The Six Influence Flows Philip Sheldrake www.philipsheldrake.co m @sheldrake Author of The Business of Influence: Reframing Marketing and PR for the Digital Age, Wiley, 2011 www.influenceprofessional.com Managing Partner, Euler Partners www.eulerpartners.com 1
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The Six Influence Flows
Philip Sheldrakewww.philipsheldrake.com
@sheldrake
Author of The Business of Influence: Reframing Marketing and PR for the Digital Age, Wiley, 2011
Everything an organization does occurs in the context of a changing world, in a dynamic interplay with every entity
around it
Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishing
If you could go back to the mid-90s and offer a marketer a little box that could sit on her desk and let her listen in on thousands of customer conversations and participate in those discussions regardless of geography or time zone, it would appear so far-fetched that she’d probably call security.
The Social Web Analytics eBook 2008, Philip Sheldrake
“. . . it is hard to avoid making the claim that ‘the internet changes everything’ . . . for public relations the unavoidable conclusion is that nothing will ever be the same again.”
“I do not believe digital media change the public relations theory needed to guide practice, especially our generic principles of public relations. Rather, the new media facilitate the application of the principles and, in the future, will make it difficult for practitioners around the world not to use the principles.”
Paradigms of Global Public Relations in an Age of Digitalisation, James Grunig, 2009
Grunig: “They seem to believe that ‘an organisation and its publics’ are distinct from ‘internet-mediated social networks’. Instead, I believe that an organisation and its publics now are embedded in internet-mediated social networks but that public relations is still about an organisation’s relationships with its publics.”
‘Internet-mediated’ communication isn’t just a new media form in my opinion. It has unprecedented emergent behaviour.
This behaviour cannot be attributed to one or a set of relationships with one or a set of stakeholders. It is the combination of the whole that itself exerts influence.
Grunig: “Organisations do not need relationships with individuals who are not members of their publics even though these people might be actively communicating with and building relationships with each other. Organisations simply do not have the time or resources to cultivate relationships with everyone…”
I believe organisations will find it advantageous to maintain awareness of all Six Influence Flows regardless of the genesis or properties of the influence that flows therein.We will find it advantageous to wield information technologies to ‘relate’ to the use of information technologies by others.
Social media are the eggs in the social business cake.
The Social Web Analytics eBook 2008, Philip Sheldrake
Photo by Brenda Gottsabend: http://flickr.com/photos/gottgraphicsdesign/3694187993 (CC BY 2.0)
Social business
To adapt the way in which an organisation delivers its mission and pursues its vision by designing the organisation around influence flows, connecting:
‣ its people, partners, customers and other stakeholders; ‣ data and knowledge in and all around it
more openly, productively and profitably with the application of social web and related information technologies.