DIGITAL CULTURE: SOCIAL, SHAREABLE, ACCOUNTABLE DISRUPTION
Nov 29, 2014
DIGITAL CULTURE SOCIAL SHAREABLE ACCOUNTABLE
DISRUPTION
3 DIGITAL CULTURE SOCIAL SHAREABLE ACCOUNTABLE
Openness is being forced on businesses Customers and staff are tweeting blogging Facebooking posting photos
and even whistleblowing using digital media How are businesses coping with this new accountability Beyond that
crowds are now organising via online channels and are in many cases bypassing the traditional businesses in order to
do things themselves What is a lsquosocial businessrsquo and how are these organisations different
We will also look at the debates surrounding these concepts
Suggested Reading for next week httpswwwefforg EU Open data portal httpopen-dataeuropaeuopen-data
FROM EMAIL TO FORUMS TO IM TO BLOGS TO SOCIAL NETWORKS
By changing within we can change what is outside In fact this is the
only way we can change what is outside - despite decades of
management theory to the contrary Blogging can help people to
understand themselves and their work better and by doing so help
them to change at a profound and fundamental level Once more
people become more self-aware you will be amazed at what starts to
happen Sure there will be an initial period of awkwardness but over
time tensions will reduce energy will increase and disputes will be
resolved more quickly In effect we will start to grow up and take
responsibilityrdquo
Semple E ldquoOrganisations donrsquot tweet people dordquo 2012
BARRIERS
Fear and Ignorance
IT STARTS AT THE TOP
50 of the population currently uses Facebook and more than 37 use Twitter
Yet among Fortune 500 CEOs the report says only 76 are present on Facebook only 4 use Twitter and less than 1 use Google Plus
LinkedIn is the only social network where CEOs are slightly ahead of the general populace the study concludes Twenty-six percent of CEOs surveyed use LinkedIn compared to 2015 of the population at large
However another recent report shows CEOs reluctance may be changing When IBM recently surveyed 1709 CEOs it found just 16 currently participating in social media However the study predicts the percentage will likely grow to 57 within 5 years mdash and in fact social media will become one of the two most important forms of engagement with employees and customers second only to face to face interactions
httpblogshbrorgcs201207new_research_on_why_ceos_shoulhtml
CHARACTERISTICS OF HIGH PERFORMING ORGS
de Waal A (2010a) The characteristics of a high performance organisation Center for Organizational Performance Hilversum
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (I)
Organizational design characteristics D1 Stimulate cross-functional
and cross-organizational collaboration D2 Simplify and flatten
the organization by reducing boundaries and barriers between and around units D3 Foster organization-wide
sharing of information knowledge and best practices D4 Constantly realign the
business with changing internal and external circumstances
Strategy characteristics S1 Define a strong vision that
excites and challenges S2 Balance long-term focus and
short-term focus S3 Set clear ambitious
measurable and achievable goals S4 Create clarity and a common
understanding of the organizationrsquos direction and strategy S5 Adopt the strategy that will set
the company apart S6 Align strategy goals and
objectives with the demands of the external environment and build robust resilient and adaptive plans to achieve these
Process characteristics P1 Design a good and fair reward
and incentive structure P2 Continuously innovate products
processes and services P3 Continuously simplify and
improve all the organizationrsquos processes P4 Create highly interactive
internal communication P5 Measure what matters P6 Report to everyone financial
and non-financial information needed to drive improvement P9 Strive for continuous process
optimalization P8 Strive to be a best practice
organization P9 Deploy resources effectively Technology characteristics T1 Implement flexible ICT-systems
throughout the organization T2 Apply user-friendly ICT-tools to
increase usage
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)
Leadership characteristics L1 Maintain and strengthen trust
relationships with people on all levels L2 Live with integrity and lead by
example L3 Apply decisive action-focused
decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused
and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish
extraordinary results L9 Grow leaders from within L10 Stimulate change and
improvement L11 Assemble a diverse and
complementary management team and workforce
L12 Be committed to the organization for the long haul
L13 Be confidently humble L14 Hold people responsible for results
and be decisive about nonperformers
Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a
can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure
workplace I5 Master the core competencies and
be an innovator in them I6 Develop people to be resilient and
flexible I7 Align employee behaviour and
values with company values and direction
Culture characteristics C1 Empower people and give them
freedom to decide and act C2 Establish strong and meaningful
core values C3 Develop and maintain
a performance-driven culture C4 Create a culture of transparency
openness and trust
C5 Create a shared identity and a sense of community
