The document discusses frameworks for next-generation organizational structures using social business. It summarizes that while social business has matured, lessons are not well codified. It discusses challenges in connecting internal and external social efforts. Frameworks need to treat social engagement as a continuum across customers, partners and employees. Decentralized and adaptive approaches seem most effective. Most organizations build their own informal frameworks with community input to guide their journey and leverage lessons from others.

1. Social Business:
Frameworks for
Next-Generation
Organizational
Structure

2. Introduction
Spring 2012
Dion Hinchcliffe
••
•
Chief Strategy Officer
http://dachisgroup.com
mailto:dion.hinchcliffe@dachisgroup.com
• ZDNet’s Enterprise Web 2.0
• http://blogs.zdnet.com/Hinchcliffe
• InformationWeek’s Social Business By Design
http://informationweek.com/thebrainyard
•
•
: @dhinchcliffe
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3. Getter better with #socbiz
• Social business has
matured considerably in the
last 5 years
• We’ve learned a lot about
what makes it successful
• But those lessons are not
very well captured and
codified yet
• How can we better build on
the investments and wins of
those that have come before
us?
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4. First, Where Are We Today with #SocBiz?
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5. We’ve learned that extensively social
organizations get outsized benefits
Source: McKinsey Web 2.0 Survey
Only fully social organizations can tap into the
$1.3 trillion social business opportunity
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6. But we still have many challenges
• 96% of internal and external social business efforts
are not connected
- Source:
• Yet that’s where the most ROI is, by far
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7. The Lesson: Social engagement is...
part of a single continuum...
one unified ecosystem
Social
Social
Innovation
s
rise ec
osyste
t
m
t
business partners
Crowdsourcing
integr
ated
Social Marketing
Customer Communities
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vision
intr
ane
customers +
world
Busine
s
extr
ane
Inte
rnet
enterp
workers
Social CRM
Social Workforce
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8. We’ve also learned that social business
cannot be isolated from work
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9. What breakthroughs are enabling results?
Big Data: The Moving Parts
Increasing
Age & Maturity
Hadoop
unsupervised learning
Hive
Vertica
SciPy
MapReduce
Mahout
Esper
social media analytics
sentiment analysis
predictive modeling
MATLAB
kdb
Revolution R
Greenplum
ETL
ECL
AMPL
SPSS
Netezza
Teradata
BI
network analysis
visualization
simulation
SAS
Big Analytics
Fast Data
BPO
Deep Insight
From http://blogs.zdnet.com/Hinchcliffe
the growth of data will be exponential for the foreseeable future
terabytes
petabytes
exabytes
the amount of data stored by the average company today
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zettabytes
Business
Objectives

10. A difficult industry lesson:
We must create #socbiz org structures to engage at scale
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11. But do we need blueprints to get there?
• Do they make sure we don’t
•
forget what’s most important?
To leverage everyone’s lessons
learned?
To let the network do the work
To be the conduit and co-shaper of
the outcomes
To cultivate and wield social capital
Can social business meet our
expectations if it only delivers
what is planned?
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12. Perhaps that not even the right question
•
•
•
•
Can we apply #socbiz frameworks broadly to
Most industries?
Most geographies?
Most corporate cultures?
Will they work most of the time?
What will they provide us?
Lower risk?
Faster results?
Better results?
Is there any evidence of this?
Or do they lock us into what has only happened
before?
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13. How Firms are Maturing Social Business Capabilities
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14. 1 -- STRATEGIC LISTENING
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15. 2 --LEARNING TO FILTER AND FIND
Business
Relevancy
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16. 3 -- ANALYZING FOR OPPORTUNITIES
Understand the Business Context & Priority
of Relevant Conversations
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17. Data-Driven Engagement: A High-Impact Example
The Story:
The Results:
T-Mobile wanted to get out ahead of customer defections to
other carriers. They needed an accurate and scalable source of
information. They looked to social media.
The firm integrated big data across their IT systems, using near
real-time the analysis of 33M customer data records, web logs,
billing data and social media information. The result: The company
was able to cut customer defections in half in a single quarter.
Cut customer defections
in half in 90 days.
Source: Financial Times
® 2010 Confidential and Proprietary
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18. 4 -- MOBILIZING ADVOCATES
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19. Advocate programs are a major new
element of org structure
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20. 5 -- TRANSFORMING FOR ENGAGEMENT
Incremental change means incremental results.
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21. Better organization for Social Business
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22. 6 -- PROCESSES THAT ARE SCALED
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23. Org structures for scaling “working out loud”
Make Direct
Contribution
Start
Request
Participation
and/or
Begin
Open Work
Discuss Open
Work Effort
Create Initial
Work Seed
Finish
Co-Curate Open
Work Effort
End Open
Work Effort
Community
Management
Open Work
Definitions
Legend
Co-Curation
Community Management
A social business work
process where anyone
can contribute. You
choose the boundaries
of the community.
Community-based
decisions on the best
contributions to integrate
into the ultimate open
work effort.
The process of 1) drawing in
the participants, 2) managing
their engagement, 3)
enforcing standards, and 4)
eliciting their participation.
Open Work Initiator
Community Participant
This community management, but what else?
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24. 7 -- CLOSED LOOP ENGAGEMENT PROCESSES
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25. 8 -- DISRUPTING THE COMPETITION
Usually by using #socbiz to solve longstanding business problems
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26. Do we need frameworks to reach the next-gen org?
If so, do we have what we need?
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27. And what is a framework, really?
points of
customizability
It’s a pre-built approach with holes
cut out for the details of your business
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28. There have been frameworks from the start
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34. Podularity
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35. (cc) 2014. Creative Commons. Some Rights Reserved.

36. Social Business Architecture Framework
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37. How about community management?
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38. How about a technical approach?
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39. Can we even change our DNA with a plan?
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40. What if frameworks aren’t necessarily the best
approach?
• What if things like heuristics are?
- One of the reasons we went with the 10
tenets in #SocBiz By Design
• What if we really need updated
management theory instead?
• Can a framework ever really have
everything we need to succeed?
The Ten Tenets of Social Business
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41. Because if we forget what
makes social business special...
• Community-led and open
•
•
•
•
business processes
Emergent and self-organizing
outcomes
More transparency, more
available knowledge
Better engagement,
everywhere
High-scale and cost effective
results
...then there is no point
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42. There is a broad pattern in frameworks for
next-gen orgs emerging however...
• Decentralization
• User-control
• Need to cope with
constant change
• Adaptive processes
• Local autonomy
• Sustainable
transformation
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43. Functional next-gen frameworks seem to be most effective
• Specializing in a specific
•
capability
Marketing and sales
Supply chain (especially exception
handling)
Project management
Customer care
Product innovation
Community management
Advocacy
Implication: A custom framework
of proven functional frameworks
seems to be best
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44. In the end, what most organizations need...
• Is guidance and a way to cross check their journey
• To build on the shoulders of those that came
before
• And to make sure they haven’t forgotten anything
- Especially fundamental principles
• In other words...
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45. So most orgs end up building their own
And mostly they are relatively informal.
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46. But the best ones do it with their community
This is what most successful next-gen orgs are doing
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47. The full story is in Social Business by Design
• Published May, 2012
• From John Wiley & Sons
• The definitive management
•
•
•
•
strategy guide and handbook
on social business.
Based on real-world
experience from nearly 100
high-impact examples.
The most complete and
actionable statement on
social business and why it’s
strategically vital.
Recently #1 in Amazon’s Hot
New Releases
Companion Web site at
http://socialbusinessbydesign.com
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