A presentation about the management aspects of social business & social technologies

1. o
echn/2012log ies by @sly
S ocial T 19/06

2. Some definitions to start with

3. A
social
network
is
a
social
structure
made
up
of
individuals
(or
organiza8ons)
called
"nodes",
which
are
8ed
(connected)
by
one
or
more
specific
types
of
interdependency,
such
as
friendship,
kinship,
common
interest,
financial
exchange,
or
rela8onships
of
beliefs,
knowledge
or
pres8ge.

4. The
resul8ng
graph-­‐based
structures
are
oDen
very
complex.

5. Social
networks
operate
on
many
levels,
from
families
up
to
the
level
of
na8ons,
and
play
a
cri8cal
role
in
determining
the
way
problems
are
solved,
organiza8ons
are
run,
and
the
degree
to
which
individuals
succeed
in
achieving
their
goals.
Social
capital:
the
value
that
an
individual
or
an
organiza8on
gets
from
the
social
network.

6. The
term
Social
Media
(or
social
soDware
or
social
technologies)
refers
to
the
use
of
web-­‐based
and
mobile
technologies
to
turn
communica8on
into
an
interac8ve
social
dialogue.
Social
media
are
Internet-­‐based
applica8ons
that
build
on
the
ideological
and
technological
founda8ons
of
Web
2.0,
and
that
allow
the
crea8on
and
exchange
of
user-­‐
generated
content.
Social
media
substan8ally
change
the
way
of
communica8on
between
organiza8ons,
communi8es,
as
well
as
individuals.

7. The
term
Web
2.0
is
associated
with
web
applica8ons
that
facilitate
par8cipatory
informa8on
sharing,
interoperability
and
collabora8on
on
the
World
Wide
Web.
Examples
of
Web
2.0
include
• blogs
&
wikis
• video
&
photo
sharing
sites
• mashups
• folksonomies
(i.e.
social
bookmarking)
• social
networking
sites

8. What
is
a
Social
Business?
“Social
businesses
implement
social
technologies,
strategies
and
processes
that
span
across
their
en6re
enterprise,
crea6ng
and
op6mizing
collabora6ve
ecosystems
of
employees,
customers,
partners,
suppliers,
communi6es
and
stakeholders
in
a
safe
and
consistent
way.”
hNp://www.business2community.com/social-­‐media/what-­‐is-­‐social-­‐business-­‐a-­‐clear-­‐defini8on-­‐0157881
Reconciling
some
of
the
most
interes8ng
business,
organiza8onal
and
technological
phenomena
of
the
last
five
years,
a
Social
Business
is:
“An
organiza6on
that
has
put
in
place
the
strategies,
technologies
and
processes
to
systema6cally
engage
all
the
individuals
of
its
ecosystem
(employees,
customers,
partners,
suppliers)
to
maximize
the
co-­‐created
value.”
hNp://www.socialbusinessforum.com/what-­‐is-­‐social-­‐business

9. What
is
Social
Business?
Social
business
is
defined
as
those
ac6vi6es
that
use
social
media,
social
soEware,
and
social
networks
to
enable
more
efficient,
effec6ve,
and
mutually
useful
connec6ons
among
people,
informa6on,
and
assets.
Read
more:
hJp://www.marke6ngprofs.com/charts/2012/8199/execs-­‐dish-­‐on-­‐the-­‐growing-­‐importance-­‐of-­‐
social-­‐business#ixzz1yDIodehU

13. Effects of social business

14. The
decision
making
and
change
management
role
inside
companies
is
no
longer
restricted
to
managers
(tradi8onal
organiza8on)
or
to
customers
(as
prescribed
by
Social
CRM).
Other
than
managers,
organiza8onal
change
can
be
driven
equally
by
customers,
employees,
partners
and
suppliers.
All
these
categories
are
moving
from
suppor8ng
actors
to
partners
and
protagonists
It’s
engagement
not
communica:on
that
makes
the
internal/
external
flow
possible.
GeZng
individuals
engaged
means
accep8ng
a
variety
of
needs
and
using
those
needs
to
inform
the
organiza8onal
growth
and
evolu8on
The
ul:mate
reason
of
existence
for
the
corpora:on
is
no
longer
to
generate
value
for
its
tradi:onal
stakeholders
but
the
maximize
the
exchanged
value
between
the
company
and
the
en:re
ecosystem.
It’s
a
bit
like
the
group
of
stakeholders
had
suddenly
expanded
including
external
actors.
Even
with
this
new
twist,
It
should
be
noted
how
this
exchange
is
intended
to
amplify,
within
a
network
perspec8ve
and
thanks
to
the
ecosystem,
also
the
value
generated
for
the
old
stakeholders.
The
Social
Business
is
thus
an
organiza8onal
construct
aimed
to
make
the
company
more
efficient
under
mutated
market
dynamics
and
consumer
behaviors.

