1. THE SOCIAL CEO
Milan, June 2012
David Demetrius
Partner, Fyronic
@demeto

2. Who are Fyronic?
• Belgium based, global operating
• Consultants and implementers of Social
Business platforms
• Change management specialists
• 2 partners: Myself and Franky Redant
(@demeto and @f_redant)
• We blog on http://fyronic.com

3. Why am I talking about
“the Social CEO’
• For the past 30 years, I’ve held posts as
Company Chairman, CEO, CFO and Non-
executive Director in companies of all sizes
• I now consult on Social Business
• I mentor and train many senior executives
• This has required a major mindset
adjustment!!

4. TOP MANAGEMENT
COMMITMENT IS KEY

5. PROBLEM 1
Getting the basic message across

6. “Of course I embrace ‘social
business’.
We have an annual Christmas party”

7. Platforms well known to CEOs
• LinkedIn
• Facebook
• Twitter
• Skype
• Wikipedia
• ebay
• You Tube

8. The CEO’s view of useful platforms
• LinkedIn
• Um? Well, that’s all actually.

9. The reality of Social Business

10. Types of Social systems
• Facebook • Samsung
• Netlog Online
• Twitter • Tripadvisor
• SAP’s online
community
• Pfizerpedia • Intranets
• Yammer • Innocentive

11. Jargon & terminology
What they hear about: What they want to hear about:
• Twitter • Increased revenues
• Yammer • Increased profits
• Sprouter • Reduced costs
• RSS • Increased employee
• Enterprise 2.0 satisfaction
• 21st century tools • ROI

12. PROBLEM 2
Proving the benefits

13. The ROI of Social Business
• Lots has been written and blogged on this
subject
• The usual argument is that you can’t
evaluate it in financial terms
• That is not what the CEO wants to hear
• My recommendation is to use a variation
of Value Measuring Methodology (VMM)

14. Value Measuring Methodology
• Developed by Booz Allen Hamilton and Harvard
University in 2002
• Throughout lifecycle of a project, one can use
VMM to justify spending, re-evaluate objectives
and performance, and validate management
controls
• Employees from all functions and at all levels
are involved

15. VMM implementation
Fyronic structured approach and methodology:
• Develop a decision framework
• Conduct an alternatives analysis
• Pull the information together
• Communicate and document

16. PROBLEM 3
Giving Social Business sufficient importance

17. “Thanks! Very useful! We’ll do that!
• You give a one hour introduction to Social Business
• Appreciative thanks from the CEO
• He/she asks around if anyone is on Facebook
• Finds a junior employee with 500 FB friends
• Puts him/her in charge of the company’s Social
Business initiative
• Tells you 6 months later that you were wrong and
that the initiative was a failure!!

18. Managing Social Media in the
organisation

19. PROBLEM 4
Using the tools effectively

20. Internet today
Plain html pages,
The internet started as Static websites
Engagement
an Information platform
Changed into an Application platform
And has now moved towards Applications
Dynamic
an Engagement platform websites, intranet
applications, webser
Web 2.0, Social
vices, web-based
media, Enterprise
applications, Rich Information
2.0, user created
Internet Applications
content,
communities
homo erectus
homo industrialis
Homo digitalis

21. Email tennis
• “You gave a good presentation yesterday”
• “Don’t be patronising! I worked hard on
that!” (cc your boss)
• “Can’t you even take praise when it’s
offered?” (cc the project team members)
• “I’ve had enough of your attitude! I quit!”
(cc the entire company)
• By now, virtually everyone has
contributed an email with their own
views on the subject and work for the
day has ground to a complete standstill

22. … or face to face or telephone
• “You gave a good presentation yesterday”
• “Gee. Thanks!”

23. THE BEST APPROACH

24. Some important considerations
• Strategy then tools
• Treat implementation
as a change
management project
• Remember this is a
paradigm shift in
management
• But don’t be misled by
the generation X, Y
argument

25. Social Business Alignment
• Focus on helping organisation achieve its objectives,
not on introducing new tools
• Align the business strategy wIth the Social Wave
(Social Media, SCRM, Enterprise 2.0)
• Define strategy and implementation plan to achieve
corporate goals
• Include in that plan the social concepts, the relevant
technology and the cultural change requirements

26. Key elements
• Internal and external
communication
• Engaging internal and external
stakeholders
• Aligning ICT, Process Management
and Culture
But most importantly:
• A strategic vision aimed at
becoming a Social Enterprise

27. Concerns to be addressed
• Data security
• Inappropriate
behaviour
• Time wasting
• Dealing with dissent

28. Entrepreneur or collaborator?
Typical entrepreneur Typical collaborator
• Clear vision of future • Strategy result of
outsourcing
• Long-term goals • Incremental steps
• Minimal knowledge • Knowledge shared openly
sharing with strangers
• Hierarchical structure • Flat, unstructured
organisations
• Local first, global later • Global from the outset

29. The “Collapreneur”
Changes required Attributes to be retained
• Less self-centred • Enormous drive to succeed
• Open to others’ • Willingness to work very long
ideas hours (despite the effect on
• Less convinced of their personal life)
their superior status • A belief in the goal
• Ability (and desire) to support
the team
• The humility to know they can
still learn from others

30. THANK YOU
David Demetrius @demeto