of shared interest."
Participant Media + TakePart: People's Insights Vol. 2 Issue 8MSL
This week, we distill insights around the Participant Media model of using powerful stories and social advocacy platform TakePart to inspire and energize people to take social action.
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on social data, crowdsourcing, storytelling and citizenship on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights and foresights with you on our People’s Insights blog and compile the best insights from the network and the blog in the iPad-friendly People’s Lab Quarterly Magazine, as a showcase of our capabilities.
For more, see: http://peopleslab.mslgroup.com
A Rainy City Tale - A Social Media Case StudyB Hunter
- The document describes the author's experience using Twitter to share information about Manchester under the handle "rainycitytales". It discusses best practices for engagement on Twitter, including monitoring, participating, and advocating. It provides examples of successful corporate Twitter use by Dell and Best Buy. Metrics for measuring Twitter success like retweets, hashtags, and interactions are also outlined. The author has since expanded their presence to include a Wordpress blog integrated with other social media platforms.
Corporate reputation in the social worldTamera Kremer
The document discusses the importance of social media and putting yourself in customers' shoes. It advocates listening to customers' conversations online to better understand their needs and feedback. The document provides several examples of companies that have successfully engaged with customers on social media to improve customer service, gain insights, and build their brand. It emphasizes the importance of being helpful, useful and human in social media interactions rather than just pushing messages.
Leadership, Happiness, Project Success. Official handout of presentation of ...Dr. Thomas Juli
Project success is such an exciting, exhilarating and rewarding experience. Alas, most projects these days still fail. This presentation explores two crucial ingredients for project success: empowering leadership and happiness. It explains why and how leadership can help build successful projects by actively accounting for happiness on the individual, group, project and organizational levels.
Visit http://www.motivate2b.com/institute to learn more.
TMA World Viewpoint 26: Matrix Organization Best Practices - Extending Your C...TMA World
The matrix structure is a well established organizational mechanism for managing people, products and projects across multiple geographies.
Effective leadership in a matrix environment requires us to achieve a balance between exercising direct leadership authority whilst simultaneously conveying indirect leadership influence across organizational boundaries.
This TMA World presentation explores eight practical approaches you can role model as a leader to support the effectiveness of your people working in a matrix environment.
For more advice on how to thrive in the borderless workplace, including working in complex, global environments, contact us today: enquiries@tmaworld.com
MindTree has successfully sustained its business over decades by prioritizing culture and employee engagement from its founding. It established core values of high achievement and caring, and innovative people practices like campus-style work environments that combine learning, team-building, and professional development. MindTree continues enhancing its culture and employees' skills through initiatives focusing on various learning disciplines and channels. This commitment to culture and competence has supported MindTree's growth into a global IT company with thousands of employees.
Social Media-Q&A, tutorial, best practices, etcagawestfal
The document discusses 4 main ways that businesses use social media: 1) Build a community for customers/employees to support each other, 2) Energize passionate fans, 3) Find good ideas from customers/community, 4) Meet a need to make a connection. It emphasizes that social media should provide value to both customers and the brand by landing in the middle of being true to the brand and unexpected.
Talent Acquisition With Online Social Networks And CommunitiesMonster
There is no doubt that social networks such as Facebook and Twitter as well as online communities have profoundly changed the business landscape. The question is how do they affect the talent recruiting and the talent development processes? How can recruiters leverage these social networks and communities to find the right candidates for their open positions?
Join Francois Gossieaux and Ed Moran, co-authors of the book "The Hyper-Social Organization" (due out this Fall), as they discuss their findings from the annual Tribalization of Business Study. The study, which profiles over 500 companies, will show you how to think differently about talent recruiting and development in this hyper-social age in order to attract, grow and retain better talent.
In this webinar you will learn:
* How online social networks and communities can augment your current recruitment processes
* What to expect from a social network and community recruitment strategy
* How to use social networks and communities to grow and retain your internal talent
This document discusses how to plan for changing behaviors in an era of infinite media and attention economies. It argues that traditional media planning based on media scarcity no longer applies. Instead, opportunities exist in understanding how niche ideas spread through social networks on an individual level. Effective strategies involve designing for spreadability by incentivizing remixing and recontextualizing of content to appeal to different social circles. The goal is to strengthen social bonds and confer a sense of status and belonging to different communities.
