This is a series of lectures I gave at Birkbeck College - clearly the notes are not extensive but if anyone would like to chat them through then feel free to talk directly to me.

1. DIGITAL CULTURE: SOCIAL, DISRUPTION
SHAREABLE, ACCOUNTABLE

2. 3. DIGITAL CULTURE: SOCIAL, SHAREABLE,
ACCOUNTABLE
Openness is being forced on businesses. Customers and staff are tweeting, blogging, Facebooking, posting photos
and even whistleblowing using digital media. How are businesses coping with this new accountability? Beyond that
crowds are now organising via online channels and are in many cases bypassing the traditional businesses in order to
do things themselves. What is a ‘social business’ and how are these organisations different?
We will also look at the debates surrounding these concepts.
Suggested Reading for next week: https://www.eff.org/ EU Open data portal http://open-data.europa.eu/open-data

3. FROM EMAIL TO FORUMS TO IM TO BLOGS TO
SOCIAL NETWORKS
"By changing within we can change what is outside. In fact this is the
only way we can change what is outside - despite decades of
management theory to the contrary. Blogging can help people to
understand themselves and their work better and by doing so help
them to change at a profound and fundamental level. Once more
people become more self-aware you will be amazed at what starts to
happen. Sure there will be an initial period of awkwardness, but over
time tensions will reduce, energy will increase, and disputes will be
resolved more quickly. In effect we will start to grow up and take
responsibility...”
Semple E, “Organisations don’t tweet, people do”, 2012

4. BARRIERS
Fear and Ignorance

5. IT STARTS AT THE TOP
50% of the population currently uses Facebook, and more than 37%
use Twitter.
Yet among Fortune 500 CEOs, the report says, only 7.6% are present
on Facebook, only 4% use Twitter, and less than 1% use Google Plus.
LinkedIn is the only social network where CEOs are slightly ahead of
the general populace, the study concludes: Twenty-six percent of CEOs
surveyed use LinkedIn, compared to 20.15% of the population at
large.
However, another recent report shows CEOs' reluctance may be
changing: When IBM recently surveyed 1,709 CEOs, it found just 16%
currently participating in social media. However the study predicts the
percentage will likely grow to 57% within 5 years — and, in fact,
social media will become one of the two most important forms of
engagement with employees and customers, second only to face to
face interactions.
http://blogs.hbr.org/cs/2012/07/new_research_on_why_ceos_shoul.
html

6. CHARACTERISTICS OF HIGH PERFORMING ORGS
de Waal, A. (2010a): The characteristics of a high performance organisation. Center for Organizational Performance. Hilversum.

7. IDENTIFIED SUCCESS FACTORS OF
ORGANIZATIONS (I)
Organizational short-term focus. improve all the
design characteristics  S3. Set clear, ambitious, organization’s processes.
 D1. Stimulate cross-functional measurable and achievable goals.  P4. Create highly interactive
and cross-organizational  S4. Create clarity and a common internal communication.
collaboration. understanding of the  P5. Measure what matters.
 D2. Simplify and flatten organization’s direction and  P6. Report to everyone financial
the organization by reducing strategy. and non-financial
boundaries and barriers between  S5. Adopt the strategy that will set information needed to drive
and around units. the company apart. improvement.
 D3. Foster organization-wide  S6. Align strategy, goals, and  P9. Strive for continuous process
sharing of information, knowledge objectives with the demands of optimalization.
and best practices. the external environment and build  P8. Strive to be a best practice
 D4. Constantly realign the robust, resilient and adaptive plans organization.
business with changing internal to achieve these.  P9. Deploy resources effectively.
and external circumstances.
Process characteristics Technology characteristics
Strategy characteristics  P1. Design a good and fair reward  T1. Implement flexible ICT-systems
 S1. Define a strong vision that and incentive structure. throughout the organization.
excites and challenges.  P2. Continuously innovate products,  T2. Apply user-friendly ICT-tools to
 S2. Balance long-term focus and processes and services. increase usage.
 P3. Continuously simplify and