External orientation characteristics E1 Continuously strive to enhance
customer value creation E2 Maintain good and long-term
relationships with all stakeholders E3 Monitor the environment
consequently and respond adequately E4 Choose to compete and compare
with the best in the market place E5 Grow through partnerships and be
part of a value creating network E6 Only enter new business that
complement the companys strengths
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
3 DIGITAL CULTURE SOCIAL SHAREABLE ACCOUNTABLE
Openness is being forced on businesses Customers and staff are tweeting blogging Facebooking posting photos
and even whistleblowing using digital media How are businesses coping with this new accountability Beyond that
crowds are now organising via online channels and are in many cases bypassing the traditional businesses in order to
do things themselves What is a lsquosocial businessrsquo and how are these organisations different
We will also look at the debates surrounding these concepts
Suggested Reading for next week httpswwwefforg EU Open data portal httpopen-dataeuropaeuopen-data
FROM EMAIL TO FORUMS TO IM TO BLOGS TO SOCIAL NETWORKS
By changing within we can change what is outside In fact this is the
only way we can change what is outside - despite decades of
management theory to the contrary Blogging can help people to
understand themselves and their work better and by doing so help
them to change at a profound and fundamental level Once more
people become more self-aware you will be amazed at what starts to
happen Sure there will be an initial period of awkwardness but over
time tensions will reduce energy will increase and disputes will be
resolved more quickly In effect we will start to grow up and take
responsibilityrdquo
Semple E ldquoOrganisations donrsquot tweet people dordquo 2012
BARRIERS
Fear and Ignorance
IT STARTS AT THE TOP
50 of the population currently uses Facebook and more than 37 use Twitter
Yet among Fortune 500 CEOs the report says only 76 are present on Facebook only 4 use Twitter and less than 1 use Google Plus
LinkedIn is the only social network where CEOs are slightly ahead of the general populace the study concludes Twenty-six percent of CEOs surveyed use LinkedIn compared to 2015 of the population at large
However another recent report shows CEOs reluctance may be changing When IBM recently surveyed 1709 CEOs it found just 16 currently participating in social media However the study predicts the percentage will likely grow to 57 within 5 years mdash and in fact social media will become one of the two most important forms of engagement with employees and customers second only to face to face interactions
httpblogshbrorgcs201207new_research_on_why_ceos_shoulhtml
CHARACTERISTICS OF HIGH PERFORMING ORGS
de Waal A (2010a) The characteristics of a high performance organisation Center for Organizational Performance Hilversum
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (I)
Organizational design characteristics D1 Stimulate cross-functional
and cross-organizational collaboration D2 Simplify and flatten
the organization by reducing boundaries and barriers between and around units D3 Foster organization-wide
sharing of information knowledge and best practices D4 Constantly realign the
business with changing internal and external circumstances
Strategy characteristics S1 Define a strong vision that
excites and challenges S2 Balance long-term focus and
short-term focus S3 Set clear ambitious
measurable and achievable goals S4 Create clarity and a common
understanding of the organizationrsquos direction and strategy S5 Adopt the strategy that will set
the company apart S6 Align strategy goals and
objectives with the demands of the external environment and build robust resilient and adaptive plans to achieve these
Process characteristics P1 Design a good and fair reward
and incentive structure P2 Continuously innovate products
processes and services P3 Continuously simplify and
improve all the organizationrsquos processes P4 Create highly interactive
internal communication P5 Measure what matters P6 Report to everyone financial
and non-financial information needed to drive improvement P9 Strive for continuous process
optimalization P8 Strive to be a best practice
organization P9 Deploy resources effectively Technology characteristics T1 Implement flexible ICT-systems
throughout the organization T2 Apply user-friendly ICT-tools to
increase usage
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)
Leadership characteristics L1 Maintain and strengthen trust
relationships with people on all levels L2 Live with integrity and lead by
example L3 Apply decisive action-focused
decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused
and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish
extraordinary results L9 Grow leaders from within L10 Stimulate change and
improvement L11 Assemble a diverse and
complementary management team and workforce
L12 Be committed to the organization for the long haul
L13 Be confidently humble L14 Hold people responsible for results
and be decisive about nonperformers
Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a
can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure
workplace I5 Master the core competencies and
