See on www.slideshare.net
Photocredit: Nanami Hashimoto : 橋本奈々未
This is the third part of a series of reflective articles on the future of buyer personas. In part 1 of this reflection on the future of buyer personas, I focused on some of the misconceptions about buyer personas and in part 2, I offered perspectives on why changes were needed to be relevant to the social age. In part 3, we turn to the topic of what types of changes are needed.
Deciding who takes the lead on social media is one of the biggest questions that big brands (and lesser mortals) are facing today. I recently wrote a post about the best social media management structures for large organisations, highlighting the point that moving towards ‘holistic’ social media management is a process of evolution that shouldn’t be rushed
For a clue to social media’s future, we need not look much further than Washington. On the one hand, you have “Weinergate,” former NY Senator Anthony Weiner‘s Twitter fiasco, which was essentially user error.
Read all at Via blogs.hbr.org
With an emphasis on social.
Last week David Armano had the honor of performing the opening Keynote at Community Conference 2011 hosted in Copenhagen Denmark. A delightful, high quality event with attendees coming from all parts of Scandinavia and Europe, it also featured talks from Dell’s Bill Johnston and Good Magazine’s Max Schorr.
Logic+Emotion: Learning To Fly: The Four Stages of Social Business.
Time to talk about social business planning again. My mother always told me, you have to “walk before you run” and as it turns out, the same is true for organizations looking to move from social media as a set of un-connected, chaotic collection of skunk work
I could do with a little help :-)
Naturally I am very honored. Specially since the other participants (so far) are Fred Dust and Ryan Jacoby from IDEO, Roger Martin from Rotman, Jannene Rae from Peer Insight, and Bob Feldman, Feldman and Partners and David Armano.
So needles to say… I could do with a little help.
The general purpose of the workshop is strategic advice, about the future directions at Parsons, the School of Design Strategies, and particularly about its undergrad business degree program, which is currently focused on Design + Management. This is not the same as Design Management, so I’m told, but more like business design or design thinking about value propositions.
I’m trying to form an opinion on this and I would love to hear what your thought are on this matter. I’m thinking out load, so forgive me for rambling.
We can discuss what a future graduate needs to have under his or her belt to be successful. This is probably very important. But I can not predict the future. For example, I have not been trained to do the work I do now. No one ever heard of service design or self organizing-online-social-networks back than… come to think of it, there was no such thing as ‘online’.
So maybe its an interesting possibility to turn things upside down. Designing a program bottom up, human centered.
It’s not just about what you teach, but how a school connects to peoples life’s. To me a school always seemed to have a strong claim on ‘learning’. As if I could only learn if I went to this building and do exactly what I was told. I felt that only when I read a book approved by school I was actually learning. It took me a long time to realize I could learn very well by myself. Even though no one would hand me a diploma for it. The diploma is definitely not what matters. Like I said, I was never trained by school for the work I do now.
Learning is something we do all the time. It doesn’t start when we enter school and it doesn’t stop when we leave it. One could easily argue that we learn a lot more from real life anyway. In real life we learn the essential stuff. Does what we learn at school not reflect real life? Or is it simply that we can not predict the future. But than we should stop pretending that we know what we are training our children to do when they grow up. We haven’t got a clue.
The school system and what we are tought in school should be a natural part of life. Turn learning into an ongoing process without focusing us on the end. The graduation, the diploma, freedom.
A school is a service provider, and could providing a platform for ongoing conversations. Empowerment is essentially what it is all about. School should provide us with the tools to keep learning.
Don’t offer short moments in time, but be organic. Don’t see school as a building and some moments during the week you have to sit down and study. See it as part of the community we belong to… School is a community. We should come up with more ways to co-producing value, create a feeling of co-ownership. Turning school into a community of practice.
I’ll be doing a bit more thinking! And I will tell you what results the workshop produces.
But for now I would appreciate your thoughts!!!
Written by David Armano Sunday, 06 September 2009 19:53
A recent survey conducted by Proofpoint, a firm specializing in data loss prevention, found that 8 percent of companies had terminated employees due to social media usage (common causes included sharing sensitive information). And while the statistic seems significant, it underscores only one of the many challenges organizations face as social media begin to transform how companies do business. Here are some challenges that every organization should be planning for right now:
1. Integration. For companies that truly participate in social media (as opposed to leveraging them as a new form of marketing), sites like Facebook can impact every aspect of their business. But where do social media actually live within an organization? Should organizations hire a “chief social officer” much like they would a chief technology officer? All companies will eventually grapple with integrating social media into their entire ecosystem by adopting either centralized, distributed or hybrid approaches.
2. Governance. Many organizations understand that anything can and will be said about them on the Internet. And this includes content produced not only from the general public, but also from internal constituents such as employees. Organizations will not only need to begin actively listening so that they are in the know, but they will need rules of engagement for how they deal with multiple types of scenarios from responding to a compliment to dealing with a detractor to following up with an employee who just posted something inappropriate or sensitive.
3. Culture. All organizations fall somewhere on a spectrum between being completely “open” or completely “closed,” meaning that they are either transparent in how they operate and collaborative or they tend to hoard knowledge internally. Consider, for example, that Apple, which can be notoriously secretive, is benefiting by leveraging a strategy that opened up their iPhone application ecosystem. Sure Apple has a great deal of control over it, but for the first time in history, they have legions of people developing applications that run on their hardware. Organizations have the potential to benefit from embracing customers and employees in new ways, but they will have to manage these initiatives intelligently and purposefully.
4. Human Resources. Companies hoping to transform themselves into social businesses will have to upgrade their HR protocols, as well as their legal infrastructure. This process is likely to be never-ending as new technologies continually hit the scene. Before there was Twitter, companies scrambled to publish blogging guidelines for employees; now the wrong tweet or Facebook post can get you fired.
David Armano is part of the founding team at Dachis Corporation, an Austin-based start-up delivering social business design services.