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Social Success and Change Todd Van Hoosear @vanhoosear May 12, 2010 Todd Van Hoosear @vanhoosear 1.617.326.3211 itsfreshground.com [email protected] Fresh Ground, Inc.

Creating a Social Culture

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Page 1: Creating a Social Culture

Social Success and Change

Todd Van Hoosear @vanhoosear

May 12, 2010

Todd Van Hoosear @vanhoosear 1.617.326.3211

itsfreshground.com [email protected]

Fresh Ground, Inc.

Page 2: Creating a Social Culture

Social Success Requires Changing How Companies Think, Work and Talk

The Thinker Photo taken by elkit and shared via Flickr under the Creative Commons Attribution-Noncommercial-Share Alike 2.0 Generic license

Cubicles Photo taken by Giant Ginkgo and shared via Flickr under the Creative Commons Attribution-Noncommercial-Share Alike 2.0 Generic license

The Conversation Photo taken by soylentgreen23 and shared via Flickr under the Creative Commons Attribution-Share Alike 2.0 Generic

Page 3: Creating a Social Culture

Social Success Requires Changing How Companies Think, Work and Talk

The Thinker Photo taken by elkit and shared via Flickr under the Creative Commons Attribution-Noncommercial-Share Alike 2.0 Generic license

Cubicles Photo taken by Giant Ginkgo and shared via Flickr under the Creative Commons Attribution-Noncommercial-Share Alike 2.0 Generic license

The Conversation Photo taken by soylentgreen23 and shared via Flickr under the Creative Commons Attribution-Share Alike 2.0 Generic

xxxx!^Business!

Page 4: Creating a Social Culture

Social Success Requires Changing How Companies Think, Work and Talk

The Thinker Photo taken by elkit and shared via Flickr under the Creative Commons Attribution-Noncommercial-Share Alike 2.0 Generic license

Cubicles Photo taken by Giant Ginkgo and shared via Flickr under the Creative Commons Attribution-Noncommercial-Share Alike 2.0 Generic license

The Conversation Photo taken by soylentgreen23 and shared via Flickr under the Creative Commons Attribution-Share Alike 2.0 Generic

xxxx!^Business!

Just because you have the tools doesn’t mean you know what to do with them!!

Page 5: Creating a Social Culture

“Ultimately social media is not about the tools, technology and whiz-bang things. It’s about culture and culture change.” - @ScottMonty!

Page 6: Creating a Social Culture

Business Success Requires Changing Your Corporate Culture

John Hancock Tower, Boston Photo taken by yeowatzup and shared via Flickr under the Creative Commons Attribution 2.0 Generic license

Star Trek The New And The Old Image created by jomama1152 and shared via Flickr under the Creative Commons Attribution-Noncommercial-No Derivative Works 2.0 Generic License

Page 7: Creating a Social Culture

Business Success Requires Changing Your Corporate Culture

John Hancock Tower, Boston Photo taken by yeowatzup and shared via Flickr under the Creative Commons Attribution 2.0 Generic license

Star Trek The New And The Old Image created by jomama1152 and shared via Flickr under the Creative Commons Attribution-Noncommercial-No Derivative Works 2.0 Generic License

You need to create a social organization!

Page 8: Creating a Social Culture

The Social Organization The Old Model

Megaphone Flickr image uploaded by thivierr Shared under Creative Commons Attribution-Share Alike 2.0 Generic License

The Earth Taken 7 December, 1972 Apollo 17 mission Courtesy: NASA

Page 9: Creating a Social Culture

The Social Organization The Old Model

Megaphone Flickr image uploaded by thivierr Shared under Creative Commons Attribution-Share Alike 2.0 Generic License

The Earth Taken 7 December, 1972 Apollo 17 mission Courtesy: NASA

Page 10: Creating a Social Culture

The Social Organization The Reality

Page 11: Creating a Social Culture

The Social Organization The Reality

Page 12: Creating a Social Culture

The Social Organization The Reality

Page 13: Creating a Social Culture

The Social Organization The Reality

Page 14: Creating a Social Culture

The Social Organization The Reality

Page 15: Creating a Social Culture

The Social Organization The Reality

Page 16: Creating a Social Culture

The Social Organization The Reality

Page 17: Creating a Social Culture

The Social Organization The Reality

Page 18: Creating a Social Culture

The Social Organization The Reality

Page 19: Creating a Social Culture

The Social Organization A New Model

Ideate Flickr image uploaded by Caveman (Kickin' 66 with Pete Zarria) Shared under Creative Commons Attribution-No Derivative Works 2.0 Generic License

Share Flickr image uploaded by Ed Yourdon Shared under Creative Commons Attribution-Share Alike 2.0 Generic License

Listen Flickr image uploaded by andronicusmax Shared under Creative Commons Attribution 2.0 Generic License

Change Flickr image uploaded by adam*b Shared under Creative Commons Attribution 2.0 Generic License

Page 20: Creating a Social Culture

But Where to Start?

