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Making The Case For Open Leadership
Charlene LiAltimeter GroupMarch 11, 2010
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For Dachis Social Business Summit
© 2010 Altimeter Group
© 2010 Altimeter Group
A culture of sharing
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It’s about relationships
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These new relationships are changing business
Command & control
New ways to get things done
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Why is social business hard?
Because real relationships require that you give up control
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The need for open leadership7
When people get what they need from each other
Having the confidence to give up control and still be in command
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10 elements of openness8
• Explaining• Updating• Conversing• Open Mic• Crowdsourcing• Platforms
Information Sharing
• Centralized• Democratic• Self-managing• Distributed
Decision Making
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Determine how open you need to be to meet your goals
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Platform
Crowdsourcing
Open Mic
Conversing
Updating
Explaining
Today
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Social Strategy
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Four goals define your strategy, but always start with learn
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Learn
Dialog
Support
Innovate
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Learn with monitoring tools12
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Dialog with your community13
Learn
Dialog
Support
Innovate
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Engagement Pyramid: Focus on Watching and Sharing
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Curating
Producing
Commenting
Sharing
Watching
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Focus on the relationship you want15
Richard Edelman writes or records his
blog posts – he doesn’t type.
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DellOutlet drives sales with Twitter16
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Help your members support each other
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Learn
Dialog
Support
Innovate
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Premier Farnell supports engineers with community, and employees with “OurTube”
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Social + open = competitive advantage
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+2,200 Best Buy employees answer questions sent to @twelpforce
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Innovate with customer feedback20
Learn
Dialog
Support
Innovate
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Starbucks innovates across the company
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Fiat gathers product and market intelligence
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Contributors submit ideas, and can include pictures and embed
videos. Fiat gets valuable ideas for
features and design, and marketing and
advertising.
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What to do first
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#1 Align social with strategic goals24
Examine your 2010 goals
Pick one where social can have an impact
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#2 Understand the valueWhat’s the value of a fan or follower?
+4 million fans
16,965 followers
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+ Value of purchases- Cost of acquisition
= Customer lifetime value
+ Value of new customers from referrals
+ Value of insights+ Value of support
The new lifetime value calculation, based on your goals
• Percent that refer• Size of their networks• Percent of referred
people who purchase• Value of purchases
• Percent that provide support
• Frequency and value of the support
+ Value of ideas
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Fans
Large network
Refers
Doesn’t refer
Small network
Refers
Doesn’t refer
Find more fans with
large networks
Encourage fans to make
more referrals
Make decisions with metrics27
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#3 Organize for different types of openness
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Organic- Natural growth requiring few resources- Deep adoption- Non-consistent- Eg. Humana, Microsoft
Centralized
- One department controls all efforts- Experimental, fast moving- Not spread or used broadly- Eg. Starbucks, Ford, Dell
Coordinated
- Sets rules, best practices, policies- Each department executes- Takes time, not cutting edge- Eg. HP, Red Cross
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#4 Find and develop your open leaders
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Cautious Tester
Realist Optimist
Worried Skeptic
Transparent Evangelist
Pessimist Optimist
Collaborative
Independent
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#5 Embrace failure30
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Buyer blog hit the right note31
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Build trust and manage risk 32
The Sandbox Covenant
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Align your social business goals with your strategic goals.
Benchmark your progress based upon your business goals, not “engagement” data.
Change your mindset: letting go will yield more results.
Summary33
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Thank you
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Charlene [email protected]
m
blog.altimetergroup.com
Twitter: charleneli
For slides, send an email
© 2010 Altimeter Group
About Us
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Altimeter Group is a strategy consulting firm that provides
companies with a pragmatic approach to disruptive
technologies. We have four areas of focus: Leadership and
Management, Customer Strategy, Enterprise Strategy, and
Innovation and Design.
Visit us at http://www.altimetergroup.com or contact