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

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. 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. 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. 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. 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. 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. What is the difference between looking down and
looking up your org chart?
Which one is which?

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. 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. 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. 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. 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. 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. 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. 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. 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. MIR: Measurement, Interpretation, Resolution

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. Audience Exercise
Discuss the apparent differences of these images
and the analogy to your team, corporate goals and structure