2. Bio:
corporate,
social,
&
internal
communica3ons.
All
things
digital.
Know
enough
to
be
dangerous.
3.
4. Most
companies
say
they
want
discussion
and
dialogue
with
their
stakeholders...
but
many
do
not
have
the
organiza.onal
mindset
to
achieve
it.
5. Defini3on
The
deep
integra.on
of
social
media
and
social
methodologies
into
the
organiza.on
to
drive
business
impact.
The
Evolu?on
of
Social
Business
2013.
Brian
Solis,
Charlene
Li.
Al?meter
Group
6. Defini3on
A
set
of
collabora?ve
processes
that
have
the
poten?al
to
yield
improved
business
processes
that
are
customer-‐driven
such
as
faster
?me
to
market
with
new
products
and
services,
more
successful
research
and
development
outcomes
and
refined
market
messages
that
are
explicitly
influenced
by
customer
needs.
The
Socially
Enabled
Enterprise:
2013
Research
study.
Oracle,
Leader
Networks,
Social
media
Today
7. The
path
to
social
business
“To
reap
the
full
benefit
of
social
technologies,
organiza?ons
must
transform
their
structures,
processes,
and
cultures:
they
will
need
to
become
more
open
and
nonhierarchical
and
to
create
a
culture
of
trust.
Ul?mately,
the
power
of
social
technologies
hinges
on
the
full
and
enthusias?c
par?cipa?on
of
employees
who
are
not
afraid
to
share
their
thoughts
and
trust
that
their
contribu?ons
will
be
respected.
McKinsey
Global
Ins?tute
report
2012.
The
social
economy:
Unlocking
value
and
produc?vity
through
social
technologies
“Crea.ng
these
condi.ons
will
be
far
more
challenging
than
implemen.ng
the
technologies
themselves.”
8.
9. The
Socially
Enabled
Enterprise:
2013
Research
study.
Oracle,
Leader
Networks,
Social
media
Today
Majority
of
organiza3ons
strive
to
be
a
socially
enabled
enterprise
11. The
Customer-‐ac?vated
Enterprise.
IBM
Global
C-‐suite
Study,
2013
CxOs
intend
to
interact
digitally
with
customers
to
a
much
greater
extent
in
the
future
12. The
Customer-‐ac?vated
Enterprise.
IBM
Global
C-‐suite
Study,
2013
CxOs
foresee
major
changes
in
the
business
landscape
in
the
next
3-‐5
years
13. Smart
leaders
know
that
online
input
is
a
vital
part
of
the
discourse
and
have
plumbed
their
organiza?ons
to
listen
closely.
The
Customer-‐ac?vated
Enterprise.
IBM
Global
C-‐suite
Study,
2013
The
area
in
which
CEOs
expect
to
see
customer
influence
grow
most
is
business
strategy
development
Accep.ng
customers
as
stakeholders
in
determining
an
enterprise’s
future
has
huge
cultural
and
organiza.onal
implica.ons.
15. 79%
The
State
of
B2B
Content
Marke?ng:
2014
Benchmarks,
Budgets
&
Trends.
Marke?ngProfs
&
the
Content
Marke?ng
Ins?tute
Marketers
s.ll
have
difficulty
in
measuring
social
media
16.
17. State
of
the
Global
Worrkplace,
2013.
Gallup
76%
of
employees
are
not
engaged.
• Lack
mo?va?on
• No
extra
effort
for
organiza?onal
goals
or
outcomes.
18. “We
trust
our
employees…
and
it
has
been
proven
that
that
trust
is
deserved.
They
are
communica?ng
from
the
heart.
And
our
audience
is
responding
accordingly.”
Bill
White,
Sprint’s
chief
communica?ons
officer.
• Trained
2000
employees
in
online
engagement
• Help
solve
problems
• Evangelize
new
products
•
LinkedIn,
Facebook,
YouTube,
Twiber,
Flickr
and
Digg
• Improved
Company
reputa?on
19. 60%
of
companies
contacted
by
e-‐mail
did
not
respond.
If
you
can't
manage
this
basic
channel
how
can
you
even
think
about
online
engagement?
20.
21. " “The
future
of
marke?ng
is
social,
and
that
we
will
see
this
transforma?on
in
the
next
12
months”
" Mandatory
that
every
employee
is
cer?fied
by
Dell’s
social
media
training
program
" Created
six
profiles
in
marketers’
performance
plans
with
specific
tasks,
tool
adop?on
and
ac?ons.
Bryan
E.
Jones,
Dell’s
VP
of
Marke?ng
Staffing,
training,
rewarding
and
crea3ng
a
cultural
shiN
for
adop3on,
innova3on
and
a
new
way
of
opera3ng.
1. Employee
advocate
2. Listening
analyst
3. Content
creator
4. Subject
maber
expert/topic
manager
5. Community
manager
6. Thought
leader
“You
will
not
have
a
career
in
marke.ng
without
this
skill
set”
23. Silos
are
not
easy
to
break
down
• Collabora?on
• Knowledge
sharing
• Internal
poli?cs
• Powerbases
• Employee
engagement
• Trust
• Organiza?on
structures
• Senior
management
talking
to
customers
• Customers
as
stakeholders
• Comfort
zones
24. “The
only
person
who
likes
change
is
a
wet
baby.”
“Crea.ng
these
condi.ons
will
be
far
more
challenging
than
implemen.ng
the
technologies
themselves.”
