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“How Social Are You?”
The Social Organization

•   Karen Wickre, Google
•   Jennifer Preston, The New York Times
•   Frank Eliason, Citi
•   Ben Edwards, IBM
•   Stefan Stern, Mike Slaby, Michael Wiley, Steve Rubel, David Armano,
    Bruce Anderson and Michael Brito




•   www.change.edelman.com
• Public Engagement:
  The Evolution of Public Relations
Public Engagement Model
Sphere of Cross - Influence in World of Expression


                         Top-Down
           Media
           online                       Consumers
           and offline

      Employees
                                             Influencers


Conversation                                         Bottom-Up


    Government                               Investors



                                       Retailers
           Academics

                           Talk
Being a Social Organization is More than
Social Media
  • Over seventy percent of people on-line blog or network
  • Exponential growth of Twitter; 500 million+ active on Facebook
  • 370 million unique visitors to Wikipedia each month; 2 + billion views
    per day on YouTube
  • Diversity continues: Flickr, Digg, Skype, LinkedIn
“Defining Social”
  •   Interactions
  •   Behaviors
  •   Intentions
  •   Involvement
  •   Attitudes
How Social Are You?
  •   Leadership Actions
  •   Management Practices
  •   Communications Protocols
  •   Frequency
  •   Feedback
  •   Transparency
  •   Accessibility
  •   Listening
  •   Integration
An Evolving Workforce
It’s 2010…do you know your workforce?

   • Reengage with your workforce
   • Comprehend business strategy and translate it via new language,
     mediums
   • Upend communications from a strategic and operational
     standpoint
   • Constantly reassess, experiment, fail
Knowing Your Workforce: The Employee Worldview
                             Communications
                            Channels & Vehicles
                 External
                  Media
                                                    Financial
                                                  Performance
                                                                      Rationale
                                                                      •   Clarify employee and manager point-of-
                                                                          view on the business, leadership,
 Leadership
                                                        Rewards &
                                                                          competitive environment, workplace
Visibility and
  Credibility
                             Employees                  Recognition       experience and communication
                                                                      •   Establish qualitative and quantitative
                                                                          benchmarks for employee engagement,
                                                    Current
     Relationship
     with Manager                                  Business               channel and manager communication
                                                  Environment
                                                                          effectiveness
                                      ’
                             Company’s Vision,
                             Mission and Values



            Standard Summary:                                         Employee Profiles:
             • Leadership perceptions of                               • Composite description of employee
                 communication and support needs                         worldview (by segment) both today and
             • Employee views on:                                        in the future
               - Credible information sources                          • Includes quotes, goals and
               - Understanding of business and strategy                  communication needs by segment
               - Information they lack
How Smart Do You Want Your
Employees to Be?
  • How smart do you want to be about your
    employees?
Conversations inform decision-making, not vice-versa

   •   Organizational conversation and information flow used to be linear, in a
       controlled environment
   •   Now, with information ubiquitous, people are talking about your company
       24/7, both inside and outside
   •   What you stand for, who you are, supported by clearly defined goals and
       actions – i.e., organizational clarity – is more critical than ever


          Organizations must listen more closely
          and bring new points of view into the
                 decision making process
Rise of the “social” enterprise develops a differentiated
workforce

     Increasing pressures on organizations to be more
     competitive, agile and “lean” result in a workforce
     that is more:
                   • Cognitively complex
                   • Team-based and collaborative
                   • Dependent on social skills
                   • Dependent on technological competence
                   • Time pressured
To be successful, companies need to evolve constantly

   • Innovation no longer crucial simply for business success, but for
     business survival
   • Need for innovation, self-assessment and re-invention are not
     novel
   • Main difference today is rapid pace of change
   • Sustainable competitive advantage no longer exists
   • Success today is based on creating a flow of temporary
     advantages, which requires innovation and agility
In summary…
 • How social are you? is an individual analysis
 • It starts with leadership actions and management practices
 • It impacts every facet of the enterprise
 • Being Social is more about how employees and customers
   “experiences” the organization
 • Organizational Communications has a unique role to engage
   people by providing context and relevance, helping to
   “connect the dots”, listening to and acting upon the voices
   and conversations internally
“How Social Are You?”

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How Social Are You? by Gary Grates

  • 2. The Social Organization • Karen Wickre, Google • Jennifer Preston, The New York Times • Frank Eliason, Citi • Ben Edwards, IBM • Stefan Stern, Mike Slaby, Michael Wiley, Steve Rubel, David Armano, Bruce Anderson and Michael Brito • www.change.edelman.com
  • 3. • Public Engagement: The Evolution of Public Relations
  • 4. Public Engagement Model Sphere of Cross - Influence in World of Expression Top-Down Media online Consumers and offline Employees Influencers Conversation Bottom-Up Government Investors Retailers Academics Talk
  • 5. Being a Social Organization is More than Social Media • Over seventy percent of people on-line blog or network • Exponential growth of Twitter; 500 million+ active on Facebook • 370 million unique visitors to Wikipedia each month; 2 + billion views per day on YouTube • Diversity continues: Flickr, Digg, Skype, LinkedIn
  • 6. “Defining Social” • Interactions • Behaviors • Intentions • Involvement • Attitudes
  • 7. How Social Are You? • Leadership Actions • Management Practices • Communications Protocols • Frequency • Feedback • Transparency • Accessibility • Listening • Integration
  • 9. It’s 2010…do you know your workforce? • Reengage with your workforce • Comprehend business strategy and translate it via new language, mediums • Upend communications from a strategic and operational standpoint • Constantly reassess, experiment, fail
  • 10. Knowing Your Workforce: The Employee Worldview Communications Channels & Vehicles External Media Financial Performance Rationale • Clarify employee and manager point-of- view on the business, leadership, Leadership Rewards & competitive environment, workplace Visibility and Credibility Employees Recognition experience and communication • Establish qualitative and quantitative benchmarks for employee engagement, Current Relationship with Manager Business channel and manager communication Environment effectiveness ’ Company’s Vision, Mission and Values Standard Summary: Employee Profiles: • Leadership perceptions of • Composite description of employee communication and support needs worldview (by segment) both today and • Employee views on: in the future - Credible information sources • Includes quotes, goals and - Understanding of business and strategy communication needs by segment - Information they lack
  • 11. How Smart Do You Want Your Employees to Be? • How smart do you want to be about your employees?
  • 12. Conversations inform decision-making, not vice-versa • Organizational conversation and information flow used to be linear, in a controlled environment • Now, with information ubiquitous, people are talking about your company 24/7, both inside and outside • What you stand for, who you are, supported by clearly defined goals and actions – i.e., organizational clarity – is more critical than ever Organizations must listen more closely and bring new points of view into the decision making process
  • 13. Rise of the “social” enterprise develops a differentiated workforce Increasing pressures on organizations to be more competitive, agile and “lean” result in a workforce that is more: • Cognitively complex • Team-based and collaborative • Dependent on social skills • Dependent on technological competence • Time pressured
  • 14. To be successful, companies need to evolve constantly • Innovation no longer crucial simply for business success, but for business survival • Need for innovation, self-assessment and re-invention are not novel • Main difference today is rapid pace of change • Sustainable competitive advantage no longer exists • Success today is based on creating a flow of temporary advantages, which requires innovation and agility
  • 15. In summary… • How social are you? is an individual analysis • It starts with leadership actions and management practices • It impacts every facet of the enterprise • Being Social is more about how employees and customers “experiences” the organization • Organizational Communications has a unique role to engage people by providing context and relevance, helping to “connect the dots”, listening to and acting upon the voices and conversations internally
  • 16. “How Social Are You?”