Social Business By Design – A Personal Summary (Chapter 18)

Chapter 18 – Maturity (The  Social Business Unit)

1. Introduction of new Social Business Unit (formal or informal unit) with the following purpose :

  • facilitates social media adoption and use across the company by providing standards, best practices, lessons learned, coordination, community management, social business intelligence.
  • help to reduce duplicative functions, rationalize social business infrastructure and applications and combine and centralize social business functions where it makes sens
Fig 18.1 : Creating a Centralized Social Business Capability that Enables Local Action

Fig 18.1 : Creating a Centralized Social Business Capability that Enables Local Action

2. Social Business Units typically assist in these ways

  • Competitive Assessment
    • Understand market context
    • Capture domain knowledge
    • Identify best practices
    • Expand possibilities
    • Create gap analysis
  • Social Listening
    • Identify audience
    • Create integrated picture
    • Capture unmet needs
    • Identify opportunities
    • Build collective intelligence
  • Capability Acquisition
    • Create conduit to social world
    • Build skills & ability to execute
    • Develop ability to govern
    • Acquire tools & Infrastructure
    • Assemble social business Unit
  • Engagement Process
    • Reach all social touch points
    • Engage internally with market
    • Drive objectives, create value
    • Coordinate engagement
    • Community Management
  • Analytics & Intelligence
    • Aggregate social data
    • Mine sentiment & trends
    • Derive strategic insight
    • Develop effective responses
    • Provide dashboards & BI
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Social Business By Design – A Personal Summary (Chapter 17)

Chapter 17 – Getting started with Social Business

1. Some key notes

  • Clear and obvious motivation and incentives mkust align with the use of new tools to instill behaviour change and sustain a new model of engagement as habits are built.
  • Social Media are not as controllable and deterministic as earlier methods

2. Phases of Social Business Adoption

  1. Early adoption
  2. Critical mass adoption
  3. Mainstream adoption
  4. Sustainable adoption

3. The top adoption strategies for Internal Social Business efforts

  1. Establish a clear purpose
  2. Identify and engage adoption champions
  3. Leadership sets the tone
  4. Communicate clear policies for use
  5. Validate social business design usability
  6. Communication Plan
  7. Effective Community Management
  8. Connect to the flow of work
  9. Share the adoption process

3. The top adoption strategies for External Social Business efforts

  1. Go the the audience and draw them in
  2. Employ unique content as a seed for participation
  3. Identify and enlist influencers
  4. Solicit personal engagement from recognized business leaders
  5. Reward the remarkable 1 percent
  6. Engage in community management
  7. Keep it simple
  8. Be authentic and don’t over package
  9. Us first,  the World second
  10. Foster trust and a culture of sharing
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Social Business By Design – A Personal Summary (Chapter 16)

Chapter 16 – Building a Social Business Strategy (The Outputs)

1. Two Major sets of Social Business concepts were introduced in this book.

2. Concept 1 : The 10 Tenets of social business.

3. Concept 2 : Process of Business Transformation introduced in Chapter 13.

4. Combining the top-down and bottom-up drivers of social business transformation produces a set of core artifacts for communicating, guiding and documenting the process.

5. Figure 16.1 shows the key artifacts which are typically generated, maintained and updated by using social business tools.

Fig 16. 1

Fig 16.1

6. Key artifacts that are instrumental to the success of a social business effort are further explained in Figure 16.2.

Figure 16.2

Figure 16.2

Figure 16.2  (Continued)

Figure 16.2 (Continued)

 

 

 

 

 

 

 

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Social Business By Design – A Personal Summary (Chapter 15)

Chapter 15 – Business Cases, Pilots, Return on Investment, and Value (Tying them Together)

1. Figure 15.1, display the ingredients of the Business Cases needed to justify investment in Social Business.

Ingredients of the Business Case : The potential ROI of Social Business

Figure 15. 1 Ingredients of the Business Case : The potential ROI of Social Business

2. A list of the success metric include the following

  • Higher Productivity
  • Better access to experts
  • Information Discovery
  • Business Agility
  • Improved Innovation
  • Competitive Positioning
  • Workplace moderinzation
  • Higher levels of transparency
  • Less duplication
  • Better communication and Collaboration
  • Increased resilience to disruption
  • Higher Revenue and profit

3. This list above provides a useful guidance for crafting a business case on the likely returns, estimating the ROI on an average basis

Personal Notes

1. On higher productivity, less duplication and better communication and collaboration, I have experience personally by comparing what I do now and the previous organization that I work with. I find myself more productive using enterprise wiki for collaboration work and communicating with my teammates. My current environment is very much restricted to email as most of the folks is the office, this is the only tool they are expose to for collaboration and communication. I find myself dreading to go thru my in-box on a day basis. The amount of time spend leaves me with not much time to plan and work on other projects that is needed.

