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A Day with Gary Hamel
"The day after the lights went down on the World Business Forum, the lights went up on an all day seminar with Gary Hamel across the street at the Time Life Building. It was great to be able to get down to the next level of detail below the talk that Gary gave at the World Business Forum"
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"While we are in here bullsh**ting about strategy, something is happening out there."
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- Capable of transcending the inherent tradeoffs?
- Coordination without centralization
- Scale without inflexibility
- Leadership without formal heirarchy
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Social Media Strategy Framework in 11 languages
"Given the extreme popularity of our Social Media Strategy Framework, we decided to translate it into other languages. The translations have been serialized on my blog over the last couple of weeks, and here they are compiled into a single post."
Why Social CRM will never be built
Social CRM is not software. Remember, CRM, and therefore Social CRM, is an approach that takes into account people and processes and leverages software to accomplish outcomes. The people and the processes come first. Software, while critical to success, is always secondary.
Vendors that claim they deliver Social CRM are wrong. They are delivering software solutions, generally Social Support Community software, that is a core component of a Social CRM strategy.
Social CRM is a strategy. Building off of my last point. Software cannot build strategy. I know, one day machines will take over e world and I will be proven wrong. :-) Until that day comes I am right, it takes people to build a strategy that achieves corporate goals.
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Your Social CRM strategy must make use of tools that end-users (execs, sales, support, etc..) will use, not because they are forced to, because they add value to their lives.
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Your software must support the varied stages and workflows for all of your processes. When the software forces you to adjust processes due to it’s limitations, you have already lost.
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Understanding Users of Social Networks
If the ongoing social networking revolution has you scratching your head and asking, "Why do people spend time on this?" and "How can my company benefit from the social network revolution?" you've got a lot in common with Harvard Business School professor Mikolaj Jan Piskorski
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"Online social networks are most useful when they address real failures in the operation of offline networks," says Piskorski.
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Corporate marketers by and large struggle with how to use social networking sites to reach potential customers, says Piskorski, who advises companies on this subject. The problem is that execs think of online social networks as social media and treat it as another channel to get people to click through to a site.
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Salesforce Pushes Social CRM Technology –But Don’t Expect Companies To Be Successful With Tools Alone
Salesforce launches a new set of social apps that make CRM connected to the social web. So what does it mean?
Salesforce’s Twitter integration and application launch helps brands monitor what’s being said. Yet despite the fanfare, the application lacks a pre-determined way to identify the profiles of Twitter profiles and primary keys within the CRM database. Secondly, the system doesn’t provide a default setting to prioritize the influence (such as more followers) vs a profile with few followers –limiting the ability for brands to prioritize their support offerings.
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Despite Salesforce’s technical announcement, this doesn’t mean success for their customers. Technology is only 20% of any enterprise change, the other 80% is culture, process, roles, and strategy change –key requirements that Salesforce is not equipped to provide.
Great Ideas Aren't Innovation
Ideas Don't Equal Innovation" and I can prove it...It is my hope that today's post will serve to help dispel the myth that ideas are inherently good things. Let me state right from the outset that I place little value on ideas. Not only do raw ideas have little intrinsic value, but they are often very costly. While I stipulate to the fact that ideas can sometimes lead to great things, I also submit that it is more frequently the case that ideas lead to disappointment and disaster
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The idea should be generated within a solid framework for decisioning. It should be developed as a solution to a problem or to exploit an opportunity. The idea should be in alignment with the overall vision and mission of the enterprise.
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Adopting a new idea should be based upon solid business logic that drives corresponding financial engineering and modeling. Be careful of high level, pie-in-the-sky projections.
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MySpace is to Facebook as Twitter is to ______
Twitter and Myspace are different companies in different markets but there is a lot of evidence to suggest that they share, and will always share, the exact same problem. MySpace and Twitter are hugely popular for uses neither company anticipated. The mission of each company is so vague that their products are stretched and molded into a variety of different uses. Instead of targeting and building their business around one of these users they take their sudden popularity as a sign they have a killer product. They don’t.
Launch of Social Media Strategy Framework
Today we launch our Social Media Strategy Framework. This provides guidance and a frame on how organizations can approach engaging with social media, following in the tradition of our highly popular frameworks such as Web 2.0 Framework, Future of the Media Lifecycle, and Influence Landscape.
A Year @Ford - Part 1
Ultimately, Ford's social media strategy looked something like this:
Humanizing the company by connecting Ford employees with our stakeholders, allowing them to connect with each other when appropriate, and providing value in the process.
Conversations with global leaders John Chambers of Cisco
In this video, Chambers explores approaches to decentralized management and leadership. He also provides perspective on the future of Web technology and the opportunity that an economic downturn provides for strategically minded companies
What kills startups
Most closures, however -- even those that do not end in bankruptcy -- are the result of unforeseen circumstances. It seems that Murphy's Law affects entrepreneurs disproportionately. Often, these disasters could have been avoided if company management had paid more heed to the principles of risk management.
Reconciling social computing with the enterprise
This increasing distance between these two worlds creates a gap — a disconnect, even — that increasingly cuts organizations off from their most valuable assets (their people) and also exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.
What Is Execution 2.0?
All of these engagements enabled me to learn the different nuances of each market and the current status of the markets use of social technology. In each case the fundamentals of engaging and listening to the market of conversations remained the same. The engagements were centric to helping the organization build an effective strategy and related tactics. In each case the one critical element that would determine the success of the proposed plan was the effective execution of the plan.
Will Management Buy Into The Plan?
In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
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Consider the brands who have tried to execute initiatives using social technology. The old 80/20 rule applies. 80% or more fail while 20% succeed. Why? Because 80% consider a Strategic 2.0 plan as a marketing initiative rather than a plan to transform the entire company into a “connected” organization 2.0 which leverages a Strategic 2.0 plan. Execution 2.0 requires a total organizational transformation.
Eight Competencies to Socializing Your Organization
It's a good tool to discuss the issues related to community management, a good structure for benchmarking and tracking operational improvements, and a great framework for training or certification.The competencies laid out in the model are:
1. Strategy
2. Leadership
3. Culture
4. Community Management
5. Content & Programming
6. Policy & Governance
7. Tools
8. Measurement
The Social Software Value Matrix
I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.
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As the CEO of a marketing agency put it to me, "How can we collaborate with our customers when we can't collaborate with each other?"
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The best place for your employees to learn professional social media is inside the company.
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HR 2.0 strategy
Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).
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The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?
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Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.
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