Social business is so much more than bolting on social media. History has shown that it can take many years for organizational structure, culture, people, policies and process to catch up with and take full advantage of new information technologies. Do we really have to wait that long this time when the possibilities of social business are so exciting?

1. SOCIAL
BUSINESS
Philip Sheldrake (@sheldrake)
3M ThinkTANK Conference, Minneapolis, 26 September 2013
Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License

2. http://christmasstockimages.com/free/ideas_concepts/slides/
post_marked_airmail_envelope.htm
http://www.flickr.com/photos/me_vs_gutenberg/46793224

3. Now,newerdigital
communicationsand
collaborationformats
areascendant

4. http://www.flickr.com/photos/jessicamullen/3678259367
http://www.flickr.com/photos/zharth/2499298442

5. Now,we’readoptinga
searchparadigm

6. http://www.flickr.com/photos/wirelizard/850106106

7. Now,thehomescreen
+widgets+voice+
gesturearetakingover

8. http://www.flickr.com/photos/philip_sheldrake/6619270741

9. Now,wecancontinue
toboltonsocial
Orproceeddirectly
tobuilditin

10. SOCIALMEDIAARETHEEGGSIN
THESOCIALBUSINESSCAKE

11. Inouropinion
ASOCIALBUSINESSISNOTA
BUSINESSTHATUSESSOCIAL
MEDIATOHELPITDOWHATIT
HASALWAYSDONE

12. MARKETING
Theprocessbywhichcompanies
createvalueforcustomersandbuild
strongrelationshipsinordertocapture
valuefromcustomersinreturn
Principles of Marketing, Kotler

13. HOWABOUT?
Theprocessbywhichthingummies
createvalueforwotsitsandbuild
strongrelationshipsinordertocapture
valuefromwotsitsinreturn

14. FOREXAMPLE
Theprocessbywhichemployees
createvalueforcompaniesandbuild
strongrelationshipsinordertocapture
valuefromcompaniesinreturn

15. FOREXAMPLE
Theprocessbywhichcompanies
createvalueforinvestorsandbuild
strongrelationshipsinordertocapture
valuefrominvestorsinreturn

16. INOTHERWORDS
Everysingleindividual,foreach
ofhermanyrolesinlife,seeksto
establishrelationshipstocreate
valueofonesortoranother

17. Andperhapsthevery
definitionofasustainable
relationship,andperhapsof
societyitself,iswhensuch
valuecreationismutual
Attenzi – a social business story, Sheldrake, 2013
http://www.attenzi.com/sixty-iii

18. ORGANIZATIONSAREDYNAMIC.
THEYINVOLVEFLOWS...
OFMONEY
OFMATERIALS
OFTIME
OFINFLUENCE
the objects of serious investment
in information technologies,
skills and related organizational
capabilities over the years
?

19. YOUHAVEBEENINFLUENCED
WHENYOUTHINKSOMETHING
YOUWOULDN’TOTHERWISE
HAVETHOUGHTORDO
SOMETHINGYOUWOULDN’T
OTHERWISEHAVEDONE http://www.flickr.com/photos/philip_sheldrake/87055500

20. WEDON’THAVEMEDIAFORMEDIA’SSAKE,
BUTTOCOMMUNICATE
WEDON’TCOMMUNICATEFOR
COMMUNICATION’SSAKE,BUTTOINFLUENCE

21. Reputationmanagement
Brandmanagement
Activelyattendingtothebusinessof
influencingandbeinginfluencedsuch
thattheresultantbeliefsoropinionsheld
aboutusandourproductsareconducive
toourachievingorganizationalobjectives
The Business of Influence, Sheldrake, Wiley 2011

22. Whatistheintendedoutcomeof
yourmarketing/PR/socialefforts,
andthedesignofyourorganization
overall,ifit’snottogetstakeholders
tothinkandbehaveasyou’dlike,
andtobesensitivetohowthey’d
likeyoutothinkandbehave?
customers, employees, shareholders, suppliers, partners, local community, society, etc.

23. There’sinfluencein
everythingan
organizationdoes.
Andsometimesin
whatitdoesnotdo.

24. MUTUALVALUE
MUTUALINFLUENCE
MUTUALUNDERSTANDING
public relations excellence model – all stakeholders
‘social media as a
channel’ focuses
on getting
consumers to buy
social business
focuses on this
whole stack to drive
greater value for all
stakeholders

25. Professor Henrik Jeldtoft Jensen, Department of Mathematics, Imperial College.
https://www2.imperial.ac.uk/~hjjens/
http://iscass.org/about/department-of-complexity-and-network-dynamics/
Complexity,noun
• asysteminwhichthereare
multipleinteractionsbetween
manydifferentcomponents
• bridgesthegapbetweenthe
individualandthecollective

26. http://iscass.org/about/department-of-complexity-and-network-dynamics/
see what I did there? :-)
‘Social’,noun
• asysteminwhichthereare
multipleinteractionsbetween
manydifferentcomponents
• bridgesthegapbetweenthe
individualandthecollective

27. SixInfluenceFlows
Theflowofinfluenceiscomplex.Increasingly,wehavethe
capabilitiestoresearchandanalysethesesixtypes...
The Business of Influence, Sheldrake, Wiley 2011

28. The20thCenturyorganization
failstorecognisecomplexityortries
–andincreasinglyfails–todealwith
itwith‘if-this-then-that’simplicity
21stCenturysocialbusiness
recognisesthatcomplexitycan’tbe
madesimple,onlysimplertonavigate

29. DEFININGSOCIAL
BUSINESS

30. Socialbusinessentailsdesigningtheorganizationaround
influenceflows,connecting:
itspeople,partners,customersandotherstakeholders;
data,informationandknowledgeinandallaroundit;
moreopenly,productivelyandprofitablywiththe
applicationofsocialweb,bigdataandrelatedtechnologies
recognising complexity
navigating complexity
Attenzi – a social business story, Sheldrake, 2013
http://www.attenzi.com/forty-four

31. So‘theorganization’ismore
thanjustitspayroll
Andbecausethoseinfluenceflows
areinconstantflux,thedesignof
theorganizationistoo

32. AREYOUASOCIAL
BUSINESS?
ASKYOURSELF...

33. Doyouhelpalltheindividuals
associatedwithyourorganizationbuild
worthwhilerelationshipswitheach
otherandothers,coalescingbyneedand
desire,knowledgeandcapabilityand
sharedvalues,tocreatesharedvalue?
at the heart of the very
definition of brand this century
demands self-organization, a network
more like a city than a traditional business
Attenzi – a social business story, 2nd Edition, Sheldrake, 2013
www.attenzi.com/seventy-two

34. THANKYOU.
Ifyoulikedthisstack,youmightlike:
Attenzi–asocialbusinessstory
afreeebook,withforewordsby
AdamPisoni,co-founderandCTO,MicrosoftYammer,and
RobinCarey,founderandCEO,SocialMediaToday
www.attenzi.com
inassociationwith