2.   With the continuing use of web 2.0 tools, I have access to expert and discover information serendipitously although it is not within the confines of the organization that I am now in. That is the great part of it is that with web 2.0 tools this serendipitously learning for me does not stop. I can continue to learn and share with people around me. The changes that I would be doing is changing the experts that I follow and sharing what I discovered with a new audience.

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Social Business By Design – A Personal Summary (Chapter 14)

Chapter 14 – Building Blocks

The Elements of Social Business

1. Figure 14.1, moving along in a clockwise fashion, give a sense of the broad picture of the elements. Each elements address one or more of the constituent audiences of social business.

Putting Social Business into Context with Digital and Mobile Strategy

Fig 14. 1Putting Social Business into Context with Digital and Mobile Strategy

2. Note the trend of smart mobile devices remaking the end user experience

3.  Elements of Social Business

a.Social Media Marketing

  • One of the first social business activity
  • Common activity along most organization
  • Early adoption has been helped by the perception that it’s the easiest and least risky to start with
  • One of the Most Significant  challenges remains the gap between push marketing and engagement marketing (More effective Results).

b.Demand Generation

  • Consists of targeted digital awareness efforts to drive an understanding of and interest in a product or service.
  • Primarily empolyed in B2B, public sector and longer term B2C sales cycles
  • Involves multiple areas include social media
  • Can be described as the fusion of marketing and sales into a holistic effort.
  • Tools highlighted includes Pardot, Marketo, and Eloqua which can supplement and automate bespoke demand generation process.

c. Search Engine Optimization (SEO)

  • Long-term and vital component of Web strategy
  • Is the intentional treatment of Web markup language to ensure that content is readily discoverable by search engine.
  • Social Business strategies that don’t have an SEO component will result in less discoverable information, lowering their return on Investment.

d. Digital Marketing – Search Engine Marketing (SEM)

  • is the marketing aspect of the practice of optimizing information for discovery in order to promote Web sites and social media to increase their visibility for sales, branding, and other purposes.

e. Social Networking Applications

  • Applications embedded in social networks such as Facebook, it is an increasing form for engagement mechanism.
  • Taps into users’ activity streams and social graph, it have both the immediacy and full social context of their users to create a high-impact and shared social experience.
  • Used for education, productivity, gaming and marketing.

f. Online Advertising

  • Most business today have an online advertising strategy, usually underused in all but the most sophisticated Web industry firms where sophisticated multichannel tools and adaptive ad strategy are commonplace.

g. Social CRM

  • Many aspects of CRM such as sales, marketing, customer services and technical support will benefit from integration with social media.

h. Customer Communities

  • Communities about a brand created by the customers themselves.

i. Community Management

  • Community management provide the necessary oversight, moderation, and support that social media need to drive initial adoption as well as remain successful and sustainable for the long term.

j. Affiliate Portals and Communities

  • Used to service trading partners, franchisees and affiliates where organizations don’t have the staff and this can be done with a fraction of the staff

k. Social Supply Chains and Open API

  • SCM has been least affected by social media.
  • Closed linked to SCM is Open API supported through developer communities enables social SCM.

l.Innovation Management and Crowdsourcing

  • New platforms employing social business approaches for idea management such as Spigit.
  • Crowdsourcing platforms such as Crowdspring, Threadless and Amazon Mechanical Turk is revolutionizing business in how we collaborate directly with the marketplace with their initial efforts or operational investment.

m.Workforce Collaboration

  • Social Media within the organization with social content management tools such as wikis, internal corporate blog or other unsanctioned social tools.
  • With use of social tools, information is found faster, knowledge is retrained better and employees are more efficient and productive when there is widespread social collaboration.

n.Web Presence

  • I figured this is referring to tradditional brochure site where organization just have a web presence.
  • Relevance is steadily being eroded by newer forms of of engagement, including mobile application and social business.

o.Microsites

  • Focused on a very specialized subset of company information.

p.E-commerce

  • Latest development include the rise of social commerce and daily deal services such as Group that connect discount e-commerce to local businesses.

q. Influencer Engagement

  • The idea that opinion makers and thought leaders can be engaged indirectly to take advantage of the audiences they’ve created for themselves, rather than businesses recreating the engagement levels that individuals have already established with the market, is the concept behind influencer engagement.

r. Analytics and Business Intelligence

  • Making use of emerging tools to make sense of vast quantities of data about their workers, customers and business partners.
  • It can be a source of competitive advantage

s. Digital Branding

  • Remains a crucial aspect of Digital Strategy.
  • Brands are increasingly influenced and defined directly by their customers.

t. E-mail Marketing

  • While email is on the decline, it is useful as a notification tool, a viral feedback loops for social activity, and a useful touch point for multichannel CRM and marketing.
  • Email is still necessary for social business.