15. There
is
no
social
business
if
the
organiza:on
is
not
able
to:
• Consider
individuals
(inside
and
outside
it)
at
the
same
level
as
tradi8onal
stakeholders.
The
company
is
serving
the
individual.
• Bring
down
the
silos
and
boundaries
to
constantly
intercept
the
signals
coming
from
the
people
(inside
and
outside
it).
The
company
listens.
• Engage
all
the
cons8tuents
to
produce
an
effec8ve,
reac8ve,
coordinated,
transparent,
appropriate
response
to
the
s8muli
received,
regardless
of
the
channel
of
origin.
The
company
responds.
• Extract
meaning
from
the
captured
signals
(coming
both
from
inside
and
outside)
in
order
to
con8nuously
improve
the
working
mechanisms
and
thereby
maximize
the
benefits
for
all
par8es
involved.
The
company
learns
and
evolves.
• All
the
processes
are
dynamically
and
organically
op8mized
based
on
collected
feedbacks
and
in
line
with
the
experience
of
all
the
individuals
in
the
ecosystem.
The
company
becomes
social

16. INSIDE
YOUR
ORGANIZATION:
• Improved
business
performance
(profit,
produc8vity,
margins,
etc)
• Increased
opera8onal
efficiency
• Stronger
outcomes
from
knowledge
intensive
work
• Capturing
and
retaining
ins8tu8onal
knowledge
• BeNer
awareness
about
business
opportuni8es
and
colleagues
needing
help
• Richer
cross-­‐department
contamina8on
and
collabora8on
• Reduced
email
traffic
and
informa8on
overload
• Cheaper
and
quicker
mechanisms
to
connect
colleagues,
find
and
reuse
knowledge

17. INSIDE
YOUR
ORGANIZATION:
• Improved
cross-­‐departmental
communica8on
• Reduced
travel
expenses
• Facilita8ng
the
emergence
of
collec8ve
social
capital
and
limi8ng
duplica8on
of
effort
• Stronger
employee
engagement
and
mo8va8on
• Increased
sa8sfac8on
of
partners
and
suppliers
• Reduced
supply
chain
costs
• Lower
on-­‐boarding,
training
and
talent
reten8on
costs
• New
levels
of
business
agility
and
reac8vity
• Improved
internal
processes
through
customer
insights

18. OUTSIDE
YOUR
ORGANIZATION:
• Reduced
customer
care
costs
• Improved
client
sa8sfac8on
and
loyalty
• Increased
number
of
leads
generated
and
deal
closed
• Shorter
sell
cycles
• Lower
marke8ng
costs
• Amplify
qualified
brand
reputa8on
and
visibility
through
advocates
• Higher
sales
and
conversion
rates
through
ambassadors
and
online
communi8es
• Reduced
customer
churn
and
deflec8on
• Increased
customer
life8me
value
• ANract
beNer
talents
• Improved
customer
cross-­‐channels

19. ACROSS
THE
ORGANIZATION:
• Improved
product
development
processes
and
reduced
8me
to
market
• Smaller
product
development
costs
• Access
to
an
unlimited
source
of
ideas
and
feedbacks
for
product
improvement
• BeNer
risk
mi8ga8on
and
increased
number
of
successful
ideas
when
launching
a
new
product
• Easier
development
of
new
business
models

28. The
Elements
in
the
Social
SoRware
Stack
hNp://www.personalinfocloud.com/2008/01/the-­‐elements-­‐in.html

48. Enterprise social technologies

49. Gartner,
Inc.'s
2011
Magic
Quadrant
for
Social
SoRware
in
the
Workplace

52. Social CRM
Social
CRM
is
a
philosophy
and
a
business
strategy,
supported
by
a
technology
placorm,
business
rules,
workflow,
processes
and
social
characteris8cs,
designed
to
engage
the
customer
in
a
collabora8ve
conversa8on
in
order
to
provide
mutually
beneficial
value
in
a
trusted
and
transparent
business
environment.
It's the company's response to
the customer's ownership of
the conversation.

