My recent presentation to an Innovation Council on the importance of culture, strategy and social approaches. It all comes down to relationships.

1. Culture
Eats
Strategy
for
Lunch
Every
Time
September
13,
2012
Ayelet
Baron
ayelet27@gmail.com
h<p://twi<er.com/ayeletb
H<p://ayeletbaron.com

4. We
Trust
Strangers
nt
onte
SOCIAL
MEDIA
MASS
MEDIA
AGE
lish
c
PRE
MEDIA
AGE
AGE
Consumers
dictate
pub
Talk
face
to
face
Talk
face
to
face
ty
to
Talk
to
shop
worker
Phone
call
Talk
to
shop
worker
abili
Consult
a
professional
Readers
le<ers
r
ume
Phone
in;
TV
/
Radio
Cons
Religious
InsOtuOons,
state,
monarchy
dictate
the
agenda
h"p://blogs.cisco.com/
Professional
media
dictate
Consumer
influence
channels

5. THE RELATIONSHIP IS NO LONGER LINEAR
Transparent
Social
media:
MarkeOng
and
PR
RelaOonship
Social
business:
People
and
Agile
business
processes
AuthenOc
http://www.flickr.com/photos/timothyschenck/

7. What
MoOvates
Us?
give me the give me give me
prestige of something $10,000
a new title I want to
do

8. About Me
Former
Chief
Strategist,
TransformaOon
and
InnovaOon
OrganizaOonal
Results
Key
Drivers
of
InnovaOon
• From
#4
to
#2
Country
in
Cisco
Introduced
• A
culture
of
firsts
and
innovaOon
• Top
3
“Best
Company
to
Work
For”
• ExperimenOng
culture
in
Canada
over
the
last
3
years
• “Connected
North”
• 300
new
R&D
jobs
in
Canada
• VerOcal
Rainmakers
facilitated
by
$25M
grant
from
the
• Reverse
Mentoring
Province
of
Ontario
–
just
the
start
• Create
a
truly
“social
business”
• Advisor
to
Federal,
Provincial
and
• Enable
the
“future
of
work”
City
Governments

9. About Me

10. Community
A
group
of
people
with
unique
shared
values,
behaviors,
and
ar?facts
The
social
era
will
reward
organizaOons
that
understand
they
can
create
more
value
with
communiOes
than
they
can
on
their
own
−Nilofer
Merchant,
11
Rules
for
Crea?ng
Value
in
the
Social
Era

11. Technology Keeps Getting Faster
Source:
h"p://www.5me.com/5me/interac5ve/0,31813,2048601,00.html

12. … But People Don’t Change as Fast
Source:
h"p://pandasthumb.org/archives/2006/09/fun-­‐with-­‐homini-­‐1.html

13. .
We
Are
On
A
Collision
Course
h"p://www.flickr.com/photos/alainbachellier/4327038011/

14. People
Are
Now
The
Weakest
Link
h"p://www.flickr.com/photos/kyra__m/4681259456/

15. What
Are
the
ImplicaOons
for
OrganizaOons?
Image
by
Dave
Gray,
The
Connected
Company

16. Cost
of
Sales
is
Dropping
Cost
of
Content
CreaOon
Cost
of
InformaOon
DistribuOon
Cost
of
Sales
h"p://www.flickr.com/photos/wisefly/2948707192/

17. Margins
Are
Eroding
Cost
of
Discovery
Cost
of
Market
Access
Margins
h"p://www.flickr.com/photos/mon_oeil/280341781

18.
Capture
of
t
acit
knowledge
Time
from
tacit
to
explicit
knowledge
Time
to
innova5on
InnovaOon
Cycle
Times
Are
Speeding
Up

19. Overwhelmed
People
Shut
Down
Major
Change
Minor
Frame
of
Reference
TranslaOon
to
InternalizaOon
Confusion
PolarizaOon
Anxiety

20. Play
A
Different
Game—One
Focused
On
Enduring
RelaOonships

21. RelaOonships
as
CompeOOve
DifferenOator
Cost
Savings
Revenue
§ Loyalty
§ Preference
§ Forgiveness
§ PaOence
§ Time
§ Advocacy
§ Peer
support
§ CompeOOve
lockout
§ Issue
reporOng
§ AuthenOc
insights
These
quali?es
require
a
different
level
of
rela?onship
than
tradi?onal
transac?onal
rela?onships

