This document summarizes key points from a book on the business of influence by Philip Sheldrake. It discusses three major trends impacting influence: 1) The rise of social media and how it has changed perceptions of reality and allowed for social analytics. 2) The information technology explosion, including how phones are integrated into people's lives and the concept of an "Internet of Things." It also discusses how data is now abundant rather than scarce. 3) How these changes require rethinking how organizations contemplate, design, communicate, and execute strategy to operate in this new dynamic environment.
The Business of Influence – ESOMAR 3D Digital Dimensions Conference 2011Philip Sheldrake
This document summarizes key points from a book on the business of influence by Philip Sheldrake. It discusses three major trends impacting influence: 1) The rise of social media has allowed markets to connect people through open conversations online. Social analytics now allow listening to thousands of customer conversations. 2) The information technology explosion has led to more devices collecting data about individuals, referred to as the "Internet of Things." There are concerns about a lack of privacy as more personal data is collected. 3) The ways organizations communicate, design strategies, and execute have changed with these digital shifts. Buyer marketing is proposed where individuals can anonymously market their needs to interested organizations.
The document discusses the need for organizations to adopt a holistic approach to influence in the digital age. It introduces the concept of the "Six Influence Flows" and the "Influence Scorecard" as frameworks for defining influence strategy and ensuring influence activities are coordinated across an organization. The frameworks help socialize the enterprise, leverage new technologies, and align influence with business strategy and performance metrics.
The three drivers demanding a change to the business of influence and the successful socialization of the enterprise. Recommendation to think in terms of the Six Influence Flows and adopt the Influence Scorecard approach to social strategy definition, mapping and execution.
This document discusses Philip Sheldrake's work on the Six Influence Flows. It provides examples of how digital technologies and social media have impacted the flows of influence. Sheldrake argues that organizations can no longer remain isolated and must cultivate awareness of all influence flows. While James Grunig believes PR theory does not need to change, Sheldrake believes the new digital behaviors cannot be attributed to single relationships and exert influence collectively.
Online communities are important because they allow for social connections and sharing. They empower users to be media owners and participate in non-linear conversations. While content was once king, community engagement is now more important, as people value relationships over information. To build a successful online community, one must understand people, listen to the community, get involved in discussions, and create remarkable content that adds value and can be shared.
This document provides an overview of social media and its importance for small businesses. It defines social media as content created and shared by individuals on websites that allow users to post images, video, and text to share with others. The conversation about brands is happening on social media with or without the business' participation. Examples show the significant web traffic and reach of major social media platforms. It emphasizes becoming a trusted source of information in one's area of expertise to build relationships online. Case studies demonstrate how businesses have used specific social media platforms like Pinterest, Twitter, and LinkedIn effectively. The document concludes with considerations for small businesses in measuring ROI and managing employee social media use.
This document discusses how businesses can use social media for marketing. It identifies three primary areas of benefit: 1) thought leadership by publishing content to establish expertise, 2) brand awareness through search and social channels to increase discoverability, and 3) customer loyalty by providing value and platforms for customer interaction. Specific social media tools are recommended for each area, such as blogs for thought leadership and multiple social channels like Facebook for brand awareness. The goal of social media marketing is to teach, connect with customers, and make their lives easier through a business's products and services.
Web2.0 and Social Media leading to Inbound Marketing 2014Lukas Ritzel
How has the initial Internet developed from a push only static source of information to the interactive and engaging internet which we call Web2.0 or social media in 2013
The Business of Influence – ESOMAR 3D Digital Dimensions Conference 2011Philip Sheldrake
This document summarizes key points from a book on the business of influence by Philip Sheldrake. It discusses three major trends impacting influence: 1) The rise of social media has allowed markets to connect people through open conversations online. Social analytics now allow listening to thousands of customer conversations. 2) The information technology explosion has led to more devices collecting data about individuals, referred to as the "Internet of Things." There are concerns about a lack of privacy as more personal data is collected. 3) The ways organizations communicate, design strategies, and execute have changed with these digital shifts. Buyer marketing is proposed where individuals can anonymously market their needs to interested organizations.
The document discusses the need for organizations to adopt a holistic approach to influence in the digital age. It introduces the concept of the "Six Influence Flows" and the "Influence Scorecard" as frameworks for defining influence strategy and ensuring influence activities are coordinated across an organization. The frameworks help socialize the enterprise, leverage new technologies, and align influence with business strategy and performance metrics.
The three drivers demanding a change to the business of influence and the successful socialization of the enterprise. Recommendation to think in terms of the Six Influence Flows and adopt the Influence Scorecard approach to social strategy definition, mapping and execution.
This document discusses Philip Sheldrake's work on the Six Influence Flows. It provides examples of how digital technologies and social media have impacted the flows of influence. Sheldrake argues that organizations can no longer remain isolated and must cultivate awareness of all influence flows. While James Grunig believes PR theory does not need to change, Sheldrake believes the new digital behaviors cannot be attributed to single relationships and exert influence collectively.
Online communities are important because they allow for social connections and sharing. They empower users to be media owners and participate in non-linear conversations. While content was once king, community engagement is now more important, as people value relationships over information. To build a successful online community, one must understand people, listen to the community, get involved in discussions, and create remarkable content that adds value and can be shared.
This document provides an overview of social media and its importance for small businesses. It defines social media as content created and shared by individuals on websites that allow users to post images, video, and text to share with others. The conversation about brands is happening on social media with or without the business' participation. Examples show the significant web traffic and reach of major social media platforms. It emphasizes becoming a trusted source of information in one's area of expertise to build relationships online. Case studies demonstrate how businesses have used specific social media platforms like Pinterest, Twitter, and LinkedIn effectively. The document concludes with considerations for small businesses in measuring ROI and managing employee social media use.
This document discusses how businesses can use social media for marketing. It identifies three primary areas of benefit: 1) thought leadership by publishing content to establish expertise, 2) brand awareness through search and social channels to increase discoverability, and 3) customer loyalty by providing value and platforms for customer interaction. Specific social media tools are recommended for each area, such as blogs for thought leadership and multiple social channels like Facebook for brand awareness. The goal of social media marketing is to teach, connect with customers, and make their lives easier through a business's products and services.
