The unsocial company

The unsocial company Which path leads to social? Keith Childs

Bio: corporate, social, & internal communica3ons. All things digital. Know enough to be dangerous.

Most companies say they want discussion and dialogue with their stakeholders... but many do not have the organiza.onal mindset to achieve it.

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

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

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.”

The Socially Enabled Enterprise: 2013 Research study. Oracle, Leader Networks, Social media Today

Majority of organiza3ons strive to be a socially enabled enterprise

The Customer-‐ac?vated Enterprise. IBM Global C-‐suite Study, 2013

CMO’s want to put the components of a strong digital strategy in place


CxOs intend to interact digitally with customers to a much greater extent in the future


CxOs foresee major changes in the business landscape in the next 3-‐5 years

Smart leaders know that online input is a vital part of the discourse and have plumbed their organiza?ons to listen closely.


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.


CMOs feel underprepared

Data Explosion Coping with social media

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

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.

“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

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?

"   “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”

Ben Eenhoorn

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

“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.”

1.  Employee advocate 2.  Listening analyst 3.  Content creator 4.  Subject maber expert/topic

manager 5.  Community manager 6.  Thought leader

You decide

Thank you keithchilds.com twiber.com/keithchilds ch.linkedin.com/in/keithchilds/