Talk at KM Brasil: People 2.0: Working in a 2.0 WorldDavid Gurteen
The document discusses the evolution of knowledge management (KM) practices from traditional techno-centric KM to more modern social or KM 2.0 approaches enabled by new social tools and technologies. It outlines how KM has shifted from top-down, centralized practices focused on databases and explicit knowledge to more bottom-up, decentralized approaches leveraging tacit knowledge sharing through social networking, blogs, wikis and other collaborative tools. The rise of Web 2.0, social media and participatory approaches are changing how people work and share knowledge in a more open, transparent and social manner.
Existing social processes, design, and coordination of media are changing with the rise of mobile internet and social presence online. This has led to greater connectivity, mobility, and access to information anywhere at any time. However, it has also resulted in issues like "digital fatigue" from an overwhelming amount of information and challenges for non-media participants to navigate fragmented media environments. Going forward, there is potential to develop more intuitive and immersive resources that blend new media aesthetics, tools, and architectures with location-based services, personalization, and artificial intelligence.
This document discusses the importance of trust, truth, and transparency in business. It argues that social capital, generated through open contribution from customers and fans, is becoming an important asset for companies. When organizations share power and information transparently, it creates reciprocity and builds trust both internally and externally. However, fear often underlies a lack of transparency and constrains relationships. True trust is based on responding to others through open communication, rather than reacting fearfully or trying to control through positional power. Developing skills like "exforming" allow people to share doubts and feelings respectfully to build understanding.
An overview of how small community groups and membership organisations can use community engine to collect payments, manage memberships, and find new members.
What is social media all about? How can caregivers get involved in the latest web 2.0 trend?
Social Media caregivers was created to answer these questions. This presentation discusses how Web 2.0 has changed communication and how sites like Twitter, Facebook and YouTube are helping create caregiver communities.
This presentation explains the first part of our methodology for social design. Here we are explaining the four core elements of our theory: Functional Needs, Social Usability, Relational Motivations, Circadian Activity Flow.
Authors: G. Giacoma, D. Casali
The presenter discussed how social media and new technologies are changing healthcare marketing and communications. Some key points:
- Social media tools like Facebook, LinkedIn, blogs and videos are increasingly popular ways for people to get information and connect with each other.
- Younger generations, called "Net Gen", expect more freedom, customization, collaboration and speed in their work and daily lives. Healthcare marketers need to understand these changing expectations.
- Marketers should use social media to build relationships, boost their reputation and expertise, and engage customers in conversations to stay relevant in today's fast-changing environment.
- The first steps are to educate yourself on various social media tools, create online profiles, start
1. Connectedness through social media and the internet has fundamentally changed how people interact and get information, diminishing traditional sources of authority and encouraging people to follow their peers.
2. Successful social marketing focuses on building relationships and collaborating with people rather than targeting audiences or selling to consumers. It emphasizes social behaviors over purchase behaviors.
3. Businesses need to adapt to this new environment of constant change and connectivity by moving from transactional models to prioritizing relationships with all stakeholders through co-creation, collaboration, and transparency.
The document discusses how social media can help transform businesses by focusing on conversations and relationships with customers. It emphasizes that social media is about being helpful, listening to customers, and changing how businesses operate. The document provides examples of companies like Dell, IBM and the US Air Force that have developed social media strategies and guidelines. It stresses that businesses need to let go of old ways of communicating and embrace change in order to adapt to the new digital landscape.
TED Fuller event | digital user-generated content - My tales from the fieldDr Mariann Hardey
Dave collects a list of funny tweets from various Twitter users. The survey presented six scenarios involving what rights people have to save, share, publish, or remove Twitter content they encounter. Respondents took a liberal view of saving tweets but were more cautious about republishing or sharing tweets with others. Their views depended on whether the tweets were their own words or someone else's. The survey investigated attitudes toward social media ownership and what people feel they are able to do with content from others versus what others can do with their own content.
Dan Dunlop's presentation from the 2013 Pelvic Health Conference. The subject of the presentation was "Using blogs and social media to build communities of shared interest."
