DIGITAL CULTURE SOCIAL SHAREABLE ACCOUNTABLE

DISRUPTION

3 DIGITAL CULTURE SOCIAL SHAREABLE ACCOUNTABLE

Openness is being forced on businesses Customers and staff are tweeting blogging Facebooking posting photos

and even whistleblowing using digital media How are businesses coping with this new accountability Beyond that

crowds are now organising via online channels and are in many cases bypassing the traditional businesses in order to

do things themselves What is a lsquosocial businessrsquo and how are these organisations different

We will also look at the debates surrounding these concepts

Suggested Reading for next week httpswwwefforg EU Open data portal httpopen-dataeuropaeuopen-data

3 DIGITAL CULTURE SOCIAL SHAREABLE ACCOUNTABLE

Openness is being forced on businesses Customers and staff are tweeting blogging Facebooking posting photos

and even whistleblowing using digital media How are businesses coping with this new accountability Beyond that

crowds are now organising via online channels and are in many cases bypassing the traditional businesses in order to

do things themselves What is a lsquosocial businessrsquo and how are these organisations different

We will also look at the debates surrounding these concepts

Suggested Reading for next week httpswwwefforg EU Open data portal httpopen-dataeuropaeuopen-data

FROM EMAIL TO FORUMS TO IM TO BLOGS TO SOCIAL NETWORKS

By changing within we can change what is outside In fact this is the

only way we can change what is outside - despite decades of

management theory to the contrary Blogging can help people to

understand themselves and their work better and by doing so help

them to change at a profound and fundamental level Once more

people become more self-aware you will be amazed at what starts to

happen Sure there will be an initial period of awkwardness but over

time tensions will reduce energy will increase and disputes will be

resolved more quickly In effect we will start to grow up and take

responsibilityrdquo

Semple E ldquoOrganisations donrsquot tweet people dordquo 2012

BARRIERS

Fear and Ignorance

IT STARTS AT THE TOP

50 of the population currently uses Facebook and more than 37 use Twitter

Yet among Fortune 500 CEOs the report says only 76 are present on Facebook only 4 use Twitter and less than 1 use Google Plus

LinkedIn is the only social network where CEOs are slightly ahead of the general populace the study concludes Twenty-six percent of CEOs surveyed use LinkedIn compared to 2015 of the population at large

However another recent report shows CEOs reluctance may be changing When IBM recently surveyed 1709 CEOs it found just 16 currently participating in social media However the study predicts the percentage will likely grow to 57 within 5 years mdash and in fact social media will become one of the two most important forms of engagement with employees and customers second only to face to face interactions

httpblogshbrorgcs201207new_research_on_why_ceos_shoulhtml

BARRIERS

Fear and Ignorance

IT STARTS AT THE TOP

50 of the population currently uses Facebook and more than 37 use Twitter

Yet among Fortune 500 CEOs the report says only 76 are present on Facebook only 4 use Twitter and less than 1 use Google Plus

LinkedIn is the only social network where CEOs are slightly ahead of the general populace the study concludes Twenty-six percent of CEOs surveyed use LinkedIn compared to 2015 of the population at large

However another recent report shows CEOs reluctance may be changing When IBM recently surveyed 1709 CEOs it found just 16 currently participating in social media However the study predicts the percentage will likely grow to 57 within 5 years mdash and in fact social media will become one of the two most important forms of engagement with employees and customers second only to face to face interactions

httpblogshbrorgcs201207new_research_on_why_ceos_shoulhtml

IT STARTS AT THE TOP

50 of the population currently uses Facebook and more than 37 use Twitter

Yet among Fortune 500 CEOs the report says only 76 are present on Facebook only 4 use Twitter and less than 1 use Google Plus

LinkedIn is the only social network where CEOs are slightly ahead of the general populace the study concludes Twenty-six percent of CEOs surveyed use LinkedIn compared to 2015 of the population at large

However another recent report shows CEOs reluctance may be changing When IBM recently surveyed 1709 CEOs it found just 16 currently participating in social media However the study predicts the percentage will likely grow to 57 within 5 years mdash and in fact social media will become one of the two most important forms of engagement with employees and customers second only to face to face interactions

httpblogshbrorgcs201207new_research_on_why_ceos_shoulhtml

CHARACTERISTICS OF HIGH PERFORMING ORGS

de Waal A (2010a) The characteristics of a high performance organisation Center for Organizational Performance Hilversum

IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (I)

