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Presentation at Social Media Academy Summit (30 Nov 11)
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Navigating the Social Age
Martin Thomas @crowdsurfing
The Social Age
o Socio-cultural changes are as important as technological
Socio Cultural Shifts
Trust deficitDeath of deference
+
End of the ExpertDispersal of Authority
Expert? Expert?
Socio cultural shifts x2
Collective ActionSelf Expression
+
Supercharged ActivismCulture of Collaboration
“Amplifying Volume of Moaning”
Powered by New Technology
Organisational & Cultural Challenge
o New behaviours & heightened expectations
Real time problem solving Real time expectations
Instant access, instant response, instant gratification “living life through shortcuts” MTV
“The trouble with McDonald’s is it’s too bloody slow”
o Amplifying cultural & generational trends
Organisational & Cultural Challenge
Dramatizing institutions’ structural, operational & cultural weaknesses
Connected Consumer meets Disconnected Institution
“Digital communications is a destabilizing force in a bureaucratic environment. And I am sitting right in the middle of a bureaucratic environment.’”Senior corporate communications director
“We’re not set up for this shit”UK CEO
Why Many Institutions Struggle
o Not configured to work in real time, in terms of speed or resources
10 minutes10 minutes60 minutes60 minutes
* Critical response time for responding to negative comments
Thriving by Loosening Up
o Operational & cultural traits of successful organisations
TrustingOpenAgileInformal Collaborative
Tight Thinkers Need Not Apply
o Organisations & people that struggle with this new worldHierarchicalBureaucraticProcess orientedDistrustful
“the approval time for each Tweet, by the time it had gone through compliance and tone of voice, used to be 10 days”
Tight Thinkers Need Not Apply
o Organisations & people that struggle with this new worldHierarchicalBureaucraticProcess orientedDistrustful
90%of public sector bodies restrict staff use of social media to some extent (Socitm 2010)
67%block access entirely(v. 20% in private sector) (Socitm 2010)
1. Trusting
o Bedrock of strong internal cultureo Allows shared responsibility & real time
decision making
The best company rulebook ever written?
IBM Trusts Its People
25,000 IBM employees are on Twitter
“We don’t have a corporate blog or a corporate Twitter ID because we want the ‘IBMers’ in aggregate to be the corporate
blog and the corporate Twitter ID” Adam Christensen, social media communications at IBM Corporation
Social media guidelines written by employees & only then signed off by lawyers
2. Open
o Transparency & honesty non negotiable Capable of transforming reputations Thicker skins essential
TED profits from “Radical Openness”
o Shifted from closed, exclusive content to open access (“Ideas worth spreading”)500 million viewsGlobal, highly profitable franchise
3. Agile
o Ability to improvise & operate in close to real time rather than institutional time
4. Informal
Authenticity & timeliness more important than production values
5. Collaborative
o Tapping into spirit of collective self expression
o Leveraging people’s willingness to shape service & product offers
Leveraging Community Power
Mutualisation: Collaborating with readers and communities to better understand, explore or reflect situations, topics, perspectives or experiences
Harnessing Fan Power
o Fans create customised album – tracks & covero Share revenue from on-going sales
@crowdsurfing
Get your organisation & culture right … & the social media will look after itself