be an innovator in them I6 Develop people to be resilient and
flexible I7 Align employee behaviour and
values with company values and direction
Culture characteristics C1 Empower people and give them
freedom to decide and act C2 Establish strong and meaningful
core values C3 Develop and maintain
a performance-driven culture C4 Create a culture of transparency
openness and trust
C5 Create a shared identity and a sense of community
External orientation characteristics E1 Continuously strive to enhance
customer value creation E2 Maintain good and long-term
relationships with all stakeholders E3 Monitor the environment
consequently and respond adequately E4 Choose to compete and compare
with the best in the market place E5 Grow through partnerships and be
part of a value creating network E6 Only enter new business that
complement the companys strengths
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
FROM EMAIL TO FORUMS TO IM TO BLOGS TO SOCIAL NETWORKS
By changing within we can change what is outside In fact this is the
only way we can change what is outside - despite decades of
management theory to the contrary Blogging can help people to
understand themselves and their work better and by doing so help
them to change at a profound and fundamental level Once more
people become more self-aware you will be amazed at what starts to
happen Sure there will be an initial period of awkwardness but over
time tensions will reduce energy will increase and disputes will be
resolved more quickly In effect we will start to grow up and take
responsibilityrdquo
Semple E ldquoOrganisations donrsquot tweet people dordquo 2012
BARRIERS
Fear and Ignorance
IT STARTS AT THE TOP
50 of the population currently uses Facebook and more than 37 use Twitter
Yet among Fortune 500 CEOs the report says only 76 are present on Facebook only 4 use Twitter and less than 1 use Google Plus
LinkedIn is the only social network where CEOs are slightly ahead of the general populace the study concludes Twenty-six percent of CEOs surveyed use LinkedIn compared to 2015 of the population at large
However another recent report shows CEOs reluctance may be changing When IBM recently surveyed 1709 CEOs it found just 16 currently participating in social media However the study predicts the percentage will likely grow to 57 within 5 years mdash and in fact social media will become one of the two most important forms of engagement with employees and customers second only to face to face interactions
httpblogshbrorgcs201207new_research_on_why_ceos_shoulhtml
CHARACTERISTICS OF HIGH PERFORMING ORGS
de Waal A (2010a) The characteristics of a high performance organisation Center for Organizational Performance Hilversum
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (I)
Organizational design characteristics D1 Stimulate cross-functional
and cross-organizational collaboration D2 Simplify and flatten
the organization by reducing boundaries and barriers between and around units D3 Foster organization-wide
sharing of information knowledge and best practices D4 Constantly realign the
business with changing internal and external circumstances
Strategy characteristics S1 Define a strong vision that
excites and challenges S2 Balance long-term focus and
short-term focus S3 Set clear ambitious
measurable and achievable goals S4 Create clarity and a common
understanding of the organizationrsquos direction and strategy S5 Adopt the strategy that will set
the company apart S6 Align strategy goals and
objectives with the demands of the external environment and build robust resilient and adaptive plans to achieve these
Process characteristics P1 Design a good and fair reward
and incentive structure P2 Continuously innovate products
processes and services P3 Continuously simplify and
improve all the organizationrsquos processes P4 Create highly interactive
internal communication P5 Measure what matters P6 Report to everyone financial
and non-financial information needed to drive improvement P9 Strive for continuous process
optimalization P8 Strive to be a best practice
organization P9 Deploy resources effectively Technology characteristics T1 Implement flexible ICT-systems
throughout the organization T2 Apply user-friendly ICT-tools to
increase usage
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)
Leadership characteristics L1 Maintain and strengthen trust
relationships with people on all levels L2 Live with integrity and lead by
example L3 Apply decisive action-focused
decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused
and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish
extraordinary results L9 Grow leaders from within L10 Stimulate change and
improvement L11 Assemble a diverse and
complementary management team and workforce
L12 Be committed to the organization for the long haul
L13 Be confidently humble L14 Hold people responsible for results
and be decisive about nonperformers
Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a
can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure
workplace I5 Master the core competencies and
be an innovator in them I6 Develop people to be resilient and
flexible I7 Align employee behaviour and
values with company values and direction
Culture characteristics C1 Empower people and give them
freedom to decide and act C2 Establish strong and meaningful
core values C3 Develop and maintain