Web2.0 and Social Media leading to Inbound Marketing 2014Lukas Ritzel
How has the initial Internet developed from a push only static source of information to the interactive and engaging internet which we call Web2.0 or social media in 2013
This webinar discusses social media strategies and success stories for the automotive industry. It includes the following sections: industry statistics on social media usage; industry news such as award winners and creative campaigns by companies like Mini, Southwest Airlines, and the NFL; and client success stories such as those of the New York Jets. The webinar provides tips and strategies for automotive companies to effectively use social media.
This webinar provided an overview of social media strategies and success stories for the automotive industry. It discussed key industry statistics showing growth in social media and provided examples of how automotive companies are using social platforms. The webinar outlined several success stories of automotive brands that saw increases in website traffic and sales by engaging customers on social media. It concluded with tips for automotive marketers, emphasizing the importance of listening to customers and committing ongoing resources to see results from social media strategies.
The document provides an overview of a webinar on social media tips, success stories, and strategy for the automotive industry. It includes the following sections: industry stats on social media use and campaigns; industry news such as Google's response to fake reviews and changes to Facebook profiles; upcoming industry events like the NADA convention; examples of client success stories using social media; and tips for automotive companies on using social media platforms like Twitter and video. The webinar aims to help automotive businesses better utilize social media.
This document discusses how content creation, distribution and consumption is changing due to an increasingly connected world and the rise of online communities. Key points include:
- Social media is becoming integrated into all forms of media and entertainment. Users are empowered to both consume and create content.
- Attention must now be earned through engaging communities rather than just buying ads. Agility and responsiveness to users is important for businesses.
- Successful online communities listen to feedback, add value, recognize user contributions and are responsive in real-time. Content should be shareable and spreadable across networks.
- Users are taking on new roles like authenticating information, making sense of stories and leading discussions. This is shifting the
This document provides an overview of a webinar on social media tips, success stories, and strategy for the automotive industry. It includes the following sections: industry stats on promoted tweets and Facebook's valuation; industry news on celebs promoting social good, Facebook changes, and new social features from companies like Google, Nokia, and LinkedIn; upcoming industry events like the 2011 NADA convention; social media success stories around holiday giving and #FollowFriday; and tips on giftcard giveaways and merging business and place pages on Facebook.
This document discusses Humana's efforts to transform and innovate through social media engagement. It outlines Humana's goals of studying customer needs, aligning internal teams, and experimenting with new approaches. Key challenges mentioned include controlling user information and intellectual property issues with new forms of social collaboration. The document advocates aligning different departments and continuing experiments with new platforms like mobile and social networks to better serve customers.
1) Video content now accounts for a quarter of web bandwidth and is predicted to rise to 90% by 2013.
2) The amount of digital data grew 62% in the past year and will be 50 times larger by 2020, equivalent to the entire population tweeting continuously for a century.
3) Individuals are generating more data through social media and mobile use, and those who understand this new environment can derive value from the abundant user data.
Clicktivism uses digital media like social networks to facilitate social change and activism. A clicktivism campaign can be created by choosing an issue, creating a purposeful activity to spread awareness of the issue virally, and finding ways to keep the public engaged after it goes viral. For example, a campaign was created for mental health awareness using a dance challenge on social media to cultivate unique dance routines. Crowdfunding can also be used to keep supporters engaged after the initial viral period. While clicktivism has been criticized as "slacktivism" and not driving real-world change, viral campaigns have been successful in raising funds and awareness for issues when done effectively.
This was originally presented as the closing keynote at the APPA National Conference in Chicago on July 27, 2011. For more information, please check out http://www.nickwestergaard.com
The document discusses using social media for social good. It outlines how social media is changing communication by allowing people to connect and share information online. Examples are given of non-profits successfully using social media to raise funds and awareness. The document proposes creating an online network to enable collaboration between social entrepreneurs and drive solutions in developing countries.
This webinar discusses social media strategies and tips for the automotive industry. It provides an overview of the agenda which includes industry statistics on social media usage, recent industry news and events, client success stories, and social media tips and tricks. Some of the industry news discussed includes Groupon preparing for a $15-20 billion IPO, details on the Grammy's social media campaign, and how brands like Samsung, Chevrolet and GoldRun are using social media for promotions.
This document discusses the concept of viral media and strategies used by successful organizations. It begins by looking at the emergence of "virality" in tech companies. It then draws on Am I Hot or Not? as an example of a company that took advantage of social growth strategies. Each user bringing in another user helped the site grow rapidly from just a few people to millions of daily users within a short period of time. The document cautions that while social media strategies can work well, they also carry risks if not implemented properly.
Be Seen, Be Found, Be Engaging (IABC Version)Eric Weaver
SEATTLE, WASHINGTON, USA - February 17, 2011 - Presentation from the IABC Seattle workshop "Communication Overload" - synopsis of my thinking from several previous "Social Media 105" presentations.
Neil Perkin's presentation from IPA Social Oct 09The_IPA
1. The document provides 10 conversation starters for social media marketing that focus on human relationships rather than business or consumer interests.
2. The principles emphasize long-term relationship building over quick fixes or campaigns, authentic engagement with people rather than persuasive messaging, and adapting to continuous technological and cultural changes.
3. Key ideas are that social media allows ongoing conversations rather than isolated campaigns, fostering authentic relationships is more important than quick sales, and people should be involved in marketing rather than treated as passive targets.
Women are highly engaged with social media globally and in Canada. They spend more time online than men and are more likely to visit social networking sites. In North America, 91% of women use social media compared to 87.5% of men. Social media allows for conversations and relationship building across different groups. It has become an important way for sharing information and recommendations. While social media gives women a voice, their influence depends on being strategic with using collective online communities.
The document discusses the rise of social media and its importance for businesses. It defines social media as online conversations powered by various technologies and platforms. The key reasons it gives for why businesses should engage with social media are that social networks are now more popular than porn sites, consumers highly trust recommendations from other users, brands are already being discussed online, and future consumers will expect brands to be present in social media. It argues that businesses must listen to online conversations, participate authentically, and provide ways for consumers to engage with brands in order to benefit from social media.
This document summarizes a presentation about social media and digital predictions for 2012. It discusses how the "Net Generation" uses social media to share information, build credibility and influence through their connections. It predicts that in 2012 social media will grow up, social customer relationship management will rise, social practices will be fully integrated into businesses, executives will focus more on their expertise than their title, big data analytics will become more common, bolt-on social media programs will be less common than full integration, social media will be more mobile-centric, influencers will be an important currency, companies will use more social channels for communication, and public relations will continue to evolve with new technologies and practices.