22. Social
Approaches
Enable
Scalable
RelaOonships
Friendship
Recogni5on
Development
Partnership
Awareness
Awareness
Understanding
of
Contextual
trust
Forgiveness
Encounter
Resonance
compa5bility
Contextual
loyalty
Advocacy
Piqued
interest
Contextual
Defense
Acknowledgement
advocacy
Universal
trust
of
rela5onship
Universal
loyalty
Social
Media
(Content-­‐Based)
Engagement
Community
(RelaOonship-­‐Based)
Engagement
In-­‐Person
Engagement

23. Top
5
Community
Uses
Cost-­‐EffecOve
Customer
Support
1
(Autodesk,
AT&T,
CA
Technologies,
Google)
2
Engineering
Ecosystems
(Red
Hat,
SAP,
Yahoo!,
Oracle,
eBay)
3
Cost-­‐EffecOve
Market
Development
(Ford,
Pepsi,
BarclaysCard,
EDR,
Zipcar)
Internal
Efficiency
4
InnovaOon
(CSC,
BASF,
Nike)
5
(Boston
Children’s,
Dell,
SAP)

24. Measurable
But
Not
Immediate
Return
Investment

25. Community
Maturity
ModelTM

26. CommuniOes
Mature
and
Change
Phase
1
–
Strong
Phase
2
–
Phase
3
–
Phase
4
–
Hierarchy
Emergent
Community
Networked
Community
Impact
Transform
Growth
Pull
Behavior
Change
Time

27. Direct
Impact:
Measuring
Cost
and
Quality
Gains
Process
Element
Type
of
Community
Metric
Research
and
Discovery
Market
network,
communi5es
of
Quality
prac5ce,
customer
communi5es,
• Be"er
inputs
partner
communi5es
• Be"er
alignment
with
markets
ProducOvity
•
Faster
5me
to
answer/insight
Work
Status
Team
networks,
func5onal
ProducOvity
communi5es
• Reduced
mee5ngs
• Micro-­‐mentoring
• Alignment
• Focus
on
issue
resolu5on
Data
Analysis
Team
networks,
func5onal
ProducOvity
communi5es,
communi5es
of
prac5ce,
• Shared
ownership
of
analysis
customer
communi5es,
partner
• Broad
buy-­‐in
of
issues
and
framing
communi5es
• Faster
awareness
and
buy-­‐in
for
analysis
Content
Development
Team
networks
ProducOvity
• Ongoing
alignment
as
content
is
developed
• Less
wasted
work
Stakeholder
Review
Team
networks,
communi5es
of
peers/ ProducOvity
prac5ces
• Transparent
decision
making
process
• Be"er
sensing
of
poten5al
responses
(crisis
management)
• Shared
ownership
of
decision
Communica5on
of
Informa5on
Func5onal
communi5es,
communi5es
ProducOvity
and
Decisions
of
prac5ce,
customer
communi5es,
• Alignment
and
shared
situa5onal
awareness
partner
communi5es,
organiza5on-­‐ Quality
wide
networks
• Be"er
understanding
of
reac5ons
(crisis
management)

28. Indirect
Impact:
Measuring
Revenue
and
Growth
Process
Element
Type
of
Community
Metric
Fla"en
Access
to
Knowledge
Communi5es
of
prac5ce,
func5onal
Reduced
Time
to
Innovate
communi5es
• Quickly
gather
exis5ng
exper5se
• Understand
accurate
state
of
development
Improved
Quality
• Add
to
exis5ng
knowledge
rather
than
replica5ng
Reduced
Waste
and
DuplicaOon
• Know
what
the
organiza5on
knows
Tacit
Opportuni5es
Market
network,
communi5es
of
InnovaOon
Quality
and
Demand
prac5ce,
customer
communi5es,
• Ability
to
understand
issues
before
they
are
ar5culated
partner
communi5es
InnovaOon
Cycle
Time
• Solve
problems
in
step
with
demand
forma5on,
not
sequen5ally
Customer-­‐led
Crea5on
and
Co-­‐ Customer
communi5es,
partner
InnovaOon
Extension
Crea5on
communi5es
• Fills
roadmap
gaps
• Reduces
investment
in
high-­‐risk
projects
Demand
GeneraOon
• Develops
customer
advocates
Listening
and
Watching
Market
networks,
func5onal
Alignment
and
Revenue
Growth
communi5es,
communi5es
of
prac5ce,
• Align
products
and
communica5ons
with
exis5ng
customer
communi5es,
partner
conversa5on
and
language
which
improves
relevancy
and
communi5es
adop5on