53. Changing business models
The
ruling
business
model
since
the
industrial
revolu8on
was
based
on
exploi8ng
well
protected
&
non
–
communicated
information & knowledge stacks as
well
as
on
ver8cal
industry
integra8on,
in
a
command
&
control
mindset.
The
emerging
new
business
model
is
based
on
information & knowledge flows,
being
part
of
many
different
open
value
networks,
flaNening
hierarchies,
and
unleashing
&
combining
employees’,
partners’
&
customers’
collec8ve
intelligence
to
co-­‐create
and
co-­‐
share
value
in
a
collabora8ve
mindset.

54. A socialCRM tool example

55. www.nimble.com

56. Dynamic web presence

57. • You
can
integrate
a
twiNer
stream,
facebook
conversa8on,
facebook
followers,
linkeding
profile
youtube
videos,
flickr
photos
and
slidehare
presenta8ons
into
your
blog
&
website.
• You
can
also
cross-­‐integrate
the
others
on
your
Facebook
page
&
Linkedin
page
• The
objec8ve
is
to
be
present
with
all
your
content
on
every
channel
by
cross-­‐linking
and
cross-­‐integra8ng
it
to
maximize
impact.
• This
also
leads
to
Google
search
results
pages
where
your
company
name
fills
the
whole
first
page
!

58.  Many different integrations with your personal network(s)

59. and
 Integrate your Facebook wall into your website and allow visitors to
post comments from there

60. Benefits of integrating Facebook &
Twitter streams & activity into your website
• Increase
the
number
of
followers
• Easily
network
with
website
followers,
fans,
prospects,
or
clients
and
connect
them
amongst
themselves
• Communicate
that
you’re
current
&
aNrac8ve
for
the
digital
na8ves
• Increase
your
legi8macy
• Increase
your
transparency
• Maintain
an
ac8ve
image
• Draw
more
aNen8on
to
something
important
• In
general,
increase
the
viral
effect
&
brand
awareness

63. Gamification

64. Gamification: Using game mechanics in social applications to increase
engagement & loyalty

65. What
is
gamifica8on
?
 Gamifica8on
is
the
process
of
incorpora8ng
game
play
elements
into
non-­‐gaming
applica8ons
such
as
products,
services
&
marke8ng
 Gamifica8on,
just
like
social,
will
start
to
weave
into
everything:
 Media
 Health
Care
 Educa8on
 Shopping
 Crea8on
 Collabora8on
 etc
www.sylvaincoNong.com
99

66. Characteris8cs
of
gamifica8on
 Points,
virtual
currency
and
rewards,
compe88on,
reputa8on,
feedback,
leaderboards,
challenge,
relevance,
clear
targets
&
objec8ves
(ie.
Farmville,
Foursqaure…)
 Focus
on
the
social
 “Gamifying”
real-­‐life
experiences
 Milestones
&
markers:
show
progression
 Using
scarcity
to
force
choices
and
create
demand
 Visual
Design:
using
game-­‐like
iconography
in
non-­‐gaming
products
 Merging
of
tradi8onal
media
with
gaming
elements
www.sylvaincoNong.com
101

67. Objec8ves
&
effects
of
gamifica8on
 Mo8va8on
&
long
term
user
engagement
 Making
things
more
pleasurable
in
an
interac8on,
process
&
informa8on
overloaded
world
(gain
users
aNen8on)
 Brand
the
interac8on
with
users/customers
 Can
be
used
for
customer
(or
user,
pa8ent…etc)
mo8va8on
&
engagement
but
also
internally
for
employee
mo8va8on
&
engagement
(like
controlling
travel
expenses
for
example)
 Builds
systems
for
mo8va8on
that
meet
people’s
intrinsic
desire
but
also
make
them
feel
that
they
are
accomplishing
something
and
make
them
move
forward
in
their
life
www.sylvaincoNong.com
102

68. Objec8ves
&
effects
of
gamifica8on
 Gamifica8on
is
a
beNer
way
of
looking
at
all
kinds
of
systems
design:
we
focus
on
the
mo8va8ons
of
our
ac8ons:
what
drives
our
community
to
act
or
our
users
to
act
?
We
learn
from
successful
social
games
like
Farmville
 Tapping
into
the
millennium
genera8on
and
people’s
intrinsic
desire
for
mo8va8on
 Empirical
data
shows
that
games
are
superior
at
mo8va8onal
techniques
(if
game
mechanics
are
used
in
a
smart
and
effec8ve
way).
 Companies
that
are
experimental
and
smart
use
gamifica8on
for
posi8ve
change
and
influence
in
employee
&
customer
communi8es
 Game
mechanics
are
going
to
replace
more
tradi8onal
systems
of
user
mo8va8ons
 Gamifica8on
makes
feedback
loops
8ghter
and
8ghter
and
liNle
bit
more
decentralized
www.sylvaincoNong.com
103