111117 social business reimagined (kuala lumpur) finalText100
Social business presentation covering the changes in consumer behaviors that are forcing organizational change.
Departments such as HR, sales, and customer support are learning from marketing's experiences in social networks as they redefine themsleves around their customers.
This presentation was first given by Jeremy Woolf in Kuala Lumpur, Malaysia in November 2011.
Value of Social Media and Word of Mouth by David Wolff, Fleishman-HillardFleishman-Hillard
The document discusses the importance of being prepared for social media and moving from experimental use to integrated strategies. It emphasizes creating valuable content to drive conversation over simply broadcasting messages. Measurement of engagement and influence is key to understanding social media's impact. Organizing roles, community management, and issue response processes are also important to maximize opportunities and minimize risks from social media.
The document discusses the concept of a social business. Some key points:
- A social business is not just a business that uses social media, but one that is designed around influence flows between people, partners, customers and other stakeholders.
- In a social business, value is created through mutual influence and understanding between all parties in the business's ecosystem.
- Recognizing complexity is important, as is navigating complexity instead of trying to oversimplify it. A social business considers all the influence flows within its organization and with external stakeholders.
- The organization is no longer defined solely by its payroll, but by its relationships and influence networks with various individuals and groups.
This webinar discusses social media strategies and success stories for the automotive industry. It includes the following sections: industry statistics on social media usage; industry news such as award winners and creative campaigns by companies like Mini, Southwest Airlines, and the NFL; and client success stories such as those of the New York Jets. The webinar provides tips and strategies for automotive companies to effectively use social media.
This webinar provided an overview of social media strategies and success stories for the automotive industry. It discussed key industry statistics showing growth in social media and provided examples of how automotive companies are using social platforms. The webinar outlined several success stories of automotive brands that saw increases in website traffic and sales by engaging customers on social media. It concluded with tips for automotive marketers, emphasizing the importance of listening to customers and committing ongoing resources to see results from social media strategies.
The document provides an overview of a webinar on social media tips, success stories, and strategy for the automotive industry. It includes the following sections: industry stats on social media use and campaigns; industry news such as Google's response to fake reviews and changes to Facebook profiles; upcoming industry events like the NADA convention; examples of client success stories using social media; and tips for automotive companies on using social media platforms like Twitter and video. The webinar aims to help automotive businesses better utilize social media.
This document discusses how content creation, distribution and consumption is changing due to an increasingly connected world and the rise of online communities. Key points include:
- Social media is becoming integrated into all forms of media and entertainment. Users are empowered to both consume and create content.
- Attention must now be earned through engaging communities rather than just buying ads. Agility and responsiveness to users is important for businesses.
- Successful online communities listen to feedback, add value, recognize user contributions and are responsive in real-time. Content should be shareable and spreadable across networks.
- Users are taking on new roles like authenticating information, making sense of stories and leading discussions. This is shifting the
This document provides an overview of a webinar on social media tips, success stories, and strategy for the automotive industry. It includes the following sections: industry stats on promoted tweets and Facebook's valuation; industry news on celebs promoting social good, Facebook changes, and new social features from companies like Google, Nokia, and LinkedIn; upcoming industry events like the 2011 NADA convention; social media success stories around holiday giving and #FollowFriday; and tips on giftcard giveaways and merging business and place pages on Facebook.
This document discusses Humana's efforts to transform and innovate through social media engagement. It outlines Humana's goals of studying customer needs, aligning internal teams, and experimenting with new approaches. Key challenges mentioned include controlling user information and intellectual property issues with new forms of social collaboration. The document advocates aligning different departments and continuing experiments with new platforms like mobile and social networks to better serve customers.
1) Video content now accounts for a quarter of web bandwidth and is predicted to rise to 90% by 2013.
2) The amount of digital data grew 62% in the past year and will be 50 times larger by 2020, equivalent to the entire population tweeting continuously for a century.
3) Individuals are generating more data through social media and mobile use, and those who understand this new environment can derive value from the abundant user data.
Clicktivism uses digital media like social networks to facilitate social change and activism. A clicktivism campaign can be created by choosing an issue, creating a purposeful activity to spread awareness of the issue virally, and finding ways to keep the public engaged after it goes viral. For example, a campaign was created for mental health awareness using a dance challenge on social media to cultivate unique dance routines. Crowdfunding can also be used to keep supporters engaged after the initial viral period. While clicktivism has been criticized as "slacktivism" and not driving real-world change, viral campaigns have been successful in raising funds and awareness for issues when done effectively.
This was originally presented as the closing keynote at the APPA National Conference in Chicago on July 27, 2011. For more information, please check out http://www.nickwestergaard.com
The document discusses using social media for social good. It outlines how social media is changing communication by allowing people to connect and share information online. Examples are given of non-profits successfully using social media to raise funds and awareness. The document proposes creating an online network to enable collaboration between social entrepreneurs and drive solutions in developing countries.
This webinar discusses social media strategies and tips for the automotive industry. It provides an overview of the agenda which includes industry statistics on social media usage, recent industry news and events, client success stories, and social media tips and tricks. Some of the industry news discussed includes Groupon preparing for a $15-20 billion IPO, details on the Grammy's social media campaign, and how brands like Samsung, Chevrolet and GoldRun are using social media for promotions.
This document discusses the concept of viral media and strategies used by successful organizations. It begins by looking at the emergence of "virality" in tech companies. It then draws on Am I Hot or Not? as an example of a company that took advantage of social growth strategies. Each user bringing in another user helped the site grow rapidly from just a few people to millions of daily users within a short period of time. The document cautions that while social media strategies can work well, they also carry risks if not implemented properly.
Be Seen, Be Found, Be Engaging (IABC Version)Eric Weaver
SEATTLE, WASHINGTON, USA - February 17, 2011 - Presentation from the IABC Seattle workshop "Communication Overload" - synopsis of my thinking from several previous "Social Media 105" presentations.
Neil Perkin's presentation from IPA Social Oct 09The_IPA
1. The document provides 10 conversation starters for social media marketing that focus on human relationships rather than business or consumer interests.
2. The principles emphasize long-term relationship building over quick fixes or campaigns, authentic engagement with people rather than persuasive messaging, and adapting to continuous technological and cultural changes.