Participant Media + TakePart: People's Insights Vol. 2 Issue 8MSL
This week, we distill insights around the Participant Media model of using powerful stories and social advocacy platform TakePart to inspire and energize people to take social action.
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on social data, crowdsourcing, storytelling and citizenship on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights and foresights with you on our People’s Insights blog and compile the best insights from the network and the blog in the iPad-friendly People’s Lab Quarterly Magazine, as a showcase of our capabilities.
For more, see: http://peopleslab.mslgroup.com
A Rainy City Tale - A Social Media Case StudyB Hunter
- The document describes the author's experience using Twitter to share information about Manchester under the handle "rainycitytales". It discusses best practices for engagement on Twitter, including monitoring, participating, and advocating. It provides examples of successful corporate Twitter use by Dell and Best Buy. Metrics for measuring Twitter success like retweets, hashtags, and interactions are also outlined. The author has since expanded their presence to include a Wordpress blog integrated with other social media platforms.
Corporate reputation in the social worldTamera Kremer
The document discusses the importance of social media and putting yourself in customers' shoes. It advocates listening to customers' conversations online to better understand their needs and feedback. The document provides several examples of companies that have successfully engaged with customers on social media to improve customer service, gain insights, and build their brand. It emphasizes the importance of being helpful, useful and human in social media interactions rather than just pushing messages.
Leadership, Happiness, Project Success. Official handout of presentation of ...Dr. Thomas Juli
Project success is such an exciting, exhilarating and rewarding experience. Alas, most projects these days still fail. This presentation explores two crucial ingredients for project success: empowering leadership and happiness. It explains why and how leadership can help build successful projects by actively accounting for happiness on the individual, group, project and organizational levels.
Visit http://www.motivate2b.com/institute to learn more.
TMA World Viewpoint 26: Matrix Organization Best Practices - Extending Your C...TMA World
The matrix structure is a well established organizational mechanism for managing people, products and projects across multiple geographies.
Effective leadership in a matrix environment requires us to achieve a balance between exercising direct leadership authority whilst simultaneously conveying indirect leadership influence across organizational boundaries.
This TMA World presentation explores eight practical approaches you can role model as a leader to support the effectiveness of your people working in a matrix environment.
For more advice on how to thrive in the borderless workplace, including working in complex, global environments, contact us today: enquiries@tmaworld.com
MindTree has successfully sustained its business over decades by prioritizing culture and employee engagement from its founding. It established core values of high achievement and caring, and innovative people practices like campus-style work environments that combine learning, team-building, and professional development. MindTree continues enhancing its culture and employees' skills through initiatives focusing on various learning disciplines and channels. This commitment to culture and competence has supported MindTree's growth into a global IT company with thousands of employees.
How to make Animated GIFs with and without PhotoshopRichard Naples
How to make animated GIFs, both freely and with Photoshop. The presentation uses animated GIFs itself, so it's probably better offline and in presentation mode. But still useful without the animations. Be sure to follow the Smithsonian Libraries' Tumblr blog, Turning the Book Wheel, http://smithsonianlibraries.tumblr.com for more.
The document discusses different elements of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then describes common organizational designs like the simple structure, bureaucracy, and matrix structure. Finally, it discusses new design options like virtual organizations and boundaryless organizations as well as factors that influence organizational structure like strategy, size, technology, and environment.
What exactly is the role of a project manager? There are lot of responsibilities that a project manager has to fulfill. Here is a high level overview of the expectations from the project manager.
The document discusses India's trade balance and key imports and exports. It notes that India has recorded sustained trade deficits since 1980 mainly due to high growth in imports like crude oil, gold, and silver. India's main imports are from China, UAE, Saudi Arabia, Switzerland, and the US and include petroleum, gold/silver, machinery, electronics, and precious stones. Major exports include drugs/pharmaceuticals, cotton yarn/fabrics, handicrafts, and the pharmaceutical industry is poised for continued growth, making it a promising sector. However, issues like weak domestic IPR protection and global inequality pose challenges.
