Why Teams call analytics are critical to your entire business
Moving Beyond Social Media Hype to Social Business Design
1. Translating Social Media Hype Into
Social Business Design
Blue Knot JCAA Austin, Texas 2/17/2010
@jeffdachis
jeff@dachisgroup.com
http://www.dachisgroup.com
3. Translating Social Media Hype Into
Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model
® 2009 Dachis Group. Confidential and Proprietary 3
4. Blue Knot | Social Business Design | February 17, 2010
Everything that can be digital, will be.
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5. Blue Knot | Social Business Design | February 17, 2010
Exciting times
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6. Blue Knot | Social Business Design | February 17, 2010
Interesting times
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7. Blue Knot | Social Business Design | February 17, 2010
We have all been there.
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9. Blue Knot | Social Business Design | February 17, 2010
A shift towards social business
New distributed, collaborative, and agile organizations are able to surpass
current barriers to growth in order to create new value
® 2009 Dachis Group. Confidential and Proprietary
10. Blue Knot | Social Business Design | February 17, 2010
Our world is truly getting wired
Source: Nielsen
® 2009 Dachis Group. Confidential and Proprietary
11. Blue Knot | Social Business Design | February 17, 2010
The wires are getting faster
Source: Pew Internet & American Life Project, July 2008
® 2009 Dachis Group. Confidential and Proprietary
12. Blue Knot | Social Business Design | February 17, 2010
IT consumerization is upon us
® 2009 Dachis Group. Confidential and Proprietary
13. Blue Knot | Social Business Design | February 17, 2010
Consumer web apps proliferate
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14. Blue Knot | Social Business Design | February 17, 2010
We buy supercomputers at the mall
Source: Apple
® 2009 Dachis Group. Confidential and Proprietary
15. Blue Knot | Social Business Design | February 17, 2010
And provide access to everyone...
Source: One Laptop Per Child
® 2009 Dachis Group. Confidential and Proprietary
16. Blue Knot | Social Business Design | February 17, 2010
We share opinions on everything
Source: antigone78 on Flickr
® 2009 Dachis Group. Confidential and Proprietary
17. Blue Knot | Social Business Design | February 17, 2010
Cloud computing is a reality
® 2009 Dachis Group. Confidential and Proprietary
18. Blue Knot | Social Business Design | February 17, 2010
Work demands an “always on” mentality
® 2009 Dachis Group. Confidential and Proprietary
19. Blue Knot | Social Business Design | February 17, 2010
Social technologies keep us informed
Source: McKinsey & Company
® 2009 Dachis Group. Confidential and Proprietary
20. But not so fast...
® 2009 Dachis Group. Confidential and Proprietary
21. Blue Knot | Social Business Design | February 17, 2010
Consumers are increasingly skeptical
Source: Edelman
® 2009 Dachis Group. Confidential and Proprietary
22. Blue Knot | Social Business Design | February 17, 2010
Participation isnʼt scalable...
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23. Blue Knot | Social Business Design | February 17, 2010
...because individuals donʼt scale
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24. Blue Knot | Social Business Design | February 17, 2010
People are people
Source: CarbonNYC on Flickr
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25. Blue Knot | Social Business Design | February 17, 2010
Communication remains largely unidirectional
® 2009 Dachis Group. Confidential and Proprietary
26. Blue Knot | Social Business Design | February 17, 2010
Work still happens in silos
® 2009 Dachis Group. Confidential and Proprietary
27. Blue Knot | Social Business Design | February 17, 2010
We have endless point solutions not platforms
® 2009 Dachis Group. Confidential and Proprietary
28. Blue Knot | Social Business Design | February 17, 2010
Businesses are overloaded with data
® 2009 Dachis Group. Confidential and Proprietary
29. Blue Knot | Social Business Design | February 17, 2010
How will you govern?
Source: Ambidanze on Flickr
® 2009 Dachis Group. Confidential and Proprietary
30. Blue Knot | Social Business Design | February 17, 2010
What policies do you have in place?