Ideate Flickr image uploaded by Caveman (Kickin' 66 with Pete Zarria) Shared under Creative Commons Attribution-No Derivative Works 2.0 Generic License

Share Flickr image uploaded by Ed Yourdon Shared under Creative Commons Attribution-Share Alike 2.0 Generic License

Listen Flickr image uploaded by andronicusmax Shared under Creative Commons Attribution 2.0 Generic License

Change Flickr image uploaded by adam*b Shared under Creative Commons Attribution 2.0 Generic License

Anywhere and Everywhere: It’s Not Just About Marketing Anymore

Page 21: Creating a Social Culture

Creating a Social Company The Social Evolution of Companies

Authoritarian Inclusive Collaborative Social

Page 22: Creating a Social Culture

Creating a Social Company The Four Phases and Key Characteristics

I. Authoritarian

•  Management-driven •  One-way •  One-to-many

II. Inclusive •  Marketing-driven •  Two-way •  One-to-many

III. Collaborative

•  Employee-driven •  Two-way •  One-to-one

IV. Social •  Customer-driven •  Two-way •  Many-to-many

Page 23: Creating a Social Culture

Creating a Social Company Key Milestones, Strategies & Tools

•  Phase I (Authoritarian) –  Command-and-control communication model –  Brochureware website –  No-reply email newsletter –  Intranet –  Press release-driven PR

•  Phase II (Inclusive) –  Delegate-and-share communication model –  Interactive website / marketing campaigns –  Email newsletter w/ feedback options –  Extranet –  Corporate blog / social media presence (e.g., Twitter) –  Content-driven PR –  Management and marketing teams engaged

•  Phase III (Collaborative) –  Immerse-and-disperse communication model –  Employee-driven customer forum –  Email newsletter w/ feedback & sharing options –  Internal wiki –  Employee blog / social media presence –  Search-driven PR –  All customer-facing departments/roles engaged

•  Phase IV (Social) –  Empower-and-trust communication model –  Customer-driven forum –  Integrated employee/customer/partner collaboration tool –  Customer evangelist blog / social media presence –  Social-driven PR –  All departments/roles engaged

Page 24: Creating a Social Culture

Slides Seen ‘Round #ncf10

Page 25: Creating a Social Culture

Risks and Rewards of Social

Page 26: Creating a Social Culture

Process Before After Benefits Case Studies

Sales One-to-one Many-to-many Sales is social networking Tibco, Zappos

Product Innovation Constraint to a department

Includes all employees, customers, prospects and

detractors

Reduce product failure rates (now at 80%)

Cisco, Netflix

Lead generation Interrupt-driven Become findable, be generally helpful in public

conversation

Leads that actually want to buy something

EMC, Dell

Customer Service Conducted by employees Conducted by employees and other customers

Customers service as a revenue source instead of

cost center

SAP, Zappos

Knowledge Management Top down process Federated and user-driven process

KM that works, changes in work habits

IBM

Customer Communications

Mostly between companies and

customers

Primarily among customers, detractors and

prospects

Reduced cost and increased effectiveness

Best Buy, Dassault Systemes, Fiskars

Talent Acquisition and Development

Board, interrupt-driven and based on weak ties

WOM

Endorsed by the tribes people belong to

Social context provides better matches

Monster.com

Employee Communications

Mostly within silos Cross enterprise Increased serendipity, increased support

IBM, FedEx, Cisco

Market research Based on small groups and financial incentives

Based on tribes and social contract

Much more accurate market data and increased success

Eli Lilly, Pfizer, IBM, Fiskars

PR & Thought leadership Rolodex based and focused on traditional

media

Community/tribe based and focused on social

media

Much more amplification of the messages

Microsoft, Intuit

Cultural Change Management

Page 27: Creating a Social Culture

THANK YOU!

Todd Van Hoosear @vanhoosear

Todd Van Hoosear @vanhoosear 1.617.326.3211

itsfreshground.com [email protected]