Mark Benson - Module 6 - Bosch Power Tools and Grainger - FinalMark Benson
This document presents a consolidated digital marketing plan to increase sales of Bosch power tools on Grainger.com by 10% in 2017. It analyzes Grainger and Bosch as clients/brands, outlines business objectives and key performance indicators, and proposes a marketing strategy including display ads and email content. Data will be collected using Google Analytics and customer surveys to evaluate the campaign's effectiveness and inform future strategies. The goal is to test messaging that resonates with procurement officers and end users to generate more online sales of Bosch tools on Grainger.com.
The document discusses how organizations can take a "hyper-social" approach by understanding basic human social behaviors and leveraging social processes. It provides examples of how organizations have successfully encouraged collaboration and problem-solving by appealing to human traits like reciprocity, fairness, and herding. The document advocates that organizations think of their customers and employees as members of interconnected social networks and tribes, rather than as isolated individuals or market segments. It outlines nine ways for marketing to change, such as breaking down silos, prioritizing culture over technology, and establishing trust as a new currency.
5 steps to becoming a social enterprise andrew bishop-jacobsJacobs Australia
1) A social enterprise uses social software to connect employees, share knowledge openly, and improve collaboration. It focuses on people, connections between people, and open sharing of information.
2) Implementing social software in a business can increase productivity, speed of knowledge sharing, and employee satisfaction while reducing costs. It creates a more engaged workforce with better access to expertise.
3) To implement a social enterprise, a company needs to select appropriate social tools, integrate them with existing systems, address any concerns about open sharing, and get buy-in from influencers through education and visible benefits. Strategic selection of tools is important.
5 steps to becoming a social & collaborative enterprise - Andrew Bishop - Ja...Andrew Bishop
1) A social enterprise uses social software to connect employees, improve collaboration, and make information more open and accessible. This increases engagement, productivity, and business performance.
2) Key aspects of a social enterprise include rich user profiles to help people know each other, collaboration tools, and open sharing of work updates.
3) Benefits include faster access to knowledge and experts, improved innovation, and reduced communication costs. Surveys find increased employee satisfaction and productivity.
The document discusses building and supporting communities. It emphasizes that a community is a group of connected, interacting people who find a sense of belonging and purpose through their shared passion. When building a community, one should envision the culture by defining values and behaviors, decide how it will benefit members and organizers, and determine the appropriate level of support while ensuring the community's interests come first. The key steps in building a community are design, seeding, launch, and achieving sustainability through grassroots growth.
An overview of social media for the Eugene Chamber's Women Business Leaders group - including how to maximize your reach on the social Web by partnering with Citizen Marketers.
How to Increase Your Online Influence Through Social MediaFleire Castro
This document discusses how to increase online influence through social media. It defines digital influence as the ability to cause effects and change behaviors online. It identifies 5 attributes of influencers: connected, activists, active minds, impact, and trendsetters. It provides tips for activating pillars of influence through growing one's reach, relevance, and resonance on social media. The key is focusing content to serve one's online community rather than just accumulating connections.
It's not about being ON social, it's about BEING socialChris Dellarocas
This document discusses how to approach social media successfully from a social, rather than technological, perspective. It argues that to thrive in today's world, businesses need to accept that consumers are empowered social beings and transform business processes into social processes. Specifically:
- Companies should find the "tribes" of people, both inside and outside the organization, united by passions, lifestyles or needs, and get tribes to help one another across areas.
- Proper incentives like feeling purpose, status, and material rewards can motivate tribes to engage in social processes that are not just running traditional programs on social media but get others to help do the company's job.
- Designing social processes requires recognizing that social
What makes places like Silicon Valley tick?
Can we replicate that magic in other places?
How do you foster innovation in your own networks?
The Rainforest is a groundbreaking new book from two of the world’s leading experts at the intersection of venture capital and global development. Victor W. Hwang and Greg Horowitt propose a radical new theory to explain the nature of innovation ecosystems -- human networks that generate extraordinary creativity and economic output. They argue that free market thinking fails to consider the impact of human nature on the innovation process. This ambitious work challenges basic assumptions that economists have held for over a century.
Kirkus Revews: "insightful, forward-thinking..." "provocative..." "Hwang and Horowitt write with authority and wit, carefully backing up their theory with substantive examples. Readers get the feeling that the authors have unveiled a very big, important concept, one that could serve as the basis for intentionally, methodically developing other “rainforests” similar to Silicon Valley."