® 2009 Dachis Group. Confidential and Proprietary
31. Blue Knot | Social Business Design | February 17, 2010
People, Process, and Technology Systems
have not yet adapted...
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32. Blue Knot | Social Business Design | February 17, 2010
....While the shape of the Enterprise has changed
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33. Blue Knot | Social Business Design | February 17, 2010
The industrial economy has evolved. We live in a
networked economy. We need a network centric
organizational model to realize its potential.
dachisgroup.com
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34. Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model
® 2009 Dachis Group. Confidential and Proprietary 34
35. Blue Knot | Social Business Design | February 17, 2010
The definition of Social Business Design
• Social Business Design is the
intentional creation of socially
calibrated and dynamic business
systems, process and culture.
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36. Blue Knot | Social Business Design | February 17, 2010
The definition of Social Business Design
• The Goal: Enhanced value
exchange among constituents
delivering improved and
emergent business outcomes
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37. Conceptual Framework and Set of Lenses
Businesses are made up of
Technology, People and Process
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38. Blue Knot | Social Business Design | February 17, 2010
Business is made of Technology, People, and Process
support
content ecosystem
services
commerce ecosystem
developer application
ecosystem ecosystem
cloud services
products
supply chain ecosystem
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39. Conceptual Framework and Set of Lenses
Businesses Represent All Constituents
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40. Blue Knot | Social Business Design | February 17, 2010
The shape of the business has fundamentally changed.
Businesses need to address value exchange with all
constituents wherever they are.
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41. Conceptual Framework and Set of Lenses
The Archetypes of Social Business Design
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42. Blue Knot | Social Business Design | February 17, 2010
Four Archetypes for Social Business Design.
Building blocks and vocabulary.
® 2009 Dachis Group. Confidential and Proprietary
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Ecosystem
dachisgroup.com
From Disparate Silos To Connected Nodes
® 2009 Dachis Group. Confidential and Proprietary
44. Blue Knot | Social Business Design | February 17, 2010
Ecosystem (connection systems)
- An expanded constituent
base including core and
extended
- A robust, integrated network
of nodes and connections
- A holistic technology
architecture dachisgroup.com
- Strong and weak ties
- Active and ambient
awareness
From Disparate Silos To Connected Nodes
® 2009 Dachis Group. Confidential and Proprietary
45. Blue Knot | Social Business Design | February 17, 2010
Ecosystem
Extended
Core
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46. Blue Knot | Social Business Design | February 17, 2010
A network of nodes and connections
Source: ethorson on Flickr
® 2009 Dachis Group. Confidential and Proprietary
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Hivemind
dachisgroup.com
From Hoarding To Collaborating
® 2009 Dachis Group. Confidential and Proprietary
48. Blue Knot | Social Business Design | February 17, 2010
A primary social calibration
Source: Larry Tomlinson on Flickr
® 2009 Dachis Group. Confidential and Proprietary
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Hivemind (culture)
- A primary social calibration
- Active Participation
- Active Engagment
- Active Involvement
dachisgroup.com
® 2009 Dachis Group. Confidential and Proprietary
50. Blue Knot | Social Business Design | February 17, 2010
Dynamic Signal
dachisgroup.com
From Static To Dynamic -
“Communication as work, not for work”
® 2009 Dachis Group. Confidential and Proprietary
51. Blue Knot | Social Business Design | February 17, 2010
Dynamic signal (communication process)
- Dynamic real time signals
of all nodes in the dachisgroup.com
ecosystem
- A change in the mode of
authorship
- Updates on location
- Creates efficiencies
® 2009 Dachis Group. Confidential and Proprietary
52. Blue Knot | Social Business Design | February 17, 2010
Metafilter
dachisgroup.com
From Filter Failure To Clear Signals
“Finding meaning in all the noise”
® 2009 Dachis Group. Confidential and Proprietary
53. Blue Knot | Social Business Design | February 17, 2010
Metafilter (filter, measure)
- Filter, tag sort dachisgroup.com