8. IDENTIFIED SUCCESS FACTORS OF
ORGANIZATIONS (II)
Leadership characteristics Individuals & Roles  C5. Create a shared identity and a
 L1. Maintain and strengthen trust characteristics sense of community.
relationships with people on all levels.  I1. Create a learning organization.
 L2. Live with integrity and lead by  I2. Attract exceptional people with a External orientation
example. can-do attitude who fit the culture. characteristics
 L3. Apply decisive action-focused  I3. Engage and involve the workforce.  E1. Continuously strive to enhance
decision-making.  I4. Create a safe and secure customer value creation.
 L4. Coach and facilitate. workplace.  E2. Maintain good and long-term
 L5. Stretch yourselves and your people.  I5. Master the core competencies and relationships with all stakeholders.
 L6. Develop effective, focused be an innovator in them.  E3. Monitor the environment
and strong leadership.  I6. Develop people to be resilient and consequently and respond adequately.
 L7. Allow experiments and mistakes. flexible.  E4. Choose to compete and compare
 L8. Inspire the people to accomplish  I7. Align employee behaviour and with the best in the market place .
extraordinary results. values with company values  E5. Grow through partnerships and be
 L9. Grow leaders from within. and direction. part of a value creating network.
 L10. Stimulate change and  E6. Only enter new business that
improvement. Culture characteristics complement the company's strengths.
 L11. Assemble a diverse and
complementary management team  C1. Empower people and give them
and workforce. freedom to decide and act.
 L12. Be committed to the organization  C2. Establish strong and meaningful
for the long haul. core values.
 L13. Be confidently humble.  C3. Develop and maintain
 L14. Hold people responsible for results a performance-driven culture.
and be decisive about nonperformers.  C4. Create a culture of transparency,
openness and trust.

9. SOCIAL BUSINESS MODEL
Tenet #1: Anyone can participate.
Tenet #2: Create shared value by default.
Tenet #3: While participation is self-organizing, the focus is on business
outcomes.
Tenet #4: Enlist a large enough community to derive the desired result.
Tenet #5: Engage the right community for the business purpose.
Tenet #6: Participation can take any direction. Be prepared for it, and take
advantage of it.
Tenet #7: Eliminate all potential barriers to participation. Ease of use is
essential.

10. SOCIAL BUSINESS MODEL
Tenet #8: Listen to and engage continuously with all relevant social business
conversations.
Tenet #9: The tone and language of social business are most effective when they're
casual and human.
Tenet #10: The most effective social business activities are deeply integrated into the
flow of work.
Hinchcliffe, Dion; Kim, Peter (2012-04-12). Social Business By Design: Transformative
Social Media Strategies for the Connected Company (Kindle Locations 3098-3101).
John Wiley and Sons. Kindle Edition.

11. COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and
contribute more to its bottom line, according to a new study from the University at Buffalo School of
Management.
The study, forthcoming in Information Systems Research, found that customers who participate in a firm’s
social media visit the business about five percent more frequently than those who don’t.
And those socially savvy customers mean more money for the company, says the study’s co-author, Ram
Bezawada, PhD, assistant professor of marketing in the UB School of Management.
“There have been doubts about the effectiveness of social media for business because the link between
a firm’s efforts and the return on investment hasn’t been established,” explains Bezawada. “Our results
show that when customers engage with a business through social media they contribute about 5.6
percent more to the firm’s bottom line than customers who do not.”
http://socialmediatoday.com/kmanne/1166426/social-media-pays-businesses-study-shows

12. CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of
companies, far surpassing the first wave of IT firms that rolled it out two years ago,
like Dell, Intel and IBM. While it began as an added ‘bonus’ in the arsenal of the
marketing spokesperson, now companies ranging
from Unisys,PepsiCo, Adidas, HP and Sprint are making social not only part of the
company’s core training curriculum, but also a key element in their recruiting message,
stressing the employee benefit of receiving social media literacy training.
http://www.forbes.com/sites/jeannemeister/2012/10/31/social-media-training-is-
now-mandatory/
http://www.youtube.com/watch?v=OhBmWxQpedI

14. EXEMPLARS
#best http://www.dreamgrow.com/54-free-social-media-
monitoring-tools-update-2012/
http://shortyawards.com/
http://smallbiztrends.com/2012/09/20-free-social-
#social media fail media-monitoring-tools.html
http://www.youtube.com/watch?v=Wc9PubXwzPg Fast Co’s Top 10 most innovative social businesses
http://www.thedrum.com/news/2012/12/21/10-social- http://www.fastcompany.com/most-innovative-
media-fails-2012-mcdonalds-femfresh-and-waitrose companies/2012/industry/social-media
http://www.youtube.com/watch?v=OhBmWxQpedI
For channel stats
http://www.socialbakers.com/
Tools