Read a preview at: www.therainforestbook.com
Create your electronic footprint - Presentation given during IBM Super Women Group Yearly meeting. (over 500 IBM women attendees) Raleigh, NC - June 2009
This document discusses the rise of social media and how it allows human behaviors from Human 1.0 (tens of thousands of years ago) to resurface in business. It argues companies should focus on their social nature rather than just seeing social media as a new marketing channel. It also debunks seven common myths companies have when adopting more social behaviors, such as thinking one big idea will work or believing they can control their brand. Overall, it encourages companies to think more about human-centric behaviors and value when using social media.
The document discusses how social media has changed marketing, especially for B2B companies. It notes that consumers are now more emotional and social media has allowed them to easily share opinions. It also discusses how businesses must change to focus on conversations with interconnected customers using various social media tools. The key is for companies to listen to customers and learn how social media impacts their industry.
BlogWell New York Social Media Case Study: Walmart, presented by Lisa ThurberSocialMedia.org
The document summarizes Walmart's internal social media site mywalmart.com. It describes mywalmart.com as a platform for associates to engage with each other online about schedules, change management, volunteering and more. Over 1.2 million associates are registered users who return to the site frequently. The site attracts various internal partners and allows open conversations. Content is moderated through active monitoring of new topics and passive monitoring of comments, with user reporting of inappropriate comments. Community guidelines are straightforward and focus on respectful participation.
This document provides an overview of social media best practices for businesses. It discusses that social media requires a new mindset and approach compared to traditional marketing. Owned, earned, and paid media are presented, with emphasis on building earned media through genuine conversations. Components of a social media strategy are outlined, including objectives, listening, tools, content strategy, and technical set up. The importance of understanding audience typologies is discussed. Throughout, it is stressed that social media is about engaging with people, not just broadcasting messages, and requires an ongoing conversation rather than one-off campaigns.
Similar to Hyper-Social Organization Summit presentation (20)
2. BUILDING HYPER-SOCIAL ORGANIZATIONS
PREPARED FOR THE HYPER-SOCIAL MINI SUMMIT
– NEW YORK CITY, JAN 19TH, 2011
@FGOSSIEAUX, @EDMORAN, @SKWILDER,
@ROBERTCOLLINS
3. LET’S START OFF WITH A LITTLE EXAMPLE
HUMAN 1.0 VS. WEB 2.0
THE SAP DEVELOPER COMMUNITY
4. The SAP Developer Network
Stats:
1.4 M users
400K+ business experts
Content-rich
Original Incentive System:
Point system leading to
personal rewards
The Results:
Bullying behavior in the
community
New Incentive System:
Point system leading to
donation to good cause
The Results:
No more bullying in the
community
Web 2.0 or Human 1.0?
4
5. A look at some NIH + Duke Research
Experiment #1: Experiment #2:
People play Atari-style People play Atari-style
video game which allows video game which allows
them to earn or lose money them to earn or lose money
for themselves for a charity
MRI scans shows that the MRI scans shows that the
pleasure side of the brain altruism side of the brain
lights up – that same part lights up – that same part
that gets addicted to drugs that is responsible for
social interactions
6. So to understand how to do business in a 2.0 world…
You are better off understanding
You do not need to understand the
Human 1.0 – not as individuals, but as
Web 2.0 technologies
hyper-social creatures
7. OVERVIEW
QUICK INTRO
UNDERSTANDING THE TRUE DRIVERS OF SOCIAL MEDIA
HOW DO HYPER-SOCIAL ORGANIZATIONS THINK ABOUT THEIR BUSINESS?
WHAT DO HYPER-SOCIAL ORGANIZATIONS DO DIFFERENTLY, AND WHY?
9 WAYS TO THINK DIFFERENTLY ABOUT YOUR ORGANIZATION
HOW TO DEAL WITH RISK
8. Quick definitions
• Social media: Various technologies and tools like Facebook, Twitter
and blogs that provide people with a massive platform for interaction
with one another. “Social media” is often used synonymously with
“Web 2.0” or “social software.”