- Define constructs for
measurement
- Measure patterns not
counts
- Depth over surface
- Trends versus snapshots
- Analyzing for meaning
From Filter Failure To Clear Signals
“Finding meaning in all the noise”
® 2009 Dachis Group. Confidential and Proprietary
54. Blue Knot | Social Business Design | February 17, 2010
Diverse data sets need context
Source: Nicolas Felton 2007 Annual Report
® 2009 Dachis Group. Confidential and Proprietary
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® 2009 Dachis Group. Confidential and Proprietary
56. Blue Knot | Social Business Design | February 17, 2010
Analyze for meaning
Source: Nielsen Online
® 2009 Dachis Group. Confidential and Proprietary
57. Social Business Design
A Conceptual Framework and Set of Lenses
for a Network Centric Organizational Model
® 2009 Dachis Group. Confidential and Proprietary 57
58. Blue Knot | Social Business Design | February 17, 2010
Social business design applied
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59. Blue Knot | Social Business Design | February 17, 2010
Why Social Business Design?
Improved
= &
+ Emergent
Outcomes
•Adaptable business practices •Cost savings and efficiencies
•Improved collaborative processes •Informed social marketing strategies
•Customer growth, retention and sustainability •New product & service offerings/innovations
•Expansion into new markets
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60. Blue Knot | Social Business Design | February 17, 2010
A hiveminded, dynamically signaling,
metafiltered ecosystem will perform
exponentially better.
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61. Blue Knot | Social Business Design | February 17, 2010
A hiveminded, dynamically signaling,
metafiltered ecosystem will perform
exponentially better.
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62. How Ready for Social Business are you?
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Depending on your perspective, the un-tethering of workers has also changed the mentality we bring to the job. “Going to the office” is no longer a 9 am - 5 pm, 5 days a week pattern for most people. Today’s information workers are always-on, connected by a combination of emerging technologies.
Social business efforts often end up living in isolation.
All organizations will deal with Governance issues.
When ESPN announced they would be rolling out guidelines for employee Twitter usage that stipulated direct benefit to ESPN, it created more confusion.
The social business ecosystem consists of nodes both animate and inanimate and the strength of their interconnections. At a micro-level, departments, customer segments, and local area networks remain. At a macro-level, the network can be mapped to illustrate how the business functions as part of a system comprised of dozens, hundreds, or even thousands of smaller ecosystems.
Hivemindedness can be measured by assessing levels of collective awareness,engagement, and participation. A social inclination resides within a company’s culture and tempers planning, decision-making, and work output. Employees approach work with a social mindset; customers expect dialogue and engagement; suppliers anticipate collaboration towards common goals. The hivemind makes decisions and receives continuous reinforcement through business interactions.
Dynamic Signal Signals produced from all points are considered potentially relevant - authority is not dependent on hierarchical status, but on goal relevance. Technology gives consumers the ability to author, own, and transmit signals, validated by search engines for relevance. In response, businesses respond to the dynamic information flow produced by constituents. The strength of a dynamic signal can be measured at transmission points and subsequently analyzed to drive business activity in response.
Metafilter Information needs to be segmented into meaningful and manageable sets. What’s important to one person may be meaningless to another, but they must be able to work with a parts smaller than the whole. This approach allows for parallel processing of information so insight can be made actionable, faster. Filtering, tagging, and sorting data and measuring its impact produce opportunities for value capture buried deep in data sets.
Voting applications allow companies to crowdsource ideas but encouraging users to submit new product and service ideas. The community votes on these submissions, allowing companies to see what’s most popular with their fans and potentially take action. Users are generally rewarded with recognition, for example points, rather than any sort of monetary incentive. Other good examples of voting applications are Dell’s Ideastorm and My Starbucks Idea.