This is my lecture from the Berlin Change Days conference, held in Berlin on November 2012. In this lecture I have tred to 'mash-up' between social power, viral marketing and trust into a coherent organizational change management model

1. viral changein organizations
Thoughts,ideas & some practice

2. Social Power
term1

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6. average price for apartmentin tel-aviv

13. Buzz| Hype
Term 2

14. viral marketing defined - wom
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15. viral marketing defined
A strategy that’s encourages individualsto pass on a
marketing message to others, creating the potential
for exponentialgrowth in the message’s exposure
and influence.

16. TakenfromSethGodin,UnleashingtheIdeavirus(2000)

22. six buttons tostart a conversation OR what makes it viral
taboo
unusual
outrages
hilarious
remarkable
secret

23. components of a viral marketingstrategy
 Give away product or services
 Provide effortless transfer for others
 Scale easily from small to very large
 Exploit common motivations and behaviors
 Utilize existingcommunication networks
 Takeadvantage of existing platforms

24. a short discussionin groups
 Thinkof an Org. Change process you were involved. Not necessarily a
successfulone.
 Looking back, could you use the components of viral marketing in
order to make this change more effective?

25. potential benefits of viral marketing
 Financial- Inexpensive
 Diffusion speed - Reaches audiences within a short period of time, fast
diffusion, boosts adoption speed, exponential
 Peer-to-peer transmission -Voluntary transmission by sender
 Audience reach - More effective targeting Access to diverse audience
through socialcontacts
Internetinducedmarketingtechniques,Int.JournalofBusinessScience& AppliedMgmt., Vol 3, Issue1,2008

26. potential risks of viral marketing
 Lackof Control – uncontrollable nature, no control over distortion
processes
 Potential negative impact - risk of backlash,negative word of mouth
can happen
 Consumer dependency – consumers unwillingto provide referrals
unless there is some return
 Lack of Legal & ethical standards
Internetinducedmarketingtechniques,Int.JournalofBusinessScience& AppliedMgmt., Vol 3, Issue1,2008

27. a short discussionin groups
 Which of the benefits & risksare relevant to Org. Change? Why?

28. Trust
Term 3

29. org. change – it’s a top-down world
 Management holds a master plan
 Success means employees are acting exactly as the management
would expect them to.
 Change efforts are focused on convincing employees that change is
better than current situation

30. The way most senior managers handlechange:
Selling one viewpoint in a complex world.
That’san oxymoron

31. thisis the reasonfor these numbers
50% to 75% of
allManufactur-
ing Technology
Projects in the
US fail
50% to 75% of
all re-
engineering
efforts donot
deliver the
expected results
Only 16% to
24% of all
Information
Systems and
Technology
projects are
completed
successfully
Of those
completed,
52.7% will cost
189% of the
original estimate
budget
Standish Group Chaos Report

32. more important– lackof trust
BlessingWhite
74%of staff
members trust
their
supervisors
BlessingWhite
while only
57%trust
their senior
leaders
CIPD
UK
80%believe
senior managers
need to workon
restoringtrust in
their leadership

33. few practical thoughts

34. classicchange(communication)process
Senior
mgmt.
Mid level
mgmt.
Employees
Single message
Mgmt. voice
Message is getting weakerand distorted
Meaning- lot’s of effort to keepit On Air
High level of organizational discipline needed
Might lead to power struggle (resistance)

35. viral communicationprocess
Senior
mgmt.
Mid level
mgmt.
Employees
Single message
manysupporting voices (or not…oops)
Message is getting stronger and clearer
No effort to keepit OnAir
High level of internalmotivation -trust
Low potential for power struggles

36. Myconclusion:
Viral change is not about the
communication, it’salready about
behavioral change.

37. BJ Fogg’s behavioralmodel
Head ofStanfordUniversity’s Persuasive Technology Lab
Low ability High ability
Low motivation
High motivation
Coremotivators:
- pleasure/pain
- hope/fear
- acceptance/rejection
Simplicity factors:
- Time
- Resources
- Physicaleffort
- Braincycles
- Socialdeviance
Behavior triggers:
- Spark
- Facilitator
- signal

38. the behaviorgrid
What type ofbehavior change?
Stopbehavior
Decreasebehavior
Increasebehavior
Performexisting
behavior
Performnewbehavior
One time behavior
On
what
schedule?
One time that leadsto
obligation
Fora periodof time
On a predictableschedule
Behavioroncue
Behavioratwill
Behaviorisalwaysperformed
Dr.BJFogg, StanfordUniversity

39. a case study – the need
 The KM group is developing on demand tools for the use of the entire
global organization.
 Part of creating knowledge sharing & org. learning culture at alllevels
 The new GPR – Global Project Repository is expected to be launched
in few weeks' time

40. a case study – basicassumptions
 Inmostcases,KM toolsare perceivedasnicetohaveandnotasmusthave
tools.
 Itmightinfluenceend-user’sperceptions&behaviorstowardstheGPR.
 TheGPRcontaininherentasymmetry.Projectmanagers are abouttodo
mostofthedocumentationeffort,whilethesalesmenwouldbethemain
beneficiary.
 PMsandsalesmenspendlotsoftimeinthefield,far fromcompanyhubs.An
independentpopulationwithlowaccessibility

41. openquestionsI have
 Is there a real differences between viral change and methods of change
management in complex environment ?
 Does this approach isvalid to allorganizations – sectors, size etc.?

42. reflections?