social teams and organisational change in utilities
TRANSCRIPT
Creating a social company fromthe inside out and the outside in
POST*SHIFT @LeeBryant / SMI Utilities / London
POST*SHIFT
ConsultingSoftwareResearch
major changes ahead in utilities markets
major changes ahead in utilities markets
major changes ahead in utilities markets
Trust improving, but from a very low base in the UK
barriers to entry no longer provide positional defence
platforms, ecosystems, relationships are the new power
why reform existing firms when we can create startups?
‘Industrial Internet’ & IoT : we cannot live by apps alone
we are making progress with digital transformation
but internal structure remains a barrier for large firms
11
combinatorial innovation demands real org change
11
combinatorial innovation demands real org change
agility is now the number one change goal for large orgs
Source: Jon Husband's logo for Wirearchy
typical target capabilities for an agile company
{ }Example characteristics of a social / connected company:
1. customer-centric cultureand an outside-in configuration
2. small teams, agile working and a responsive structure
3. focus on tasks to be done, not fixed positions / roles
4. networked, data-driven,with intelligence at the edges
5. constant re-focusingto meet changing markets
Hot iron! by Tinkerbrad
how can social media teams help stimulate change ?
social engagement hard to achieve in a top-down culture
cubicle city by LongitudeLatitudebusinessinsider.com
social engagement hard to achieve in a top-down culture
cubicle city by LongitudeLatitudebusinessinsider.com
social engagement hard to achieve in a top-down culture
cubicle city by LongitudeLatitudebusinessinsider.com
social on the outside, anti-social on the inside won’t work
social on the outside, anti-social on the inside won’t work
beyond cats and cupcakes: real business goals for social
Smirking Cat by Post Memes
4 ways your social team can influence org improvement
SOCIAL MEDIA TASK FORCE
CHANGE AGENT NETWORK
SOCIAL MEDIA INTELLIGENCE
Birdland at Bourton on the Water 23-09-2013 by Karen RoeColours in the sky by Maarten Nijman
Parrots by Martin Pettitthttps://www.flickr.com/photos/karen_roe/13387510265
EMBODY NEW WAYS OF WORKING
1. task force: find and connect islands of good practice
Maersk Line have approached social by empowering a panel of employees to run their corporate Twitter account.
This is a simple and effective way to create transparency and to bring out employees’ expertise and diversity.
Maersk’s award winning approach
Source: Maersk Line Social
example of the ‘task force’ distributed approach
employee advocacy: an authentic face to the market
reverse mentoring to get leaders on board & comfortable
2. capturing social media insights to change the firm
Catching a falling star by Peasap
insights for all, not just management reporting
Catching a falling star by Peasap
employees and customers as a ‘human sensor network’
Sheeren mosaic 2 by Paul Wells
create organisational health indicators for key capabilities
use this to drive rapid iteration and small-scale changes
3. spark the change by running a change agent network
you don’t need permission to improve the organisation
social teams make a great hub for change networks
the ‘Power of Small Things’ can create sustainable change
change agents are often the leaders of tomorrow
Shift*Groups.com : a community of change agents
4. start with yourself: experiment with new ways of working
what new ‘connected’ capabilities can your team create?
small agile teams driven by ‘market pull’
see http://www.organizeforcomplexity.com
there are many new ways of working techniques emerging
social media is not just a.n.other marketing channel, but also a ‘sense & respond’
tool to help firms evolve in response to rapidly changing
market conditions
perhaps you can create more value for your firm and your
customers by connecting internal and external engagement to create a more agile company
thank you for listening :)
{ }Please continue the conversation with us:
• @leebryant / @postshift
• www.postshift.com
POST*SHIFT
Additional image credits and references
http://www.flickr.com/photos/tinkerszone/3948664111 http://www.flickr.com/photos/kheelcenter/5279194177/ https://www.flickr.com/photos/ranopamas/15021075201 http://verd2go.com https://thington.com http://www.tesla.com http://www.slideshare.net/EdelmanInsights/2015-edelman-trust-barometer-energy-sector-results https://www.flickr.com/photos/flissphil/52158537 https://www.flickr.com/photos/ideowl/4529488634/ https://www.flickr.com/photos/jurvetson/6219463656 http://www.businessinsider.com/huge-social-media-manager-does-all-day-2014-5?IR=T https://www.flickr.com/photos/kheelcenter/5279194177 https://www.flickr.com/photos/sneakerdog/315377551 https://www.flickr.com/photos/christianhaugen/3527748298 http://i.imgur.com/Qr3xx.jpg https://www.flickr.com/photos/fabolous/15728923718 https://www.flickr.com/photos/kaypikefashion/14208705756 https://www.flickr.com/photos/81133120@N06/14911009117 https://www.flickr.com/photos/peterkaminski/1688635/ https://www.flickr.com/photos/freelearninglife/7098001041/ http://www.organizeforcomplexity.com http://www.gapingvoid.com/Moveable_Type/archives/002145.html https://www.flickr.com/photos/stevendepolo/4613540568/ https://www.flickr.com/photos/vandalog/9445960751/
http://www.mckinsey.com/insights/business_technology/The_digital_tipping_point_McKinsey_Global_Survey_results?cid=DigitalEdge-eml-alt-mip-mck-oth-1406