Social Media For The Enterprise

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by Dr. Cindy Gordon at the Visability event, Conversations, Connections & Opportunities, May 27, 2010

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  • 1. Conversations,Connections andOpportunitiesSocial Media for the EnterpriseDr. Cindy Gordon, CEO, Helix CommerceVice Chair, iCANADAwww.helixcommerce.comwww.helixvirtualworlds.comcindy@helixcommerce.com(416)230-6538 mobile(647)477-6254 office http://helixcommerce.blogspot.com/ http://twitter.com/helixcommerce http://stores.lulu.com/helixcommerce http://www.cata.ca/Advocacy/iCanada/default.aspx 1 2010 Information is not to be copied without permission by Helix Commerce International Inc.

2. Dr. Cindy Gordon contributed the chapter on Web 2.0 technology strategy, best practices, and implementation guidelines. Two new books scheduled for release in2010 on Virtualization of Business andSocialization of Knowledge. (want a copy contact us atcindy@helixcommerce.com) http://stores.lulu.com/helixcommerceHelix specializes in Innovation & Next Generation Business Models 2009 Information is not to be copied without permission by Helix Commerce International Inc.2 2 2010 Information is not to be copied without permission by Helix Commerce International Inc. 3. Agenda Growth Trend Spotlights Social Media in an Enterprise Environment Individual & Culture Organization Operations Strategy Case Study P&G Questions and Answers 3 2010 Information is not to be copied without permission by Helix Commerce International Inc. 4. SocialNetworkingGlobalTrendsDemandsEnterpriseAttention 4 2010 Information is not to be copied without permission by Helix Commerce International Inc. 5. EnterprisesareActiveinSocialMedia butmanyarestillholdingback. 5 2010 Information is not to be copied without permission by Helix Commerce International Inc. 6. Enterprisesareinoverloadinbothemailandsocialmedia ..balanceisnot thereyet! 6 2010 Information is not to be copied without permission by Helix Commerce International Inc. 7. 7 2010 Information is not to be copied without permission by Helix Commerce International Inc. 8. The Right Media for the Message Hot Off the Press! Although social media gets the most media attention and is an emerging trend, the most prevalent means of communications continue to be things such as e-mail, intranet and staff meetings; however, while employees have a keen interest in job security, 24 percent of companies provide no information on this topic. (Sample Size 328 Organizations represent over 5M employees)Technology Print Inperson SocialIntranetEmailPrintedTownhallsStaffOtherfaceNonemediamaterials meetingstoface Business12%70% 70% 37% 56% 73% 44%2% PerformanceBusiness11%53% 55% 26% 54% 65% 40%7% strategyfor ridingoutthe downturn Financial 5% 43% 29% 27% 23% 37% 34%19% education Customers15%47% 47% 37% 31% 54% 45%10%Pay1% 43% 44% 38% 13% 27% 58%5%Benefits 4% 61% 54% 51% 21% 32% 51%3%Jobsecurity 6% 29% 31% 15% 28% 45% 48%24%8 2010 Information is not to be copied without permission by Helix Commerce International Inc. Source: Watson and Wyatt, 2010 9. Agenda Growth Trend Spotlights Social Media in an Enterprise Environment Individual & Culture Organization Operations Strategy Case Study P&G Questions and Answers 9 2010 Information is not to be copied without permission by Helix Commerce International Inc. 10. AnEnterprisehastotakeintomanyfactorsforeffective strategyfocusandoperationalexcellence.1. Environment: What are the key Environment external factors, and how do they influence performance? Strategy2. Strategy: What is the business Operationsmission and strategy? Are they Organizationunderstood? Are tasks aligned with them?3. Operations: What are peopleIndividual supposed to do? Where do they do it? What technology tools are needed to support them?4. Organization: How are people organized to support performance? How are they measured? What social and political factors affect performance? Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 200105. Individual: Do people have theA successful Enterprise digital social media ability and motivation required tostrategy needs to have a strong strategicperform?foundation if it is going to be successful and besustainable in a large global enterprise. 