a performance-driven culture C4 Create a culture of transparency
openness and trust
C5 Create a shared identity and a sense of community
External orientation characteristics E1 Continuously strive to enhance
customer value creation E2 Maintain good and long-term
relationships with all stakeholders E3 Monitor the environment
consequently and respond adequately E4 Choose to compete and compare
with the best in the market place E5 Grow through partnerships and be
part of a value creating network E6 Only enter new business that
complement the companys strengths
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
BARRIERS
Fear and Ignorance
IT STARTS AT THE TOP
50 of the population currently uses Facebook and more than 37 use Twitter
Yet among Fortune 500 CEOs the report says only 76 are present on Facebook only 4 use Twitter and less than 1 use Google Plus
LinkedIn is the only social network where CEOs are slightly ahead of the general populace the study concludes Twenty-six percent of CEOs surveyed use LinkedIn compared to 2015 of the population at large
However another recent report shows CEOs reluctance may be changing When IBM recently surveyed 1709 CEOs it found just 16 currently participating in social media However the study predicts the percentage will likely grow to 57 within 5 years mdash and in fact social media will become one of the two most important forms of engagement with employees and customers second only to face to face interactions
httpblogshbrorgcs201207new_research_on_why_ceos_shoulhtml
CHARACTERISTICS OF HIGH PERFORMING ORGS
de Waal A (2010a) The characteristics of a high performance organisation Center for Organizational Performance Hilversum
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (I)
Organizational design characteristics D1 Stimulate cross-functional
and cross-organizational collaboration D2 Simplify and flatten
the organization by reducing boundaries and barriers between and around units D3 Foster organization-wide
sharing of information knowledge and best practices D4 Constantly realign the
business with changing internal and external circumstances
Strategy characteristics S1 Define a strong vision that
excites and challenges S2 Balance long-term focus and
short-term focus S3 Set clear ambitious
measurable and achievable goals S4 Create clarity and a common
understanding of the organizationrsquos direction and strategy S5 Adopt the strategy that will set
the company apart S6 Align strategy goals and
objectives with the demands of the external environment and build robust resilient and adaptive plans to achieve these
Process characteristics P1 Design a good and fair reward
and incentive structure P2 Continuously innovate products
processes and services P3 Continuously simplify and
improve all the organizationrsquos processes P4 Create highly interactive
internal communication P5 Measure what matters P6 Report to everyone financial
and non-financial information needed to drive improvement P9 Strive for continuous process
optimalization P8 Strive to be a best practice
organization P9 Deploy resources effectively Technology characteristics T1 Implement flexible ICT-systems
throughout the organization T2 Apply user-friendly ICT-tools to
increase usage
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)
Leadership characteristics L1 Maintain and strengthen trust
relationships with people on all levels L2 Live with integrity and lead by
example L3 Apply decisive action-focused
decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused
and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish
extraordinary results L9 Grow leaders from within L10 Stimulate change and
improvement L11 Assemble a diverse and
complementary management team and workforce
L12 Be committed to the organization for the long haul
L13 Be confidently humble L14 Hold people responsible for results
and be decisive about nonperformers
Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a
can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure
workplace I5 Master the core competencies and
be an innovator in them I6 Develop people to be resilient and
flexible I7 Align employee behaviour and
values with company values and direction
Culture characteristics C1 Empower people and give them
freedom to decide and act C2 Establish strong and meaningful
core values C3 Develop and maintain
a performance-driven culture C4 Create a culture of transparency
openness and trust
C5 Create a shared identity and a sense of community
External orientation characteristics E1 Continuously strive to enhance
customer value creation E2 Maintain good and long-term
relationships with all stakeholders E3 Monitor the environment
consequently and respond adequately E4 Choose to compete and compare
with the best in the market place E5 Grow through partnerships and be
part of a value creating network E6 Only enter new business that
complement the companys strengths
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
IT STARTS AT THE TOP
50 of the population currently uses Facebook and more than 37 use Twitter
Yet among Fortune 500 CEOs the report says only 76 are present on Facebook only 4 use Twitter and less than 1 use Google Plus
LinkedIn is the only social network where CEOs are slightly ahead of the general populace the study concludes Twenty-six percent of CEOs surveyed use LinkedIn compared to 2015 of the population at large