3. Key ideas are that social media allows ongoing conversations rather than isolated campaigns, fostering authentic relationships is more important than quick sales, and people should be involved in marketing rather than treated as passive targets.
Women are highly engaged with social media globally and in Canada. They spend more time online than men and are more likely to visit social networking sites. In North America, 91% of women use social media compared to 87.5% of men. Social media allows for conversations and relationship building across different groups. It has become an important way for sharing information and recommendations. While social media gives women a voice, their influence depends on being strategic with using collective online communities.
The document discusses the rise of social media and its importance for businesses. It defines social media as online conversations powered by various technologies and platforms. The key reasons it gives for why businesses should engage with social media are that social networks are now more popular than porn sites, consumers highly trust recommendations from other users, brands are already being discussed online, and future consumers will expect brands to be present in social media. It argues that businesses must listen to online conversations, participate authentically, and provide ways for consumers to engage with brands in order to benefit from social media.
This document summarizes a presentation about social media and digital predictions for 2012. It discusses how the "Net Generation" uses social media to share information, build credibility and influence through their connections. It predicts that in 2012 social media will grow up, social customer relationship management will rise, social practices will be fully integrated into businesses, executives will focus more on their expertise than their title, big data analytics will become more common, bolt-on social media programs will be less common than full integration, social media will be more mobile-centric, influencers will be an important currency, companies will use more social channels for communication, and public relations will continue to evolve with new technologies and practices.
111117 social business reimagined (kuala lumpur) finalText100
Social business presentation covering the changes in consumer behaviors that are forcing organizational change.
Departments such as HR, sales, and customer support are learning from marketing's experiences in social networks as they redefine themsleves around their customers.
This presentation was first given by Jeremy Woolf in Kuala Lumpur, Malaysia in November 2011.
Value of Social Media and Word of Mouth by David Wolff, Fleishman-HillardFleishman-Hillard
The document discusses the importance of being prepared for social media and moving from experimental use to integrated strategies. It emphasizes creating valuable content to drive conversation over simply broadcasting messages. Measurement of engagement and influence is key to understanding social media's impact. Organizing roles, community management, and issue response processes are also important to maximize opportunities and minimize risks from social media.
The document discusses the concept of a social business. Some key points:
- A social business is not just a business that uses social media, but one that is designed around influence flows between people, partners, customers and other stakeholders.
- In a social business, value is created through mutual influence and understanding between all parties in the business's ecosystem.
- Recognizing complexity is important, as is navigating complexity instead of trying to oversimplify it. A social business considers all the influence flows within its organization and with external stakeholders.
- The organization is no longer defined solely by its payroll, but by its relationships and influence networks with various individuals and groups.
This document discusses the complex nature of influence and challenges the traditional notions of directly attributing changes in beliefs or behaviors to any single influencer. It argues that influence arises from interactions within networks and is determined by many factors. The key points are:
1) Influence is complex and cannot be reduced to the actions of any single influencer.
2) We are most influenced by the 150 people closest to us rather than the billions of others.
3) Simulations can help identify groups that may maximize the spread of influence, but direct attribution remains impossible.
4) Understanding influence requires recognizing it as a phenomenon emerging from a complex system.
The document discusses perspectives on personal data and its use in the modern age. It notes that most organizations currently have little capability for big data, while most data is now created through machine interactions rather than direct human input. Personal data can be volunteered, observed, or inferred without individuals' awareness. Data only has value when combined with context and understanding to create knowledge and identify patterns. New perspectives are needed that engage individuals in understanding how their data creates value and that balance innovation and individual protection. Social media is discussed as a way to influence others rather than just communicate. Equipping individuals with the same analytics tools as large companies/governments could help create mutual understanding and value across relationships.
[1] The document explores issues related to developing standards around terminology and approaches for measuring influence flows in organizations. It discusses defining influence as a change in opinion or behavior rather than something an individual possesses.
[2] It notes that influence is a complex system with many interactions between components, and that changing one's mind or actions is the result of many stimuli over time rather than single causes. Identifying who or what caused influence is challenging.
[3] The document proposes terminology around influence, influencers, and influencees to distinguish between potential, key, and actual influence as well as different types of advocates, ambassadors, and professionals who may exert influence. It seeks input on these definitions and issues related
A contribution to AMEC Measurement Week (the Association for the Measurement and Evaluation of Communication). Lifting a dominant focus on measuring media to one focused on measuring business performance in the communications context.
This document discusses the concept of influence and content marketing. It is authored by Philip Sheldrake, author of "The Business of Influence: Reframing Marketing and PR for the Digital Age". Sheldrake is Managing Partner of Euler Partners, a firm focused on influence. The document explores how content is used to communicate and influence others, and discusses different ways to measure the success of content marketing strategies.
The past several months have been hectic for the steering teams at AMEC and The Conclave ahead of the AMEC European Summit in Madrid, 5th - 7th June. We've been trying to pull together a cohesive and cogent set of definitions for social media measurement.
It's gone very well so far I think, so well in fact that we're now left training our attention on perhaps the biggest question of them all: What's the value to my organization of doing all this stuff?
It's a tricky question once you've found all the good reason to ignore much of the smattering splattering the web, but one I believe can be approached effectively with diligence and professionalism. The slidestack here is my contribution to the debate, and I hope it motivates you to contribute your points of view.
Discussing the Global Commision on Internet Governance statement, Toward a So...Philip Sheldrake
The Global Commission on Internet Governance (ourinternet.org) published a statement 15th April 2015 for the Global Conference on Cyberspace meeting in The Hague. It calls on the global community to build a new social compact between citizens and their elected representatives, the judiciary, law enforcement and intelligence agencies, business, civil society and the Internet technical community, with the goal of restoring trust and enhancing confidence in the Internet.
This stack frames my contribution to a discussion of the statement at the Web Science Institute event 8th June 2015.
The document discusses challenges with traditional PR metrics like AVE and proposes that PR value is unique to each organization's objectives, strategies, execution, and stakeholders. It recommends measuring outcomes over outputs and the effect on business results where possible. A framework called the Influence Scorecard is proposed to align PR metrics with organizational goals in the same way as business performance management frameworks. Standards for social media metrics are also discussed.