69. Psychology
of
gamers
archetypes
 Research
of
Richard
Bartle:
hNp://
www.mud.co.uk/richard/hcds.htm,
hNp://en.wikipedia.org/wiki/Bartle_Test
 Incen8ves
and
core
types
of
gamers:
achievers,
explorers,
socializers
and
killers.
 This
is
true
for
people
in
almost
every
context,
be
it
ac8ng
as
a
players
in
a
game
or
as
employees
in
a
company.
www.sylvaincoNong.com
104

70. Psychology
of
gamers
archetypes
 Achievers:
want
to
be
successful;
not
everybody
is
an
achiever:
about
10-­‐15
%
of
a
companies’
collaborators
are
achievers
 Explorers:
discover
new
things
and
bring
them
back
to
the
community,
i.e.
finding
news
deal
&
opportuni8es
 Socializers:
interact
with
games
and
complicated
systems
principally
in
an
effort
to
create
connec8ons
to
others,
i.e.
customer
support
&
business
development
 Killers:
people
who
are
like
achievers
except
that
they
play
a
win-­‐loose
game:
they
not
only
want
to
win
for
them
selves
but
also
want
to
beat
others
in
the
game
 Successful
gamifica8on
requires
to
understand
the
mo8va8ons
of
these
types
of
players
in
every
context
to
design
around
them:
the
beNer
you
get
hold
of
these
mo8va8ons
and
design
around
them,
the
beNer
the
outcome
will
be
www.sylvaincoNong.com
105

71. Mo8va8onal
design
 Gamifica8on
is
form
of
mo8va8onal
design:
 “Mo8va8onal
design
refers
to
the
process
of
arranging
resources
and
procedures
to
bring
about
changes
in
mo8va8on.
Mo8va8onal
design
can
be
applied
to
improving
students’
mo8va8on
to
learn,
employees’
mo8va8on
to
work,
the
development
of
specific
mo8va8onal
characteris8cs
in
individuals,
and
to
improving
peoples’
skills
in
self-­‐
mo8va8on.
hNp://www.arcsmodel.com/pdf/Mo8va8onal
%20Design%20Rev%20060620.pdf“
www.sylvaincoNong.com
106

72. Design
ethics
• Mo8va8on
design
techniques
embody
manipula8on
poten8al:
can
either
be
used
for
posi8ve
change
or
for
bad
inten8ons
• Games
are
a
force
that
can
get
people
to
take
ac8ons
against
their
self-­‐interest,
in
a
predictable
way,
without
using
force.
• Dark
paNerns:
Sort
of
an8-­‐usability
/
an8-­‐user
prac8ces
that
are
commonly
used
by
designers
(on
purpose)
in
order
to
trick,
lull,
or
goad
users
into
doing
stuff
they
don't
want
to
do.
www.sylvaincoNong.com
107

76. If
Google
employees
spend
less
then
their
allocated
amount
of
money
for
a
business
trip
• they
can
keep
it
for
future
trips
where
they
can
upgrade
their
trip
plan
• they
can
donate
for
charity
• or
they
can
cash
out
part
of
it
Effects:
1) aligns
employees
with
the
companies
travel
policy
2) employees
start
to
talk
about
travel
expenses
and
manage
them
3) controlling
travel
expenses
is
turned
into
an
opportunity
to
demonstrate
personal
mastery
(which
is
a
core
characteris8c
of
gamifica8on)
Corporate:
Google
travel
expense
management

79. Social technologies &
governments

82. And
don’t
forget
a
well
planned
change
management
strategy
and
plan
because:
OLD
ORGANIZATION
+
NEW
TECHNOLOGY
=
VERY
EXPENSIVE
OLD
ORGANIZATION
 Prepare
your
organiza8ons’
culture
&
your
collaborators’
skills
&
capabili8es
 Iden8fy
tribes
&
roles
 Communicate
accordingly
and
posi8vely
(show
advantages
&
eliminate
fears)
 Pre-­‐populate
the
social
ecosystem
with
content
by
a
pilot
group
of
users
 Reward
exemplary
use
of
the
new
social
ecosystem
 Write
down
guidelines
&
best
prac8ces
 To
get
everybody
on
board
!
Thanks
!
@sly