However another recent report shows CEOs reluctance may be changing When IBM recently surveyed 1709 CEOs it found just 16 currently participating in social media However the study predicts the percentage will likely grow to 57 within 5 years mdash and in fact social media will become one of the two most important forms of engagement with employees and customers second only to face to face interactions
httpblogshbrorgcs201207new_research_on_why_ceos_shoulhtml
CHARACTERISTICS OF HIGH PERFORMING ORGS
de Waal A (2010a) The characteristics of a high performance organisation Center for Organizational Performance Hilversum
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (I)
Organizational design characteristics D1 Stimulate cross-functional
and cross-organizational collaboration D2 Simplify and flatten
the organization by reducing boundaries and barriers between and around units D3 Foster organization-wide
sharing of information knowledge and best practices D4 Constantly realign the
business with changing internal and external circumstances
Strategy characteristics S1 Define a strong vision that
excites and challenges S2 Balance long-term focus and
short-term focus S3 Set clear ambitious
measurable and achievable goals S4 Create clarity and a common
understanding of the organizationrsquos direction and strategy S5 Adopt the strategy that will set
the company apart S6 Align strategy goals and
objectives with the demands of the external environment and build robust resilient and adaptive plans to achieve these
Process characteristics P1 Design a good and fair reward
and incentive structure P2 Continuously innovate products
processes and services P3 Continuously simplify and
improve all the organizationrsquos processes P4 Create highly interactive
internal communication P5 Measure what matters P6 Report to everyone financial
and non-financial information needed to drive improvement P9 Strive for continuous process
optimalization P8 Strive to be a best practice
organization P9 Deploy resources effectively Technology characteristics T1 Implement flexible ICT-systems
throughout the organization T2 Apply user-friendly ICT-tools to
increase usage
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)
Leadership characteristics L1 Maintain and strengthen trust
relationships with people on all levels L2 Live with integrity and lead by
example L3 Apply decisive action-focused
decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused
and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish
extraordinary results L9 Grow leaders from within L10 Stimulate change and
improvement L11 Assemble a diverse and
complementary management team and workforce
L12 Be committed to the organization for the long haul
L13 Be confidently humble L14 Hold people responsible for results
and be decisive about nonperformers
Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a
can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure
workplace I5 Master the core competencies and
be an innovator in them I6 Develop people to be resilient and
flexible I7 Align employee behaviour and
values with company values and direction
Culture characteristics C1 Empower people and give them
freedom to decide and act C2 Establish strong and meaningful
core values C3 Develop and maintain
a performance-driven culture C4 Create a culture of transparency
openness and trust
C5 Create a shared identity and a sense of community
External orientation characteristics E1 Continuously strive to enhance
customer value creation E2 Maintain good and long-term
relationships with all stakeholders E3 Monitor the environment
consequently and respond adequately E4 Choose to compete and compare
with the best in the market place E5 Grow through partnerships and be
part of a value creating network E6 Only enter new business that
complement the companys strengths
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
CHARACTERISTICS OF HIGH PERFORMING ORGS
de Waal A (2010a) The characteristics of a high performance organisation Center for Organizational Performance Hilversum
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (I)
Organizational design characteristics D1 Stimulate cross-functional
and cross-organizational collaboration D2 Simplify and flatten
the organization by reducing boundaries and barriers between and around units D3 Foster organization-wide
sharing of information knowledge and best practices D4 Constantly realign the
business with changing internal and external circumstances
Strategy characteristics S1 Define a strong vision that
excites and challenges S2 Balance long-term focus and
short-term focus S3 Set clear ambitious
measurable and achievable goals S4 Create clarity and a common
understanding of the organizationrsquos direction and strategy S5 Adopt the strategy that will set
the company apart S6 Align strategy goals and
objectives with the demands of the external environment and build robust resilient and adaptive plans to achieve these
Process characteristics P1 Design a good and fair reward
and incentive structure P2 Continuously innovate products
processes and services P3 Continuously simplify and
improve all the organizationrsquos processes P4 Create highly interactive
internal communication P5 Measure what matters P6 Report to everyone financial
