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Recently I had the pleasure of joining the good folks at Spinsucks to talk about innovation, disruption, adoption, and the dreaded S curve as it relates to PR and Communications. The added bonus was that I got to join the talented, strategic, insightful, bright business leader, Gini Dietrich -- who is also just a lot of fun to be with. I was so excited...I was standing on my head. Youll see. Oh, and the approach to the slides was also a little fun and different. You can see the different approach to slides at my channel on youtube, https://www.youtube.com/channel/UCFFcvm_Sn7DxAQGIlodYTLA Hope you enjoy it
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Binhammer Social BusinessSocial Business & Communications Consulting
Communications:InnovationAdoption
Disruption& the Dreaded “S”
CurveSpin Sucks Webinar, July 7, 2014
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Business Stakeholde
rs = Legitimacy
EmployeesCustomers & Potential ones(shared with marketing)
Investors/Ownersshared with IR
Communities of Interest to the business- By physical location- Regulators- Special interest groups- Philanthropy- You name lots
Binhammer Social BusinessSocial Business & Communications Consulting
Traditional Public Relations and Communications Strategies
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Broad Adoptio
n
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The “S” Curve of
Technology Adoption
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We are here today…will we make it over the curve and really adopt to new things?
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Four Factors ForcingMore
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Why Skills Matter?
Behind every social strategy & use of
social platforms by business
The need for professionals with
increasingly deeper and sophisticated skills
Binhammer Social BusinessSocial Business & Communications Consulting
Rapid Change & Adoption: Pressure Points On Skills, Impacting Business and Success • 74% of business executives say their company
has a digital strategy, but only 15% believe that their company has the skills and capabilities to execute on that strategy.
• 68% of business-unit leaders believe the functional teams in their companies act as barriers to effective coordination.
“The need to think of your company as part of a dynamic ecosystem of value that connects digital resources inside and outside the company” Forrester, Future of Business as Digital, March 2014• 66% of marketers feel digital is critical to their
company’s success and yet less than half feel highly proficient in digital marketing. Most digital marketers don’t have formal training; 82% learn on the job.
Adobe, Digital Distress Study, Sept 2013• Executives cite overall organization
shortcomings, including: new approach to managing talent by applying flexible team structures, engaging outside collaborations…and building and acquiring the skills necessary to carry out a digital business agenda….companies need to be resourceful in developing homegrown skills.
McKinsey 2012, Digital and Executive Challenges• The top 3 executive concerns related to social
adoption: 1) IT security 2) skills 3) complianceHootsuite IDG white paper, March 2014
• CEOs indicate concerns about finding and keeping the talent their companies need to realize their digital goals.
McKinsey August 2013, Bullish On Digital• 65% percent of social media staffers juggle other
responsibilities, while only 27 percent focus exclusively on the emerging platform.
Ragan Survey, December 2012 • By 2018 the US is predicted to lack around 1.5
million managers and analysts with sufficient technical and digital know-how to make effective decisions.
• Over 90% of the companies stated that they did not have necessary skills in the areas of social media, mobile, internal social networks, process automation and performance monitoring and analysis
• Despite the skills shortage, only 46% of companies are investing in developing digital skills. Only 4% of companies interviewed are aligning their training efforts with their digital strategy.
Cap Gemini, The Digital Talent Gap, 2013• 64% of marketers expect their role to change in
the next year and 81% believe their role will change in the next three years.
• The path to reinvention remains a challenge. Respondents cited lack of training in new marketing skills (30%) and organizational inability to adapt (30%) among the top obstacles to becoming the marketers they aspire to be.
Adobe, Digital Roadblocks, March 2014
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The Framework
Talent Assessment
Across Organization
Mapped to Strategy
Requirements
Content Production
Project Management
Skills particular to Social Media
Social Specific Skills
Social Media Center of
Excellence Leadership Skills
30+ competencies. Basic, Intermediate & Strategic
Levels
Processes, Internal & External
Tools, GovernanceResources
The Social Strategy for Business
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How it Works
Focused on social skills across
business departments
Integration of social skills into various business functions
1. Identify ideal skills inventory to deliver the Social Strategy. Do you have them?
Alter Strategy/ExpectationsProfessional skills development
Hire staff with required SkillsUtilize agency resources
Redefine Business-Agency Mix
2. Identify skills inventory in place. Determine how to proceed with the Social Strategy.
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Traditional media itself
is being disrupted
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MediaPaid
OwnedEarned
Spray and pray
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Easy:
Visual Counts
I said that a year ago…think I am wrong
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1) Visual + text or as supportive to text
2) Visual = language of its own
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Issues of Visual
Literacy&
VisualCommunication
Website & Blog: http://richardbinhammer.comTwitter: https://twitter.com/RBinhammer
Linkedin: http://www.linkedin.com/in/richardbinhammerFacebook: https://www.facebook.com/richardbinhammer
Google+: https://plus.google.com/u/0/+RichardBinhammer/postsFlickr: http://www.flickr.com/photos/richardbin/
Email: [email protected]
Thank YouBinhammer Social BusinessSocial Business & Communications Consulting