The document discusses the future of work and organizations. It argues that organizations need to transition from traditional hierarchical structures to more networked structures that allow for greater information sharing and self-organization. Networks and distributed/decentralized models are better suited for responding to complexity and creating mutual value for all stakeholders. The key is giving every participant the tools and autonomy to think, act, react, and adapt based on their unique knowledge and expertise.
The document discusses how the future of SEO will involve improving the presentation, discoverability, and usefulness of data, information and knowledge on the semantic web and internet of things. It explains key concepts like the semantic web, linked data, resource description framework, and how these will allow machines to better understand the meaning of web content. It also discusses how the growing internet of things, with billions of devices connected to the internet, will generate large amounts of new data and influence flows that marketing, PR and SEO professionals can help organizations learn from and use to their advantage.
A Business Interoperability Framework for Government by Christine StephensonCraig Martin
Despite the focus on eGovernment and the delivery of seamless services to citizens, Government continues to be challenged to deliver business interoperability goals. Interviews with Government Enterprise Architecture stakeholder and a search of the literature suggests why government has failed to achieve seamless service delivery. It appears that interoperability in government is largely a combination of bottom-up, standards or application design based approaches. These result in Information Systems solutions that achieve interoperability within the application and technology domains, but not the business domain. Consequently, the public sector operates as a fractured collection of departments, with much complexity and bureaucracy reducing the effectiveness and efficiency of service delivery. The Business Interoperability Framework (BIF) draws from three disciplines of management practice and applies industry standards. These practice areas are; Enterprise Architecture; Service Oriented Architecture; and Business Process Management. The frameworks, standards/specifications that will be referenced are ISO/IEC 10746 (RM-ODP), TOGAF®, OASIS, UMM, BMM, BPMN and ISO 15000.
Key takeaways:
-- How to achieve top-down business interoperability outcomes
-- An architected framework for business success
-- Methods and tools that can be used to deliver business/IT alignment
Architecture for the masses - An Open Group WebinarCraig Martin
An overview of the journey that Enterprise Architects has started in making the discipline of enterprise architecture available to a broader audience. The goal is to move it from the "black arts" space to be more accessible. This was done through the use of a MOOC.
The presentation discusses the education landscape and the business model disruption required. It then looks at where MOOCs fit into this disruption and introduces the EA MOOC journey.
Design of Business in an Age of DisruptionCraig Martin
We are all acutely aware of the changes occurring in business. Market and socio political drivers are causing interesting business models to emerge and technological changes are resulting in new digital and disruptive business models that are reshaping our traditional industries. There is significant pressure to respond with solutions, products and services that are not only desirable from a human centred perspective but business viable and technologically feasible.
In order to cater for these pressures, new strategic planning disciplines and tools must be leveraged, or in some cases invented. These disciplines need to both help business solve wicked problems, as well as help solution providers inside and outside an organization provide more value based offerings.
This presentation will look at the emergence of design led strategic planning approaches that merge disciplines to help business decision makers test the viability of ideas and strategies, and play these out within an organisation to determine the high value positions necessary to succeed in the market. In this paper we explore on the fusion of design thinking, business design and enterprise architecture to help organizations address these challenges.
http://enterprisearchitectureconference.com.au/keynote-speakers/
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
The document provides information about a business design workshop on canvasses being held by IIBA in October 2016. It includes descriptions of various canvasses and tools that will be covered in the workshop, including the value proposition canvas, customer profile canvas, business model canvas, and design thinking process. The workshop aims to teach participants how to apply design thinking and business design tools to solve problems, launch new products and services, and support strategic planning.
The Responsive Organisation: A Framework for Changing How Your Organisation W...responsiveorg
The document discusses the concept of a "responsive organization" and how organizations need to transition from an efficiency focus of the Industrial Age to being more responsive in the Connected Age. It advocates for embracing experimentation, autonomy and transparency over planning, control and secrecy. It provides examples of how companies can apply these principles in areas like innovation, customer service and leadership. The document encourages readers to share how these ideas can make their own organizations more responsive.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
The document discusses bridging business analysis and business architecture. It notes that lines of responsibility around enterprise cohesion and business architecture are often unclear in large organizations. Business stakeholders are seeking more value from business architecture but often receive more complexity. The value and skills required of business analysis and business architecture roles depends on the mandate from the business, whether it is to improve projects, programs/portfolios, business performance, or products/services. A lack of opportunity exists currently for these roles to operate at a high strategic level due to various organizational and political factors. Strategies are discussed for moving these roles up the curve to open more opportunities, such as aligning more closely to planning, providing strategic insights, creating unified cross-discipline teams,
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
European PR Congress 2011 – The Role of PR in the Digital Age Philip Sheldrake
Public relations as a two-way communication function has a bright future if it moves away from one-way "spin" and embraces digital communication. To succeed in today's digital world, organizations must develop a coherent influence strategy across all customer-facing functions using a framework like the Influence Scorecard. This will help socialize the enterprise and maximize opportunities from new technologies and communication flows.
The document discusses using social media as a business tool. It covers how social media requires high levels of trust and openness. It also discusses the importance of people in organizations and how social media can help engage employees and crowdsource ideas. The benefits, risks and challenges of social media for businesses are examined.
Social Media 101 for Associations with notesDeirdre Reid
Social media provides new opportunities for associations to engage members and the public. It allows two-way communication beyond traditional one-way broadcasting. To be successful, associations should begin with strategic goals and objectives, and tie social media strategies and actions to these goals. Associations can use social media to share resources with members, facilitate networking and community building, and promote their brand through viral sharing. However, associations must adopt a culture of transparency, authenticity and collaboration to build trust and relationships through social media.
Business Social Media - Central CT SIM MeetingMichael Rawlins
Michael Rawlins presented on business strategies for leveraging social media. He discussed how social media focuses on people rather than hardware or software. Rawlins showed growth statistics for Facebook and LinkedIn and explained that social media is becoming routine for connecting with others and promoting interests. He outlined persuasion theory and discussed how social networks are designed based on persuasive influences like reciprocity and social proof. Rawlins advocated leveraging persuasion techniques like reciprocity, scarcity, and social proof in a "persuasive architecture" to rationalize social media initiatives.
This document provides 10 rules for effective social media engagement, including establishing a strategy, listening to your audiences, building relationships, establishing an authentic voice, gaining trust, knowing your target audiences, dedicating time to engage, and measuring results. It emphasizes that social media is about building relationships not just transactions, and suggests engaging where your audiences are already present on various social media platforms like Facebook, Twitter, and LinkedIn.