and non-financial information needed to drive improvement P9 Strive for continuous process
optimalization P8 Strive to be a best practice
organization P9 Deploy resources effectively Technology characteristics T1 Implement flexible ICT-systems
throughout the organization T2 Apply user-friendly ICT-tools to
increase usage
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)
Leadership characteristics L1 Maintain and strengthen trust
relationships with people on all levels L2 Live with integrity and lead by
example L3 Apply decisive action-focused
decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused
and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish
extraordinary results L9 Grow leaders from within L10 Stimulate change and
improvement L11 Assemble a diverse and
complementary management team and workforce
L12 Be committed to the organization for the long haul
L13 Be confidently humble L14 Hold people responsible for results
and be decisive about nonperformers
Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a
can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure
workplace I5 Master the core competencies and
be an innovator in them I6 Develop people to be resilient and
flexible I7 Align employee behaviour and
values with company values and direction
Culture characteristics C1 Empower people and give them
freedom to decide and act C2 Establish strong and meaningful
core values C3 Develop and maintain
a performance-driven culture C4 Create a culture of transparency
openness and trust
C5 Create a shared identity and a sense of community
External orientation characteristics E1 Continuously strive to enhance
customer value creation E2 Maintain good and long-term
relationships with all stakeholders E3 Monitor the environment
consequently and respond adequately E4 Choose to compete and compare
with the best in the market place E5 Grow through partnerships and be
part of a value creating network E6 Only enter new business that
complement the companys strengths
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (I)
Organizational design characteristics D1 Stimulate cross-functional
and cross-organizational collaboration D2 Simplify and flatten
the organization by reducing boundaries and barriers between and around units D3 Foster organization-wide
sharing of information knowledge and best practices D4 Constantly realign the
business with changing internal and external circumstances
Strategy characteristics S1 Define a strong vision that
excites and challenges S2 Balance long-term focus and
short-term focus S3 Set clear ambitious
measurable and achievable goals S4 Create clarity and a common
understanding of the organizationrsquos direction and strategy S5 Adopt the strategy that will set
the company apart S6 Align strategy goals and
objectives with the demands of the external environment and build robust resilient and adaptive plans to achieve these
Process characteristics P1 Design a good and fair reward
and incentive structure P2 Continuously innovate products
processes and services P3 Continuously simplify and
improve all the organizationrsquos processes P4 Create highly interactive
internal communication P5 Measure what matters P6 Report to everyone financial
and non-financial information needed to drive improvement P9 Strive for continuous process
optimalization P8 Strive to be a best practice
organization P9 Deploy resources effectively Technology characteristics T1 Implement flexible ICT-systems
throughout the organization T2 Apply user-friendly ICT-tools to
increase usage
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)
Leadership characteristics L1 Maintain and strengthen trust
relationships with people on all levels L2 Live with integrity and lead by
example L3 Apply decisive action-focused
decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused
and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish
extraordinary results L9 Grow leaders from within L10 Stimulate change and
improvement L11 Assemble a diverse and
complementary management team and workforce
L12 Be committed to the organization for the long haul
L13 Be confidently humble L14 Hold people responsible for results
and be decisive about nonperformers
Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a
can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure
workplace I5 Master the core competencies and
be an innovator in them I6 Develop people to be resilient and
flexible I7 Align employee behaviour and
values with company values and direction
Culture characteristics C1 Empower people and give them
freedom to decide and act C2 Establish strong and meaningful
core values C3 Develop and maintain
a performance-driven culture C4 Create a culture of transparency
openness and trust
C5 Create a shared identity and a sense of community
External orientation characteristics E1 Continuously strive to enhance
customer value creation E2 Maintain good and long-term
relationships with all stakeholders E3 Monitor the environment
consequently and respond adequately E4 Choose to compete and compare
with the best in the market place E5 Grow through partnerships and be
part of a value creating network E6 Only enter new business that
complement the companys strengths
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
IDENTIFIED SUCCESS FACTORS OF ORGANIZATIONS (II)
