designing a social business

18
Patrick Gladney Group Head, Research & Insights @pgladney socialmediagroup.c om Social Business: Moving from Drawing Board to Board Room

Upload: patrick-gladney

Post on 01-Nov-2014

302 views

Category:

Business


2 download

DESCRIPTION

 

TRANSCRIPT

Page 1: Designing a Social Business

Patrick GladneyGroup Head, Research & Insights

@pgladneysocialmediagroup.com

Social Business:Moving from Drawing Board to Board Room

Page 2: Designing a Social Business

1. All customer facing roles are socially connected both internally and to the consumer.

2. Content is optimized and integrated across social channels.

3. The organization fully understands and leverages social channel dynamics.

4. There is an organizational structure in place to support all of the above.

What is a Social Business? Key Traits

Page 3: Designing a Social Business

“The future is here, it’s just not evenly distributed, yet.”- William Gibson, author

Page 4: Designing a Social Business

DEVELOPING: some use, less integrated

INTERNALLY NETWORKED: employee use

EXTERNALLY NETWORKED: customers & business partners

FULLY NETWORKED: employees, customers & business partners – helping break down organizational information flow barriers

79%

13%

5%

3%

Source: McKinsey Quarterly, “The Rise of the Networked Enterprise: Web 2.0 Finds its Payday” – December 2010

Social Business Current-State: Industry

Page 5: Designing a Social Business

It’s all about execution

Page 6: Designing a Social Business

All customer facing roles are socially connected to the consumer

Page 7: Designing a Social Business

Content is optimized and integrated across all social channels

social.ford.com

Page 8: Designing a Social Business

The organization fully understands and leverages social channel dynamics

• Helpful• Authentic• Human• Interesting• Conversational

Page 9: Designing a Social Business

Inform Sell Engage Support

Segment channels to establish clear lines of communication

Page 10: Designing a Social Business

There is an organizational structure in place to support all of the above

Page 11: Designing a Social Business

Despite the best of intentions, companies operate in silos.

PRODUCT

HR

SALES

IT

MKTG

COMMSBrandBrand

Customers see companies as one.

Page 12: Designing a Social Business

SOCIAL BUSINESS EXECUTIVE COUNCIL

PRODUCT

HR

MKTG

SALES

CORPORATECOMMS

IT

Recommended Organizational Structure

CUST. CARE

Page 13: Designing a Social Business

UNTAPPED DATA

INABILITY TO SCALE

DISMAL ADOPTION

NON-COMPLIANCE

RISK

OVER-SPENDING

Source: Forrester Research, “Rethink Your Enterprise Approach To Social Technology”, February 2011

Page 14: Designing a Social Business

Most Common Handset Dislikes

Untapped Data – Wireless Category

Page 15: Designing a Social Business

Untapped Data – Wireless Category

Anyways, I really want to pick get this phone, but my experience with

touchwizz before hasn't been a good one. Plus, for the life of me I can't get over the backplate of the phone. Its just made so badly, and it looks so flimsy. Apart from that

the phone is excellent in everyway.

Anyways, I really want to pick get this phone, but my experience with

touchwizz before hasn't been a good one. Plus, for the life of me I can't get over the backplate of the phone. Its just made so badly, and it looks so flimsy. Apart from that

the phone is excellent in everyway.

Page 16: Designing a Social Business

Non-compliance: Professional Services

Page 17: Designing a Social Business

If business insists on being “friends” with humans, then business best behave human.

Why Become a Social Business?

Page 18: Designing a Social Business

Thank YouPatrick Gladney

[email protected]

@pgladney

socialmediagroup.com • 1 416.703.3764