Thoughts on Social Media Today

Miia ÄkkinenNovember 3rd, 2011

INSPIRING TWEETS AND BLOG POSTS

“Culture change may be the most challenging component of successfully transforming into a social business. In order to influence a cultural change you have to educate and encourage. Social tools provide a gateway for information exchanges across geographies and organizational silos. Building trust and encouraging social interactions are essential to driving a social change in the workforce. To become a social business you have to recognize that employees need to be agile, informed and able to work beyond their specific job descriptions. In order to support this, you must provide tools and the cultural incentives that allow employees more access to the right information and the right people. You must reduce both the cultural boundaries as well as the technical obstacles for people to connect with people and information, allowing unprecedented access.”

Jeff Schick, Vice President of Social Software

http://www.britopian.com/2011/07/05/ibm-case-study-a-lesson-in-social-business-transormation/

Dachis Group 18.10.2011http://www.dachisgroup.com/2011/10/attributes-of-a-socially-optimized-business/

Headshift/C.Schmaltz says it clearly:

http://www.headshift.com/our-blog/2011/07/28/from-traditional-business-to-social-business/Christoph Schmaltz, consultant

Open knowledge transfer

http://www.headshift.com/our-blog/2011/07/28/from-traditional-business-to-social-business/Christoph Schmaltz, consultant

Information connects people, not just companies

http://www.headshift.com/our-blog/2011/07/28/from-traditional-business-to-social-business/Christoph Schmaltz, consultant

Connecting the silos

http://www.headshift.com/our-blog/2011/07/28/from-traditional-business-to-social-business/Christoph Schmaltz, consultant

Organizations work top down through social interactions structured around the organization chart, or hierarchy. And they work end to end structured around their business processes. These two dimensions — hierarchy and process — shape the way organizations see the world, its challenges and, more importantly, the portfolio of potential solutions to those challenges. There is nothing wrong with hierarchy or process. They are effective organizational approaches to managing complex operations. But there is a crucial third dimension to organizational effectiveness. We see this when people get things done by working in the so-called "white space" in the organizational structure, or by working across the "seams" of a business process. In their ways of working and connecting with each other, they do more than just what they are told top-down and more than what is defined as their job. This is the social dimension. Every organization has a social dimension. The challenge is that the social dimension is not accurately reflected in either the organization's hierarchy or its process flow.

http://blogs.hbr.org/cs/2011/10/all_organizations_are_social_b.html

Anthony J. Bradley, group vice president, Gartner Research, and

Mark P. McDonald, group vice president and Gartner Fellow,

Gartner Executive Programs

http://www.dachisgroup.com/2011/08/looking-to-the-frontiers-of-social-business/

Dion Hinchcliffe, Executive VP of Strategy

It’s a long journey.

http://www.britopian.com/2011/09/25/the-social-business-value-creation-model/

Michael Brito

Many kind of benefits

Direct vs. indirect benefits

Greetings from the 1990’s: using WWW

• PR, marketing, advertising

• Sales• R&D• Communication• Collaboration

Cockburn & Wilson (1996)

We are now -2011- just delivering the promises of Internet?

Information elements needed to justify social media efforts

1.SOCIAL PRINCIPLESParticipation

CollectiveTransparencyIndependence

PersistenceEmergence

2. SOCIAL BENEFITSCollective intelligence

Expertise locationEmergent structuresInterest cultivationMass coordination

Relationship leverage

3. SOCIAL COSTSArchitecture and designTechnology investment

SeedingPromotion

ParticipationAdministration and

governanceInformation security

4. BUSINESS BENEFITSCustomer responsiveness

Market responsivenessRegulatory responsiveness

Sales effectivenessSupplier effectivenessProduct development

effectivenessCost reduction or

avoidance

5. BUSINESS COSTSCulture change

Leadership participationProcess and system change

Human capitalBusiness operations impact

Capital outlay

6. BUSINESS IMPACTRevenue growth

Market share growthBetter profitability

Competitive positionRegulatory compliance”Create a story how

value is created”, case FICO (an analytics company)

Bradley & McDonald”Social Organization”2011

http://www.ssireview.org/opinion/entry/four_models_for_organizing_digital_work_part_two

Organizations, are these ok?

• Is social media in your organization (objectives, metrics) connected with the goals of the organization?– Ask: How social media can help the company in

achieving the goals? • Is your presence on social media aligned with

organization values and brand?• Do you have a social media governance

function in your organization?

”Should we go to social media?”

You are already there.

http:

//w

ww

.mtv

3.fi/

uutis

et/k

otim

aa.s

htm

l/20

11/0

2/12

7974

4/yo

utub

e-vi

deo-

johti

-ter

veys

tark

astu

ksee

n-ho

telli

-elli

vuor

essa

A youtube videoabout a Finnish hotel with a bad price-qualityrelationship. Hotel had no presence on socialmedia services, peoplestill talked about them on SocMed services.

How to proceed?

Opportunities of Social Media

Integrating Social Media with

Business Strategy

Social Media Governance

Creating Presence on Social Media

Services

FINNISH EXAMPLES

My university on Twitter

How to avoid the information overflow?

www.tweetdeck.com, www.seesmic.com, www.hootsuite.com

Blogs still rock

Wiki

Purot.net = Wiki + Discussion with community!

Thanks!

@miiaakkinen