1. SOCIAL BUSINESS
Connecting culture with strategy.

2. Why Social Business?

3. Why Social Business?
What are some of the issues faced by
organisations which are most relevant to
Social Business?

4. Are any of these familiar?
Recognition
Sense of purpose
Feeling Connected
An Opportunity to contribute
Attract & keep great people
Innovation & Collaboration
Retain & share knowledge
Building a Great Culture
Employee Needs Business Challenges

5. We believe these problems can be
addressed through the creation of a
‘Connected Community Culture’

6. ‘Connected Community Culture’
….and that a

7. “Occurs when High Performance Organisations intentionally harness
mass collaboration through the use of social capabilities & technologies
to support the achievement of strategy ownership (alignment of culture
with strategy) and unleash collective potential".
‘Connected Community Culture’
….and that a

8. will be the next evolution for Organisational Leadership.
‘Connected Community Culture’
….and we predict that

9. Command & Control
Culture
High Performance
Culture
Connected Community
Culture

10. Purpose Community
Social
Technology
Mass
Collaboration
Fundamentally its about bringing these
three things together to hit a sweet spot.

11. ‘What will change in the way we think?’

12. Intangibles
Tangibles OutcomesIncomes
PeopleProducts
CreativityProductivity
ConnectionsTransactions
Business Focused on…

13. Flexible, loose &
large NetworksIntegrated TeamsHierarchical
Organisational Structure…

14. Inspirational
Leadership
by
Social & Massive Trust
=
unleashed potential
& contribution
Leadership by
Engagement
through
Care & Trust
=
ownership &
performance
Management
by Control
through
Fear & Risk Protection
=
transactional compliance
Leadership Styles…

15. Upwards & Across
Intangibles
Downwards & Upwards
Tangibles/Intangibles
Top Down
Tangibles
Communication Flow…

16. communities
as
contributions
proactive
leaders & teams
around
outcomes & benefits,
reactive & proactive
managers
around
tasks and activities,
reactive
Job Roles defined by…

17. Social Platforms
Synced Devices
Integrated Apps
Device Consolidation
Email
Mobile
Video Conferencing
Text
Face to Face
Telegraph
Phone
Fax
Communication Tools…

18. The Change
Leadership & organisations
have to design for loss of
control.

19. The Challenge
TRUST will need to become the
organisations’ dominant
BELIEF.

20. Connecting culture with strategy

21. We call this,
Strategy Ownership

22. In a similar way to the iceberg theory of human behaviour,
what happens on the surface of an organisation
is driven by what lies beneath.

23. Beliefs & Values
Behaviour

24. Strategy Ownership
The
model
STRATEGY
Current
FOCUS of
most Leaders Great
Outcomes

25. Accountability
Ability
Ownership
Strategy Ownership
The
model
STRATEGY
Current
FOCUS of
most Leaders Great
Outcomes

26. Ownership
Strategy Ownership
The
model
Accountability
Ability
Accountability
Great
Outcomes
Ownership
Purpose & Vision
Principles & Values
Strategy
Aligned Objectives

27. Ownership
Strategy Ownership
The
model
Accountability
Ability
Accountability
Great
Outcomes
Ownership
We know we have it when we see
PASSION & FOCUS

28. Strategy Ownership
The
model
Ability
Ownership
Accountability
Great
Outcomes
Ability
Knowledge & Skills
Tools & infrastructure
Structure & resources
Systems & processes

29. Strategy Ownership
The
model
Ability
Ownership
Accountability
Great
Outcomes
Ability
We know we have it when we see
EFFECTIVENESS

30. Strategy Ownership
The
model
Accountability
Ownership
Ability
Great
Outcomes
Accountability
Follow through
Review
Recognition
Celebrating success
Reflecting on setbacks

31. Strategy Ownership
The
model
Accountability
Ownership
Ability
Great
Outcomes
Accountability
We know we have it when we see
PROGRESS

32. Accountability
Ability
Ownership
Strategy Ownership
The
modelGreat Strategy + Right Culture = Great
Outcomes

33. So how does
Connected Community Culture
Strategy Ownership?
help us achieve

34. Creates a link to the
bigger picture.
Brings people together.
More people contribute.
Speed to communicate the cause.
Purpose Community
Social
Technology
Getting everyone aligned to the cause.
Ownership

35. Focus & reason for
Collaboration.
Access knowledge &
skills from everywhere
Prevent Duplication
Capture best practice
Solve problems & innovate
Build relationships
Purpose Community
Social
Technology
Ensuring we can make it happen.
Ability

36. Shows how we are
making a difference
Celebrates Success
Awareness of Progress
Real-time Transparency of Results
Purpose Community
Social
Technology
Keeping people on track.
Accountability

37. ‘So what is required to take the step?’

38. The Four Pillars of
Connected Community Culture
Inspiring Cause TRUST
at the core
Collaboration Thinking

39. Leader Led
Core way to Communicate
Embedded with Key Workflows
Aligned to Business Goals
Primary Source of Innovation and Growth
The Critical success factors of
Connected Community Culture

40. Lead Communities as well as
Teams
The Role of Leaders

41. Start the right conversations
The Role of Leaders

42. The Role of Leaders
Link to Vision and Purpose

43. The Role of Leaders
Challenge old beliefs and
processes

44. The Role of Leaders
Ask great questions

45. The Role of Leaders
Provide Context and Focus

46. The Role of Leaders
Be active participants

47. Connected Community Culture
will be the fastest way to achieve
Strategy Ownership.
Purpose Community
Social
Technology
Mass
Collaboration
Ownership
Ability
Accountability

48. Strategy Ownership
is the fastest way to achieve
Great Outcomes.
Ownership
Ability
Accountability
Great
Outcomes

49. Are you ready to be
ready?
The process from today.

50. Create one focused community…let it grow from there.
Give it a go, start small.

51. Thank you.