10 2010 Information is not to be copied without permission by Helix Commerce International Inc. 11. # 1 Culture Individual, Group and LeadershipEnvironmentStrategyBehaviors, skills, norms, rituals, and artifacts:OperationsOrganization learning new ways of working Individualnew skills, new communication & interaction styles Source: Dr. Cindy Gordon,Collaboration OD LeadingPractices Research, 2010 11 2010 Information is not to be copied without permission by Helix Commerce International Inc. 12. Environment# 1 Culture Individual, Group and LeadershipStrategyOperationsBehaviors, skills, norms, rituals, and artifacts:Organization IndividualWhy is Culture the number one nut toSource: Dr. Cindy Gordon,Collaboration OD LeadingPractices Research, 2010crack?Culture has deep rootsCulture requires leadershipWhat else? 12 2010 Information is not to be copied without permission by Helix Commerce International Inc. 13. Growth People 3.0 Innovation Collaboration Cultural Diagnostic Collaboration 7 Leading Dimensions ReflectionOwnershipReciprocityTrust Note: Helix Collaboration & Helix Commerce International Inc. Innovation Health Diagnostic: Over 100 Innovation and Collaboration Capability Questions13 2010 Information is not to be copied without permission by Helix Commerce International Inc. 14. SurveyQuestionsfromHelixsCollaboration&SocialGrowthInnovation CollaborationReflection Ownership Reciprocity MediaCultureChangeMethodologies(sample)Trust Helix Commerce International Inc. Trust Definition: Trust is the firm reliance and confidence on the integrity, ability, or character of a person. The root of trust is ensuring creative risk taking behaviours (emergent experimentation think outside the box behaviours are healthy and supported.Authenticity Definition: The quality or condition of being authentic, trustworthy or genuine. Questions:I am encouraged to practice authentic and transparent communication in my daily work interactions.Transparency/Openness Definition: Transparency generally, implies openness, communication, and accountability Questions:1. Our culture values open and transparent leadership behaviours. 2. My manager actively practices open and transparent leadership communication.Reputation Definition: Reputation is the state or situation of being held in high esteem. Reputation is increasingly important in web based communications as Personal Branding and Online Reputation Monitoring and ones quality on online interactions becomes more visible. Questions:1. I actively update my personal collaboration profile to keep my colleagues informed of my skills and working status. 2. I regularly add comments to peer postings to acknowledge value of content and increase accessibility. Note: Helix has competency model definitions and culture diagnostic questions to measure collaboration and digital social media health at a culture level. 14 2010 Information is not to be copied without permission by Helix Commerce International Inc. 15. 1.) An e-Collaboration Leader Demonstrates Trust: Trust LeadingAuthentic Voice (Uses own voice, informal tone, simple language). PracticesTransparency/Openness (Nothing hidden, uses facts).GrowthReputation (Credible voice, influence, subject expertise).InnovationCollaborationReflectionOwnership Example: A Blogger in Sales creates a loyal following. ReciprocityTrustA Sales Manager who consistently exceeds their target begins a blog onWinning Sales Account Management Tactics, and quickly develops aglobal sales following as the tips and techniques are simple, reliable, andproven.She openly shares what she does every day as her blog is written as a Helix Commerce International Inc.story of a day in her life in account sales.EmployeeShe is informally mentoring her colleagues - a proven practice forEngagementbuilding rapid trust and the voice is authentic the real deal!Note: Extract from Helix collaboration and People 3.0Example: Acknowledging Contributions Training Programs.An employee participates in an online discussion forum, and reinforces apoint of view that was initiated by another colleague but does notacknowledge the origin of the insight. This type of behavior is nottransparent and does not build a positive reputation. 15 2010 Information is not to be copied without permission by Helix Commerce International Inc. 16. AnIntegratedViewoftheDimensionsandBuildingBlocks Inputs/EngagementDimension(Root) BuildingBlocks(Branches) ApplicationtoProgram/Metrics BenchmarksOutputs/BenefitsFactors 1.Authenticity(usesownvoice,informaltone,simplelanguage) 1.Leadselectionstartwiththosethathave 1.Oneperarea/group Trust 2.Transparency/Openness(nothinghidden;usefacts) authorityandinfluence2.>5referencecontent (foundation) 3.Reputation(crediblevoice,influence,subjectexpertise)2.Referrerlog(#ofpeoplereferencingcontent) (perpost) 1.Comments>5perpost 1.Communication/Dialogue(participatein2wayconversation)Reciprocity1.#comments 2.#links>5perpost; 2.Listening(showsunderstandingofinternalcustomerwants& (extendbeyond 2.#links;#updatesupdates1x/day needs;postsrelevantandtimelyinfo) self/foundation)3.completenessofprofiles 3.%ofprofilesat100% 3.Availability(easilyapproachableandaccessible) EmployeeMotivationcomplete(monthly)Engagement1.1x/dayorgreater Extracts1.Accountability(partofgoodwilltowardscompany) Ownership from Helixs culture diagnostic and measurement toolkits(buyin;ownprocess) 2.Passion(frequencyofpostsillustratespassion) 1.#posts;frequencyofposts(blogs,wikis) 2.#ofindividualsposting 2.%oftotalmonthly(goalis100%)1.Thinking&Analysis(pausing,reflecting,thinkingtoimprove)Reflection2.StoryTelling(transfertacitknowledge;buyinbycapturingstories(seevalueanddesire 1.#ofstories1.23stories/weekthatreinforceeCollaborationbusinessvalue toimprove)3.Evangelism(aboutRIM)