• Tribe: A collection of people who choose to interact due to shared
interests and passions (scrapbooking, software, wine) and affinity for
one another. They are characterized more by whom they like to hang
out with and their behaviors than individual traits (like age or
income)
• Hyper-Social: The cooperative, reciprocal behavior displayed
between humans who are not necessarily related or in close
geographic proximity
17. What are the important Human 1.0 Hyper-Social Traits
• Reciprocity – it’s a reflex that allows us to be the only
super-social species without all being brothers and
sisters
• The role of fairness in assessing situations
So to the extent that we
can basically be human
• Social framework of evaluating things vs. market with what we know, and
framework share it as freely as we
possibly can, I think we’ll
go a long way towards
gaining a higher or
• The importance of looking cool and mimicking others stronger level of trust with
the consumers.
• Herding and self-herding Barry Judge, CMO Best
(early research shows that social behavior does not change when it scales) Buy
http://www.cmotwo.com
18. SUCCESSFUL HYPER-SOCIAL ORGANIZATIONS
HOW THEY THINK DIFFERENTLY ABOUT THEIR BUSINESS
Informed by Tribalization of Business Study:
2008-2010 – 1,000+ companies took the survey
19. Hyper-Social companies think differently
• Think tribe – not market segment
– We need to find groups of people who have
something in common based on their behavior,
not their market characteristics
• Think knowledge network – not information channel
– The most important conversations in “…affinity groups
communities happen in networks of people, not will quickly become
between the company and the community. the dominant social
force in the
• Think human-centricity – not company-centricity emerging world
– The human has to be at the center of everything economy, changing
how we think about
you do, not the company markets, fads, social
• Think emergent messiness – not hierarchical fixed movements, and,
ultimately, power”
processes
– People will want to see responses to their - Tom Hayes, Jump
suggestions, even if it does not fit your Point: How Network
Culture is
community goals – FAST Revolutionizing
Business – 2008
21. Hyper-Social Orgs – Leveraging Social Business Processes
• Successful Hyper-Social organizations turn their
business processes into “social” processes
– Why?
• Scale
• Increased quality
• Increased passion
• Increased WOM
22. Turning a business process into a social process
• IS NOT:
– Running traditional programs using social
media platforms – PR by blogging press
releases, lead gen by spamming community
members, recruiting through spray and pray
over Twitter, etc.
• BUT IS:
– Running programs based on human reciprocity
and social contracts to get others, whose job it
isn’t to do so, to help you do your job –
customer support with the help of all
employees and customers, product innovation
with customers and detractors, etc.
– TAPPING INTO PASSION, AND HUMAN 1.0
TRAITS
23. Process Before After Benefits Case Studies
Sales One-to-one Many-to-many Sales is social Tibco, Zappos
networking
Product Innovation Constraint to a Includes all Reduce product failure Cisco, Netflix
department employees, rates (now at 80%)
customers, prospects
and detractors
Lead generation Interrupt-driven Become findable, be Leads that actually EMC, Dell
generally helpful in want to buy
public conversation something
Customer Service Conducted by Conducted by Customers service as a SAP, Zappos
employees employees and other revenue source
customers instead of cost center
Knowledge Top down process Federated and user- KM that works, IBM
Management driven process changes in work habits
Customer Mostly between Primarily among Reduced cost and Best Buy, Dassault
Communications companies and customers, detractors increased Systemes, Fiskars
customers and prospects effectiveness
Talent Acquisition and Board, interrupt- Endorsed by the tribes Social context Monster.com
Development driven and based on people belong to provides better
weak ties WOM matches
Employee Mostly within silos Cross enterprise Increased serendipity, IBM, FedEx, Cisco
Communications increased support
Market research Based on small groups Based on tribes and Much more accurate Eli Lilly, Pfizer, IBM,
and financial social contract market data and Fiskars
incentives increased success
PR & Thought Rolodex based and Community/tribe Much more Microsoft, Intuit
leadership focused on traditional based and focused on amplification of the
media social media messages 23
24. 9 WAYS TO THINK DIFFERENTLY ABOUT YOUR BUSINESS
…IN A HYPER-SOCIAL WORLD
26. Do like IBM – get rid of the firewall while protecting IP
Green
Enthusiasts
CIO’s
Business
IP model tweak
PR
IP
Customer
IP support
Product Idea
…increase knowledge flows…and competitiveness
32. Business objectives of communities
Q: Of the following business objectives which best represent your
community? (select all that apply)
70%
60%
50%
40%
30%
20%
10%
0%
33. Department managing community
Q: Which department manages your community (even if
outsourced)?