Leadership characteristics L1 Maintain and strengthen trust
relationships with people on all levels L2 Live with integrity and lead by
example L3 Apply decisive action-focused
decision-making L4 Coach and facilitate L5 Stretch yourselves and your people L6 Develop effective focused
and strong leadership L7 Allow experiments and mistakes L8 Inspire the people to accomplish
extraordinary results L9 Grow leaders from within L10 Stimulate change and
improvement L11 Assemble a diverse and
complementary management team and workforce
L12 Be committed to the organization for the long haul
L13 Be confidently humble L14 Hold people responsible for results
and be decisive about nonperformers
Individuals amp Roles characteristics I1 Create a learning organization I2 Attract exceptional people with a
can-do attitude who fit the culture I3 Engage and involve the workforce I4 Create a safe and secure
workplace I5 Master the core competencies and
be an innovator in them I6 Develop people to be resilient and
flexible I7 Align employee behaviour and
values with company values and direction
Culture characteristics C1 Empower people and give them
freedom to decide and act C2 Establish strong and meaningful
core values C3 Develop and maintain
a performance-driven culture C4 Create a culture of transparency
openness and trust
C5 Create a shared identity and a sense of community
External orientation characteristics E1 Continuously strive to enhance
customer value creation E2 Maintain good and long-term
relationships with all stakeholders E3 Monitor the environment
consequently and respond adequately E4 Choose to compete and compare
with the best in the market place E5 Grow through partnerships and be
part of a value creating network E6 Only enter new business that
complement the companys strengths
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
SOCIAL BUSINESS MODEL
Tenet 1 Anyone can participate
Tenet 2 Create shared value by default
Tenet 3 While participation is self-organizing the focus is on business outcomes
Tenet 4 Enlist a large enough community to derive the desired result
Tenet 5 Engage the right community for the business purpose
Tenet 6 Participation can take any direction Be prepared for it and take advantage of it
Tenet 7 Eliminate all potential barriers to participation Ease of use is essential
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
SOCIAL BUSINESS MODEL
Tenet 8 Listen to and engage continuously with all relevant social business conversations
Tenet 9 The tone and language of social business are most effective when theyre casual and human
Tenet 10 The most effective social business activities are deeply integrated into the flow of work
Hinchcliffe Dion Kim Peter (2012-04-12) Social Business By Design Transformative Social Media Strategies for the Connected Company (Kindle Locations 3098-3101) John Wiley and Sons Kindle Edition
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
COMMERCIAL IMPERATIVE
Customers who connect with a business through social media will go to the business more frequently and contribute more to its bottom line according to a new study from the University at Buffalo School of Management
The study forthcoming in Information Systems Research found that customers who participate in a firmrsquos social media visit the business about five percent more frequently than those who donrsquot
And those socially savvy customers mean more money for the company says the studyrsquos co-author Ram Bezawada PhD assistant professor of marketing in the UB School of Management
ldquoThere have been doubts about the effectiveness of social media for business because the link between a firmrsquos efforts and the return on investment hasnrsquot been establishedrdquo explains Bezawada ldquoOur results show that when customers engage with a business through social media they contribute about 56 percent more to the firmrsquos bottom line than customers who do notrdquo
httpsocialmediatodaycomkmanne1166426social-media-pays-businesses-study-shows
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
CHANGING MANAGEMENT
Social media training is quickly becoming mandatory for an ever-growing range of companies far surpassing the first wave of IT firms that rolled it out two years ago like Dell Intel and IBM While it began as an added lsquobonusrsquo in the arsenal of the marketing spokesperson now companies ranging from UnisysPepsiCo Adidas HP and Sprint are making social not only part of the companyrsquos core training curriculum but also a key element in their recruiting message stressing the employee benefit of receiving social media literacy training
httpwwwforbescomsitesjeannemeister20121031social-media-training-is-now-mandatory
httpwwwyoutubecomwatchv=OhBmWxQpedI
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media
EXEMPLARS
best
httpshortyawardscom
social media fail
httpwwwyoutubecomwatchv=Wc9PubXwzPg
httpwwwthedrumcomnews2012122110-social-
media-fails-2012-mcdonalds-femfresh-and-waitrose
httpwwwyoutubecomwatchv=OhBmWxQpedI
For channel stats
httpwwwsocialbakerscom
Tools
httpwwwdreamgrowcom54-free-social-media-
monitoring-tools-update-2012
httpsmallbiztrendscom20120920-free-social-
media-monitoring-toolshtml
Fast Corsquos Top 10 most innovative social businesses
httpwwwfastcompanycommost-innovative-
companies2012industrysocial-media