Create your electronic footprint - Presentation given during IBM Super Women Group Yearly meeting. (over 500 IBM women attendees) Raleigh, NC - June 2009
Social media monitoring for tourism (IOETI e-travel conference)Interact
The document discusses online reputation management and monitoring social media. It explains that ORM is the practice of consistently researching and analyzing how one's personal, professional, or business reputation is represented online across various media. It emphasizes that customers, prospects, competitors, employees, and influencers are increasingly active online. The presentation outlines the key steps of listening, responding, engaging, and optimizing online presence. It provides examples of tools that can be used to monitor blogs, tweets, websites and followers. The remainder demonstrates analyzing online conversations related to "Sharm el Sheikh" on sources, countries, blogs, forums, news, and Twitter.
The document discusses social media and how brands engage with consumers online. It provides examples of:
- Forrester's Social Technographics which classifies consumers based on their level of social media participation.
- Different social networks and how brands can understand consumer behavior on each platform.
- Best practices for social media marketing, including establishing an engaged follower community through multi-media content, asking questions, being responsive, and rewarding loyal fans.
- Specific brand examples on social media, including Costume National's use of blogs, video, photos and networks, and Nokia's WOMWorld resource.
This document discusses the rise of social media and its impact on public relations. It notes that PR professionals must now manage integrated communications across traditional, owned, and social media to maximize influence. The document explores how to identify influencers and audiences on social platforms, noting that influence comes from engaged networks, not just popularity. It also examines new analytics tools that can help locate key audiences and influencers.
This document discusses the rise of social media and its impact on public relations. It notes that PR professionals must now manage integrated communications across traditional, owned, and social media to maximize influence. The document explores how to identify influencers and audiences on social platforms, noting that influence comes from engaged networks, not just popularity. It also examines new analytics tools that can help locate key audiences and influencers.
Waking up in the Post Social Media EraNick Decrock
Social Media has put the marketing world upside down. It changed the way consumers think, act and buy. Now it's time to get social outside social media, because people expect us to. Be aware of the social consumer ...
Slideshare summary of my presentation at the Click Asia Summit 2012 in Mumbai, India.
Social media a new rule of consumer engagementVinod Nagar
The document discusses the rise of social media and its impact on marketing and consumer engagement. It notes that social media allows for constant conversations online and is fundamentally changing how people communicate. It provides statistics on major social platforms like Facebook having over 1 billion users, Twitter having over 175 million tweets per day, and LinkedIn being used by 95% of companies to find employees. It also examines how brands are using different social sites like Facebook, Twitter, and Pinterest in their marketing campaigns to engage with consumers.
Youtubeneilperkin0510 100513045248-phpapp02Bahtiyar Kaya
1) Video content now accounts for a quarter of web bandwidth and is predicted to rise to 90% by 2013.
2) The amount of digital data grew 62% in the past year and will be 50 times larger by 2020, equivalent to the entire population tweeting continuously for a century.
3) Individuals now generate 70% of digital data as they move towards more data-rich online environments centered around social media and user participation.
11 social media marketing trends for 2011 focuses on the rise of curation through platforms like Paper.li and Storify, the always-connected consumer across multiple devices, and the need for "digital detox". It also discusses how data is being visualized through services like Daytum, influence being tied to social metrics, information consumption shifting to magazine-style apps, automatic check-ins through apps and services, tagging as a new marketing strategy on Instagram, content syndication becoming app-driven as seen with The Guardian, gamifying advertising like the New York Times app, and ubiquitous geo-location moving to the background.
Social Media and Its Impact on Consumer BehaviorDeep Focus
This document summarizes the impact of social media on consumer behavior. It discusses how social media has evolved from connecting people to information to connecting people directly through social networks. It also explores how marketers can leverage the social graph to gain insights into consumers and target advertising in new ways, but that this raises privacy concerns as consumers share more personal information. Managing consumer relationships is becoming more complex as expectations change regarding how information is shared and how brands engage through social media.
Social selling and the transition from open networks to closed communities has much to tell us about the changing nature of B2B engagement. Here are some lessons from the SAP Premier Customer Network.
1. To succeed in today's marketplace, brands must focus on continuously creating value for customers through social objects and initiatives throughout the year, rather than one-off marketing campaigns.
2. Brands should identify the communities and networks where their target customers spend time and find ways to add value through useful and shareable social objects.
3. Marketing should aim to influence positive emotional responses and sharing by focusing on group dynamics and empowering customer passions and relationships, rather than pushing messages.
Building Online Communities To Support Successful Media Brands - ALPSP July 2009Dan Thornton
Dan Thornton discusses the importance of online communities for supporting successful media brands. He outlines 9 steps for building a community, including listening to existing conversations, setting objectives, using popular community members to attract others, providing recognition for contributions, moderating content, integrating the community into the brand's strategy, and measuring results. Thornton also debunks common myths about online communities and social media, and provides recommendations for free tools and further reading on the topic.
Similaire à PRSA Digital Impact Conference April 2012 (20)
SSI Meetup – interpersonal data, identity and collective mindsPhilip Sheldrake
Grappling with identity will never be easy — those who consider it “solvable” represent a danger to society. The identity community is entangled in code (the technologically possible), law (the legally available), and norms (the socially acceptable). There is no separation of these societal concerns. No reductionism. Life is complex and will remain so.
And yet such understanding provides, I think, the perfect foundation to create something wonderful together.
Aiming to eliminate the compromises in organizational life. Covering some interesting and provocative ideas, spanning human rights, complexity science, the death of heuristics, influence flows, personal knowledge mastery, social physics, trust, the digital nervous system, Web 3.0, performance and learning, public relations, collective intelligence, sociocracy, Holacracy, podularity, wirearchy, emergent civilization, self-organization, organized self, socioveillance, middleware corporate, bread incorporated and the Mozilla manifesto.
The document provides an introduction to Web 3.0 or the Semantic Web. It explains that Web 3.0 allows the web to understand the meaning of content by tagging it with metadata. An example is provided about how a PR practitioner named Jo publishes industry research in a way that allows machines to understand and analyze the data. The document then discusses some key concepts of the Semantic Web including linked data, RDF, disambiguating references using URIs, and knowledge graphs. It explains how these technologies are helping to build a web that can better understand information like human beings.