Organizational design characteristics D1 Stimulate cross-functional

and cross-organizational collaboration D2 Simplify and flatten

the organization by reducing boundaries and barriers between and around units D3 Foster organization-wide

sharing of information knowledge and best practices D4 Constantly realign the

business with changing internal and external circumstances

Strategy characteristics S1 Define a strong vision that

excites and challenges S2 Balance long-term focus and

short-term focus S3 Set clear ambitious

measurable and achievable goals S4 Create clarity and a common

understanding of the organizationrsquos direction and strategy S5 Adopt the strategy that will set

the company apart S6 Align strategy goals and

objectives with the demands of the external environment and build robust resilient and adaptive plans to achieve these

Process characteristics P1 Design a good and fair reward

and incentive structure P2 Continuously innovate products

processes and services P3 Continuously simplify and

improve all the organizationrsquos processes P4 Create highly interactive

internal communication P5 Measure what matters P6 Report to everyone financial

and non-financial information needed to drive improvement P9 Strive for continuous process

optimalization P8 Strive to be a best practice

organization P9 Deploy resources effectively Technology characteristics T1 Implement flexible ICT-systems

throughout the organization T2 Apply user-friendly ICT-tools to

increase usage

IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)

Leadership characteristics L1 Maintain and strengthen trust

relationships with people on all levels L2 Live with integrity and lead by

example L3 Apply decisive action-focused

decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused

and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish

extraordinary results L9 Grow leaders from within L10 Stimulate change and

improvement L11 Assemble a diverse and

complementary management team and workforce

L12 Be committed to the organization for the long haul

L13 Be confidently humble L14 Hold people responsible for results

and be decisive about nonperformers

Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a

can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure

workplace I5 Master the core competencies and

be an innovator in them I6 Develop people to be resilient and

flexible I7 Align employee behaviour and

values with company values and direction

Culture characteristics C1 Empower people and give them

freedom to decide and act C2 Establish strong and meaningful

core values C3 Develop and maintain

a performance-driven culture C4 Create a culture of transparency

openness and trust

C5 Create a shared identity and a sense of community

External orientation characteristics E1 Continuously strive to enhance

customer value creation E2 Maintain good and long-term

relationships with all stakeholders E3 Monitor the environment

consequently and respond adequately E4 Choose to compete and compare

with the best in the market place E5 Grow through partnerships and be

part of a value creating network E6 Only enter new business that

complement the companys strengths

SOCIAL BUSINESS MODEL

Tenet 1 Anyone can participate

Tenet 2 Create shared value by default

Tenet 3 While participation is self-organizing the focus is on business outcomes

Tenet 4 Enlist a large enough community to derive the desired result

Tenet 5 Engage the right community for the business purpose

Tenet 6 Participation can take any direction Be prepared for it and take advantage of it

Tenet 7 Eliminate all potential barriers to participation Ease of use is essential

SOCIAL BUSINESS MODEL

Tenet 8 Listen to and engage continuously with all relevant social business conversations

Tenet 9 The tone and language of social business are most effective when theyre casual and human

Tenet 10 The most effective social business activities are deeply integrated into the flow of work

Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition

COMMERCIAL IMPERATIVE

Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management

The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot

And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management

ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo

httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows

SOCIAL BUSINESS MODEL

Tenet 8 Listen to and engage continuously with all relevant social business conversations

Tenet 9 The tone and language of social business are most effective when theyre casual and human

Tenet 10 The most effective social business activities are deeply integrated into the flow of work

Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition

COMMERCIAL IMPERATIVE

Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management

The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot

And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management

ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo

httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows

COMMERCIAL IMPERATIVE

Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management

The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot

And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management

ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo

httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows

CHANGING MANAGEMENT

Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training

httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory

httpwwwyoutubecomwatchv=OhBmWxQpedI

EXEMPLARS

best

httpshortyawardscom

social media fail

httpwwwyoutubecomwatchv=Wc9PubXwzPg

httpwwwthedrumcomnews2012122110-social-

media-fails-2012-mcdonalds-femfresh-and-waitrose

httpwwwyoutubecomwatchv=OhBmWxQpedI

For channel stats

httpwwwsocialbakerscom

Tools

httpwwwdreamgrowcom54-free-social-media-

monitoring-tools-update-2012

httpsmallbiztrendscom20120920-free-social-

media-monitoring-toolshtml

Fast Corsquos Top 10 most innovative social businesses

httpwwwfastcompanycommost-innovative-

companies2012industrysocial-media