u. Location-Based Service

  • With GPS on smart mobile devices, opportunities are created to incorporate location awareness to drive marketing, slaes, CRM and operations.
  • However, effective use remains in its infancy for most businesses.

v. Mobility Platform support

  • Typically this refers to support for iOS and Android platforms.
  • Need to develop competency  in mobile application development, operations and management, as well as matching security, analytics, branding , advertising and other related aspect of digital strategy.

w. Mobile Content Enablement

  • Enabling of existing organization information assets on mobile devices.
  • Consideration for user experience is critical and this includes search, consumption, participation and social business intelligence.

x. Consumer and Customer Mobile Applications

  • Mobile apps is becoming a vital and important way to provide digital engagement.
  • This is due to changing habits especially among the under thirties.

y. Mobile Messaging

  • SMS and MMS are among the most popular communication services in the world.
  • Organization have just started to deploy them for CRM, Marketing and to a lsser extent soliciting user input such as surveys and other data collection

z. Mobile Line of Business Aplications

  • Organization are steady experiencing increasing demand for these application.
  • Weaving social business processes or functions will become increasingly common.

aa. Mobile Operations

  • Considerable operational capability and infrastructure development must be carried out, particularly with security and mobile management, in order to deploy strategies in the enterprise.

bb. Mobile Applications Stores

  • Apple apps stores are positioned to be a leading distribution of model for both external and internal mobile application.
  • With these stored viewed as primary means to acquire applications on smart mobile devices, organizations have a considerable amount of work to do to resolve issues around data security, provisioning and governance before they can open up stores inside their organization to handle and use business data.

cc. Mobile Security

  • Not part of digital strategy normally yet a required capability for internal use.
  • This is to ensure that customers and workers have a safe and effective mobile experience for those delivering through digital channels and social business solutions.

dd. Content and Document Management

  • Reconciling the proliferation of social media, content management and document management platforms, many of which also connect to the public and have digital strategy implications is one of the bigger challenges for enterprise information technology departments.

ee. Intranet Strategy

  • Key to workforce engagement, but not typically part of tradditional digital strategy.
  • It is important because workers needs to be more connected to customers and partners through digital channels including social media.
  • Currently only loose integration exist between digital strategy and intranet strategy for most organizations.

ff. Unified Communications

  • Concerned with connecting all types of communication into a single coherent strategy, unified communication have considerable overlap with social media.
  • It is important because workers needs to be more connected to customers and partners through digital channels including social media.
  • Currently only loose integration exist between digital strategy and intranet strategy for most organizations.

gg. Online Video and Audio

  • Social Business strategy should focus on are in persistent multipoint video chat, video archival and search, mobile video, and transaction and SEO capabilities.
  • Digital strategies that treat video as a driver of network effect and accumulated value growth will have the most significant long-term return on investment.
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Social Business By Design – A Personal Summary (Chapter 13)

Chapter 13 – Identifying Priorities and Planning

Social Business Design Definition

The process of intentionally transforming a business with social media through a well-defined, agile and adaptive process so that both specific and emergent benefits results.

1. Before setting up a social business strategy, organization should examine the larger process of deliberately encouraging intentional and emergent change.

2. Determine the desired business objectives of the social business strategy.

Source of objective can captured from the following 2 essential sources :

  • The set of participants who will be involved. (Internal, B2C or B2B)
  • Set of enterprise objectives determine by senior executives.

3. Fig 13.1 of the book depicts the “Applying of Social Business Design for Organization-Wide Transformation”

Applying Social Business Design for Organization-Wide Transformation

Applying Social Business Design for Organization-Wide Transformation

3a. At the center of the stack, are the Elements of Changes that help support a far-reaching yet well-managed social business design process and these are :

  • Culture Change
  • Executive Leadership
  • Strategic goals and road map
  • Business process design
  • Risk Management

3b. Technology

Technology required to support and implement social business strategy has the following components:

  • Social Business Solution Portfolio
    • Social Media tools or Infrastructure to provide necessary communication and collaboration
    • Can encompass part or the entire company.
    • Typically solutions used has integration with security and identity standards, some external social media and analytic tools.
  • Social Business Intelligence
    • Required to listen to the work place.
    • Enable social business effort to be measured invaluable for identifying no only areas of encountering difficulties but also opportunities.

3c. Social Business Design

At the top of the stack,  social business design in the deliberate process of transforming the organization to social business .

3d. Social Business Solution Outcomes

At the bottom of the stack, both planed and spontaneously discovered or created by participants themselves, that achieve the shared and top-down goals of the organization.

4. Some Key Insights into planning a social business strategy and design effort

4a. Clearly identify goals, but don’t assume how they’ll be achieved.

4b. Using a phase approach without trying to achieve too much or going too fast or slow.