60%
50%
40%
30%
20%
10%
0%
34. # of people managing community
Q: How many people from your company manage this community as
their full-time job?
3%
5%
2%
None: part time job
23% One
5-Feb
51% 10-Jun
More than 10
Other
16%
35. Establish Center for Excellence
Marketing
Budgets
HR Sales
SM
Center for
Excellence
Development Support
36. 4) FIX THE GREAT DIVIDE
…BETWEEN MARKETING AND CUSTOMER SUPPORT
37. Your brand is only as good as the last transaction
• Fix the whole company’s user interface
with the customer:
– Sales
– Marketing
– Customer Support
– Service, etc…
• Tap into the passion of employees and
customers to help one another across
boundaries
38. 5) DON’T BUILD WHAT YOU BUILT BEFORE
…OR DON’T LET HISTORY REPEAT ITSELF
39. Move with caution – it’s not easy!
We need
Social graphs
We need
Social CRM
40. The funnel is dead
Source: McKinsey Quarterly
http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
40
41. Today’s buying cycle: a social-powered continuous loop process
Tribes & Networks
Many more
sources of
information Can still
become part of
consideration
set
Based on source: McKinsey Quarterly
http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
41
42. CRM – the makings of a social process
• Leave company centricity behind:
– Prospects, lead nurturing, sales funnel, etc.
• Put the customer at the center:
– What does she need?
– Will it work for her?
• Increase knowledge flows, and think tribes
– Who can help her internally?
– Who can help her externally?
• Embrace a messier process
– Allow people to jump in and help
44. The benefits of a CIO/CMO friendship
• Build the right infrastructure to support
your social processes
• Find the right pockets of culture to ensure
adoption
• Regain a strategic role at the executive
table by being the representatives for the
voice of the customer within your
company
46. BE HUMAN
“WE FIND OURSELVES IN THE ODDEST POSITION – WHICH
IS TO TELL THE BUSINESS UNITS THAT THIS IS NOT A
TECHNOLOGY ISSUE BUT A PEOPLE AND PROCESS ISSUE.”
– CIO AT A MAJOR PHARMACEUTICAL COMPANY
47. The benefits of allowing people to be human
• Better knowledge flows = Social
Knowledge Management Platform
• Customer/employee centricity =
leveraging more passion
• Leveraging passion = increasing
productivity exponentially
• More passion = increased WOM
= the creation of more customers with a higher lifetime value
“The purpose of a business is to create a customer.”
-- Peter Drucker
48. 8) BECOME THE CUSTOMER ADVOCATE
…NOT THE COMPANY ADVOCATE
49. 9) ESTABLISH TRUST AS THE NEW
CURRENCY
HOW CAN YOU EXPECT YOUR CUSTOMERS TO TRUST
YOU IF YOU CANNOT TRUST YOUR EMPLOYEES?
50. Any questions?
Francois Gossieaux
Partner, Beeline Labs
e. francois@human1.com
w. http://www.human1.com
b. http://www.emergencemarketing.com
Ed Moran
e. emoran@deloitte.com
w. http://www.deloitte.com
Our new book: The Hyper-Social Organization
http://www.hypersocialorg.com
50
52. Social Media brings new risks
• Brand risk
• Legal risks
– Labor laws
– Non compete
– HR
– Whistleblower laws
• Competitive risks
• IP risks
• Privacy
• Loss of operational efficiency
• Compliance risks
• Etc…
53. RISKS ARE EGALITARIAN
CEO VS. EMPLOYEES ARE EQUAL SOURCES OF RISK
PROTECTIONS THAT ENGENDER RISKS ARE MEANT TO PROTECT BOTH
INDIVIDUALS AS WELL AS COMPANIES
54. HOW TO DEAL WITH IT?
EDUCATION VS. RULES AND POLICIES
AFFIRM THE CULTURE, DON’T DEFINE IT