This document advocates a new model for viewing content – for understanding why it's created.
It seeks to be more useful than the 'paid, owned, earned media' categorisation.
The influence professional must understand the influences that lead to the creation of content, and the influence the author seeks to have in its creation.
This document discusses best practices for measuring online and social media efforts. It summarizes five common myths about online measurement, including that everything can be precisely measured instantly and that the number of followers is the most important metric. It then provides guidance on selecting meaningful metrics, including focusing on influence and business outcomes rather than outputs. Key principles discussed are setting goals, prioritizing effect on outcomes over outputs, recognizing the importance of both quantity and quality, and ensuring transparency and replicability.
This document summarizes a presentation on measuring influence in social media. It discusses how social media has changed communications by allowing real-time conversations among customers. It also discusses frameworks from AMEC for measuring social media outcomes and influence, including tracking metrics over time. Finally, it introduces the Influence Scorecard as a way to systematically define influence strategies and extract influence-related objectives and metrics to assess return on investment.
How to plan & execute real-time PR that delivers for your organisationPhilip Sheldrake
1) Real-time PR requires enhanced strategic planning, training, attention to detail, and rigorous measurement to effectively engage as an organization's eyes, ears, and mouth across various channels in real-time.
2) To execute real-time PR, organizations must clearly articulate their mission, values, and vision, and translate these into objectives and tactics using frameworks like the Balanced Scorecard and Influence Scorecard.
3) Critical factors for success in real-time PR include having the right knowledge, skills, policies, analytics tools and workflows to empower employees to authentically engage across six influence flows, while managing reputational risks.
The Internetome is the manifestation of Internet of Things in our lives, our society, our environment.
Marketing and PR are defined by 20th Century media. This is the 21st Century and the Internetome changes the relationship between BigCo and consumer, between Government and citizen, between all organisations and their stakeholders.
Presented at Internetome, London, November 10th 2010.
The document provides an introduction to emerging technologies like Web 3.0, the Semantic Web, and the Internet of Things, and their impact on marketing and public relations. It discusses how these technologies will allow objects and data to be connected in new ways, enabling deeper understanding and new forms of discovery. This represents a shift from current models, and raises important questions about how organizations can empower customers and leverage digital information in the future.
Following the advent of “digital”, it’s my opinion that the things people think have changed haven’t, but some things have changed that aren’t yet widely understood.
The most exciting development in PR (and marketing) since the Cluetrain.
The presentation introduces and explains the Semantic Web (aka Web 3.0) and identifies why this is of critical importance, now, to the influence disciplines.
It concludes by outlining two Semantic Web ontologies required of the PR industry in its contribution to the growth and usefulness of Linked Data and calls for collaborative support in their development.
Presented to members of the CIPR Social Media panel and other geeky types, London, 21st April 2010.
This document outlines the Influence Scorecard, a methodology that helps organizations translate influence objectives into operational goals, select measurement criteria, and incorporate influence metrics into business performance management processes. The Influence Scorecard provides structure for cascading influence goals throughout an organization and informing strategy based on learnings from influence measures. It describes how influence analytics can contribute to customer insights and organizational learning perspectives in balanced scorecard approaches. The document serves as an introduction, FAQ, and call for feedback on the Influence Scorecard concept.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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PRSA Digital Impact Conference April 2012
1. The Business of Influence
Philip Sheldrake
www.philipsheldrake.com
@sheldrake
Author of The Business of Influence:
Reframing Marketing and PR for the
Digital Age, Wiley, 2011
www.influenceprofessional.com
Founding Partner, Meanwhile
www.andmeanwhile.com
1
2. The business of influence
is broken
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/87055500
2
3. You have been
influenced when you
think in a way you
wouldn‟t otherwise
have thought, or do
something you
wouldn‟t otherwise
have done
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/160365265
3
4. If you‟re in business, indeed any type of organization,
then you‟re in the business of influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/5629452844
4
5. //The rise of social media
//The info tech explosion
//The way we contemplate,
3 things design, communicate and
execute strategy
http://www.flickr.com/photos/philip_sheldrake/104947731
5
7. An illustrated history
//The rise of social media
http://youtu.be/wp2eUSL4oHc
http://www.philipsheldrake.com/2011/01/content-an-illustrated-history
7
8. We are more
influenced by the 150
nearest to us than by
the other six or so
billion combined
//The rise of social media
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/3068588302
8
9. Perception is reality
May have been a relevant
axiom for 20th Century,
but now…
Reality is perception
The real-time social
enterprise must, by
nature, be authentic.
You can‟t fake it.
//The rise of social media
Influence Strategy and Execution, Philip Sheldrake, Marketing Magnified eJournal, June 2011, CMO
Council http://www.marketingmagnified.com/2011/june
http://www.flickr.com/photos/philip_sheldrake/5723483505
9
10. Social analytics
If you could go back to the mid-90s
and offer a marketer a little box that
could sit on her desk and let her
listen in on thousands of customer
conversations and participate in
those discussions regardless of
geography or time zone, it would
appear so far-fetched that she‟d
probably call security.
//The rise of social media
The Social Web Analytics eBook 2008, Philip Sheldrake
http://www.flickr.com/photos/philip_sheldrake/488935955
10
11. And yet in 2011:
“most CMOs pay more
attention to markets
than individuals.”
Key sources to understanding
individuals in yellow.
//The rise of social media
From Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study, IBM, 2011.
http://www.ibm.com/cmostudy2011
11
12. No organization is an island
Everything an organization does occurs in the context of a
changing world, in a dynamic interplay with every entity around it
Organizations must cultivate a sensitivity to the new
dynamic (one that‟s superior to competitors‟) and
sharpen their ability to interpret and respond to the
myriad communication flows issuing from all sides
//The rise of social media
Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced
Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishing
http://www.flickr.com/photos/philip_sheldrake/107864510
12
14. - address book
Phones are the most personal
- diary
of consumer electronic
- digital messenger
devices. They rank with keys
- web browser
and money when going out.
- games machine
They become an extension of
- music player
their owner and their loss is
- video player
mourned, literally.