4c. Understand that planning must continuously evolve.

4d. Expect more frequent “disruption”

Personal Note :

a. From the section of the book onwards, it would be the chapters where I would greatly love to have the actual professional experience but didn’t not get the opportunity to do so. I would so love to have a chance at all this.

b. I think fig 13.1 is a great diagram depicting how Social Business can be applied. It really needs to be a top down / bottom up approach. As with most organization, if senior management is not involved, it is almost very hard to implement any chances. Of course there are exceptions. However, these tend of be initiatives that are achieved unexpected success. That means an ROI has already been witness hence the expected reaction of all stakeholders. This is what social business is, where to me, it tends to be more gradual and targeted towards long term transformation.

c.  On the section of revisiting priorities and planning, for most organization, any implementation it is typically done via projects.  With social business initiatives, how are project methodology affected.  The tradditional waterfall model that most IT project managers are accustom is perhaps not too applicable. I suspect that is the reason why I see the rise in interest for agile project methodology.

 

 

 

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Social Business By Design – A Personal Summary (Chapter 12)

Chapter 12 – Social Business Supporting Capabilities

1.  Community Management : The Essential Social Business Capability

a. For any social environment, there is a critical need for some degree of facilitation and this role is typically fulfill a Community Manager (CM).

b. CM are the collaborative “X factor” that makes communities work. Roles adopted by Community managers are one part evangelism, one part end user support, one part collaborative facilitation, and one part jack-of-all trades.

c. CM role is critical in ensuring social business success.

d. Community Roundtable(CR) is the industry’s leading source of practitioner lessons learned and effective practices.

e. CR defines 4 stages of maturity and 8 competencies.

Source : Social Business by Design, pg 145, figure 12.1

The 4 stages of social business maturity break down like this :

Stage 1 : Hierarchy

Little or no use of social business or community-based processes

Stage 2 : Emergent commnity

Some experiments and early pilots of social business tools, processes, or online communities.

Stage 3 : Community

Well-defined, chartered, resourced, and staffed social business initiatives that have resulted in measurable business outcomes.

Stage 4 : Net Work

An integrated company wide social business strategy driven by a deep connected perspective inside and outside the organization.

f. CM have complex roles and many responsibilities, with external facing ones managing organization FB’s or Twitter presence or moderate owned communities as part of a marketing or corporate communications. For the internal facing ones, work with colleagues trying to make the most of the internal social networking environments to enhance communications.

Figure 12.2Source : Social Business by Design, pg 147, figure 12.2

2.  Social Analytics and Business Intelligence

a. 3 Drivers of rising interest in social analytics are :

  • Social media are rapidly becoming the richest new sources of new information.
  • Business Intelligence must take into account the whole social business ecosystem
  • Organization must cultivate new competencies to handle an effective social business listening and engagement process or risk disruption, irrelevance or both.

b. 2 types of social business intelligence being developed are :

  • Application of Social Layer within traditional business intelligence tools to enable the collaboration and sharing of business intelligence by applying social media techniques.
  • Use of Social Business Intelligence tools with social media activity itself.

3.  Core Social Business Intelligence Strategies

Social business has the potential to enable to the following strategies that will become competitive differentiators or drivers of additional efficiency and productivity.

a. Customer Engagement and Retention
b. Social Business adoption tracking
c. Sale funnel analysis (Kontagent is a company that sell such tools).
d. Expertise and reputation tracking
e. Human capital management
f. Compliance and regulatory monitoring
g. Brand insight
h. Social Supply Chain optimization
i. Operation Management

4. Social Business in Regulated Industries

The 3 major types of activities that are required to deliver on social business in regulated industries are :

a. Define social business policy

b. Communicate Social Business Policy.

c. Verify Social Business Policy

Personal Notes

1. Although I was not exactly a CM, during my stint with a government agency here, I did play the role of part evangelism (promoting web2.0 and enterprise2.0 within and external to the agency), user support (was user admin of Confluence), collaborative facilitation (advocating and teaching staff how to collaborate on Confluence) and as a PM, I need to know bit of all trades in order to communicate and gather effectively the requirements of the projects under my care. Unfortunately, the agency was not quite ready to embrace web 2.0 and i missed the opportunity to see the project through and test out my belief and conviction that web2.0 is truly beneficial to the organization, in particular for knowledge sharing which was one of the key focus of the program I was support to help implement. This remain one of my deepest regret in my professional career to date😦.

2. In terms of Social Business Maturity, I would deduce that the agency is still at stage 1 with a small segment of the agency trying to pull towards stage 2.

3. I would love to be exposed and have the opportunity to use and experience social analytics tools. However, as a free lancer, there is currently no opportunity for me to work in it. Anyone has any advise on how I can get such a tool and data to play and make sense out of it ?

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