thoughts on today's social media
DESCRIPTION
Inspired by recent tweets and blog posts I gathered slides together -- to be further discussed in a blog post.TRANSCRIPT
Thoughts on Social Media Today
Miia ÄkkinenNovember 3rd, 2011
INSPIRING TWEETS AND BLOG POSTS
“Culture change may be the most challenging component of successfully transforming into a social business. In order to influence a cultural change you have to educate and encourage. Social tools provide a gateway for information exchanges across geographies and organizational silos. Building trust and encouraging social interactions are essential to driving a social change in the workforce. To become a social business you have to recognize that employees need to be agile, informed and able to work beyond their specific job descriptions. In order to support this, you must provide tools and the cultural incentives that allow employees more access to the right information and the right people. You must reduce both the cultural boundaries as well as the technical obstacles for people to connect with people and information, allowing unprecedented access.”
Jeff Schick, Vice President of Social Software
http://www.britopian.com/2011/07/05/ibm-case-study-a-lesson-in-social-business-transormation/
Dachis Group 18.10.2011http://www.dachisgroup.com/2011/10/attributes-of-a-socially-optimized-business/
Headshift/C.Schmaltz says it clearly:
http://www.headshift.com/our-blog/2011/07/28/from-traditional-business-to-social-business/Christoph Schmaltz, consultant
Open knowledge transfer
http://www.headshift.com/our-blog/2011/07/28/from-traditional-business-to-social-business/Christoph Schmaltz, consultant
Information connects people, not just companies
http://www.headshift.com/our-blog/2011/07/28/from-traditional-business-to-social-business/Christoph Schmaltz, consultant
Connecting the silos
http://www.headshift.com/our-blog/2011/07/28/from-traditional-business-to-social-business/Christoph Schmaltz, consultant
Organizations work top down through social interactions structured around the organization chart, or hierarchy. And they work end to end structured around their business processes. These two dimensions — hierarchy and process — shape the way organizations see the world, its challenges and, more importantly, the portfolio of potential solutions to those challenges. There is nothing wrong with hierarchy or process. They are effective organizational approaches to managing complex operations. But there is a crucial third dimension to organizational effectiveness. We see this when people get things done by working in the so-called "white space" in the organizational structure, or by working across the "seams" of a business process. In their ways of working and connecting with each other, they do more than just what they are told top-down and more than what is defined as their job. This is the social dimension. Every organization has a social dimension. The challenge is that the social dimension is not accurately reflected in either the organization's hierarchy or its process flow.
http://blogs.hbr.org/cs/2011/10/all_organizations_are_social_b.html
Anthony J. Bradley, group vice president, Gartner Research, and
Mark P. McDonald, group vice president and Gartner Fellow,
Gartner Executive Programs
http://www.dachisgroup.com/2011/08/looking-to-the-frontiers-of-social-business/
Dion Hinchcliffe, Executive VP of Strategy
It’s a long journey.
http://www.britopian.com/2011/09/25/the-social-business-value-creation-model/
Michael Brito
Many kind of benefits
Direct vs. indirect benefits
Greetings from the 1990’s: using WWW
• PR, marketing, advertising
• Sales• R&D• Communication• Collaboration
Cockburn & Wilson (1996)
We are now -2011- just delivering the promises of Internet?
Information elements needed to justify social media efforts
1.SOCIAL PRINCIPLESParticipation
CollectiveTransparencyIndependence
PersistenceEmergence
2. SOCIAL BENEFITSCollective intelligence
Expertise locationEmergent structuresInterest cultivationMass coordination
Relationship leverage
3. SOCIAL COSTSArchitecture and designTechnology investment
SeedingPromotion
ParticipationAdministration and
governanceInformation security
4. BUSINESS BENEFITSCustomer responsiveness
Market responsivenessRegulatory responsiveness
Sales effectivenessSupplier effectivenessProduct development
effectivenessCost reduction or
avoidance
5. BUSINESS COSTSCulture change
Leadership participationProcess and system change
Human capitalBusiness operations impact
Capital outlay
6. BUSINESS IMPACTRevenue growth
Market share growthBetter profitability
Competitive positionRegulatory compliance”Create a story how
value is created”, case FICO (an analytics company)
Bradley & McDonald”Social Organization”2011
http://www.ssireview.org/opinion/entry/four_models_for_organizing_digital_work_part_two
Organizations, are these ok?
• Is social media in your organization (objectives, metrics) connected with the goals of the organization?– Ask: How social media can help the company in
achieving the goals? • Is your presence on social media aligned with
organization values and brand?• Do you have a social media governance
function in your organization?
”Should we go to social media?”
You are already there.
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A youtube videoabout a Finnish hotel with a bad price-qualityrelationship. Hotel had no presence on socialmedia services, peoplestill talked about them on SocMed services.
How to proceed?
Opportunities of Social Media
Integrating Social Media with
Business Strategy
Social Media Governance
Creating Presence on Social Media
Services
FINNISH EXAMPLES
My university on Twitter
How to avoid the information overflow?
www.tweetdeck.com, www.seesmic.com, www.hootsuite.com
Blogs still rock
Wiki
Purot.net = Wiki + Discussion with community!
Thanks!
@miiaakkinen