29. SAP
Social
Strategy:
Driving
InnovaOon
SOCIAL SOCIAL SOCIAL SOCIAL
I N N O V A T I O N
C O M M E R C E
I N T E L L I G E N C E
I N S I G H T
Use
the
wisdom
of
the
Leverage
our
reach
Enable
customer
Extract
intelligence
from
crowd
to
drive
higher
and
influence
to
drive
success
through
the
observable
customer
quality
soluOons
and
speed
and
to
acOve
sharing
of
behaviors
and
innovaOons
that
be<er
dramaOcally
increase
knowledge,
soluOons
conversaOons
to
equip
meet
customer
needs
leads
and
revenues
and
best
pracOces
to
our
colleagues
with
and
therefore
have
both
organically
and
drive
excellence
and
insight
into
customer
greater
market
success
through
targeted
innovaOon
hot
topics,
burning
and
impact
campaigns
issues
and
new
opportuniOes

30. Digital,
Social
and
CommuniOes
at
SAP
•
SAP
Community
Network
– 2.5
million
members
– 3,000+
discussion
posts
per
day
– 9,200
acOve
bloggers
– 9.3
million
total
messages
•
SAP.com
– 2
million
unique
visitors
per
month
– 72
countries,
40
languages
•
SAP’s
presence
on
social
media
–
Over
1
million
friends
and
fans
•
Social
media
tools
and
governance
•
Events
– SAP
TechEd,
SAP
Technology
Forum

31. Factoids
of
companies
describe
themselves
as
fully
socially
networked
Amount
of
value
that
could
be
generated
annually
from
corporate
use
of
social
technologies
All
Rights
Reserved,
The
Community
Roundtable,
2012

32. We
Want
to
Learn
from
ExecuOves
Sco<
Monty,
Head
Mark
Bertolini,
CEO
of
Aetna
Linda
Y.
Cureton,
CIO
of
NASA
of
Social
Media
Ford
Sandy
Carter,
SVP
IBM
Mark
Yolton,
SVP
SAP

33. We
Need
to
Understand
the
ExecuOve
Journey
TradiOonal
Piqued
Experimental
Social
Networked
Tes5ng
the
Social
business
is
Command
and
Commi"ed
to
a
Engagement
waters.
Not
integrated
into
control.
Primary
few
social
with
key
suppor5ve
of
the
DNA
of
modes
of
ac5vi5es,
but
stakeholders
via
the
use
of
social
doing
business
communica5on
most
new
social
as
a
viable
with
all
are
in
person,
communica5on
channels.
solu5on
for
cons5tuents.
phone
&
email.
s5ll
occurs
Beginning
to
see
business.
Silos
Opera5ons
are
No
use
of
many-­‐ through
correla5on
and
not
op5mized
for
to-­‐many
tradi5onal
between
social
connected
to
collabora5on
communica5on
channels.
Seeing
ac5vity
and
the
business
and
innova5on.
tools.
quick
wins.
business
results.
workflow.

34. Social
business
cannot
be
fully
achieved
if
execu?ves
do
not
incorporate
social
approaches
in
the
business
–
in
what
they
say
and
what
they
do
People
not
tools
drive
innova?on

35. 4 In
Summary

36. Organizations that
Go Up and Down
1 Hold You Back

37. 2 Break down the silos
We
compartmentalize
creaOvity
Try
to
control
it,
set
targets,
apply
rules
Make
it
the
domain
of
parOcular
job
Otles
Or
box
it
into
brainstorming
sessions

38. Focus on
3 Relationships

39. Community
management is
4 the bedrock
capability in
driving innovation

40. A
massive
opportunity
to
have
a
different
relaOonship
with
your
customers,
partners
and
employees
Co-­‐creaOon,
crowdsourcing,
crowdfunding
neilperkin.typepad.com/

41. Contact
Me:
ayelet27@gmail.com