- navigator
- video & stills camera
It keeps you connected with
those far away, and disengaged
... and, of course,
from strangers nearby.
a phone
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/87041513
14
15. The Internet of Things
A public and private nervous system for the planet
Electronic devices
(washing machines, air conditioning units and cars)
Electrical devices
(lighting, electric heaters, and power distribution)
Non-electrical objects
(food and drink packages, clothes, and animals)
Environmental sensors
(measuring such variables as temperature, noise, moisture)
//The info tech explosion
Internetome Conference, London, 2010
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/488970370
15
16. Data paucity was a problem of the 20th Century.
Big data is the problem and opportunity of the 21st.
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/4326146564
16
17. Buyer marketing
– when individuals can market their needs
or desires, either directly or anonymously,
to organizations interested in meeting that
need or desire.
//The info tech explosion
The Social Web Analytics eBook 2008, Philip Sheldrake
http://www.flickr.com/photos/philip_sheldrake/6222250215
17
18. Web 3.0 – the Semantic Web – is about the Web
itself understanding the meaning of all the content
and participation.
Indeed, the Web becomes a universal medium for
the exchange of data, information and knowledge.
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/4324972193
18
19. Data explosion
& Social media
“Most CMOs are
underprepared to
manage the impact of
key changes in the
marketing arena.”
//The info tech explosion
From Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study, IBM, 2011.
http://www.ibm.com/cmostudy2011
19
20. THREE
//The way we contemplate, design,
communicate and execute strategy
20
21. Kaplan and Norton developed
the strategy map tool for the
alignment of operations with
strategy, and the popular*
Balanced Scorecard
framework to augment the
lagging (financial) indicators
of business success with non-
financial drivers of future
financial performance.
Useful for dealing with
business based on tangible
assets. Essential for those built
on intangibles.
//The way we contemplate, design, communicate and execute strategy
Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN:
9780875846514
* http://www.bain.com/publications/articles/management-tools-2011-balanced-scorecard.aspx
http://www.flickr.com/photos/philip_sheldrake/2773203483 21
22. Return on investment
“The strategy map identifies the “… each investment or initiative is
specific capabilities in the only one ingredient in the bigger
organization‟s intangible assets – recipe. Each is necessary, but not
human capital, information capital, sufficient. Economic justification is
and organization capital – that are determined by evaluating the return
required for delivering exceptional from the entire portfolio of
performance in the critical internal investments in intangible assets
processes.” that will deliver the ROI from [the
strategic imperative].”
And this applies to influence
activities too.
//The way we contemplate, design, communicate and execute strategy
Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Robert S. Kaplan and David P.
Norton, ISBN: 978-1591391340
http://www.flickr.com/photos/philip_sheldrake/107865905
22
23. And yet: “CMOs believe ROI on marketing spend
[in isolation?] will be the number one method for
determining the marketing function‟s success.”
//The way we contemplate, design, communicate and execute strategy
From Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study, IBM, 2011.
http://www.ibm.com/cmostudy2011
Square brackets added here.
23
24. A new model
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/2772566046
24
25. The Six Influence Flows
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
25
26. Socialize the enterprise
To adapt the way in which an organization
delivers its mission and pursues its vision
by designing the organization around
influence flows, connecting:
‣ its people, partners, customers and other stakeholders;
‣ data and knowledge in and all around it
more openly, productively and profitably
with the application of social web and
related information technologies.
//The info tech explosion
The Social Web Analytics eBook 2008, Philip Sheldrake
http://www.flickr.com/photos/philip_sheldrake/6247305059
26
27. Beware the definition
Some consider „socialize the enterprise‟ along the
lines of getting everyone on Facebook and Twitter.
And an in-house sort of Facebook and Twitter.
They‟re wrong. They‟re just mapping new tools on
old ways of working, on 20th Century silos.
Metaphorically, they‟re confusing learning to write
with writing a novel – essential but insufficient.
//The info tech explosion
The Social Web Analytics eBook 2008, Philip Sheldrake
http://www.flickr.com/photos/philip_sheldrake/7015450481
27
28. Socializing the enterprise demands more than just
procuring some social tools.
It demands a new and simple model, devoid of „baggage‟, to
think about what we‟re trying to achieve.
A framework for all influence activities, for the social
media, info tech and business strategy of the 21st Century.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/3504552777
28
29. The Influence Scorecard
How can we systematically learn from and manage influence flows?
How do we define, develop, and execute a consistent and coherent
influence strategy?
How do we prioritize investments in influence-related human,
information, and organizational capital?
Kaplan and Norton‟s strategy map tool and Balanced Scorecard
framework are well suited to these efforts.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
29
30. The Influence Scorecard /2
The Six Influence Flows prompts organizational redesign – structure,
culture, people, policies and process – to execute influence strategy.
The Influence Scorecard serves to translate influence strategy and
help make it happen.
It‟s a subset of the Balanced Scorecard, containing all the influence-
related objectives and metrics extracted from their functional silos.
Helps ensure that the potential to influence and be influenced is
exploited cohesively and consistently throughout the organization.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
30
31. The ease and effectiveness with which we manage and
learn from influence flows is integral to the ways all
stakeholders interact with organizations to broker
mutually valuable, beneficial relationships.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley,
2011http://www.flickr.com/photos/philip_sheldrake/3820770698
31
32. Are you an
Influence Professional?
//The info tech explosion
The Social Web Analytics eBook 2008, Philip Sheldrake
http://www.flickr.com/photos/philip_sheldrake/6619572765
32
33. The Influence Professional
Are you ambidextrous of mind (left- & right-brained, art & science)?
Are you fluent in public relations excellence and other influence
disciplines (such as customer service, CRM, HR, market research,
internal communications, advertising)?
Can you effect change in the face of entrenched organizational
resistance?
Then this is your perfect storm. You might be the new breed of
influence professional, and perhaps Chief Influence Officer.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
33
34. In conclusion
Today, influence activities are:
– Spread, uncoordinated, across functional silos
– Encompass only some aspects and subsets of the
Six Influence Flows and the Influence Scorecard
– Defined in the context of 20th Century technology,
media, and articulation of and appreciation for
business strategy.
//The Business of Influence
34
35. In conclusion
Tomorrow, your influence strategy must:
– Take best advantage of social media, new info
technologies and best practice performance
management
– „Socialize the enterprise‟, systematically
– Drive business performance.
//The Business of Influence
35
36. The Business of Influence: Reframing
Marketing and PR for the Digital Age
Philip Sheldrake, Wiley, May 2011
ISBN 978-0470978627
www.influenceprofessional.com
#infpro
@sheldrake
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