harnessing social media - shared services & outsourcing network

Harnessing Social Media

May 2013

Steve Hallam, Partner Deloitte@sahallam

Contents Introduction

Social media is not an added feature

Our use of technology is fundamentally changing

Our relationships

The organisational context

A framework

Questions

Social media is not an added feature

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1. Static web 2. Social on the side 3. Micro-networks

The social web

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The digital economy changes how we live and work

Goglobe

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In-store Facebook Likes

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Gamification

Our use of technology is fundamentally changing

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Traditional User Digital Natives Generation Connected

Brian Solis

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A magazine is an iPad that doesn’t work

http://www.youtube.com/watch?v=aXV-yaFmQNk

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How do you like them Apples?

Mollie Sterling (2001)

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Our relationships

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• Paul Adam’s research indicates that people don’t have one group of friends

• Treating all of our relationships as one homogenous group is very limiting

Our relationships aren’t homogenous

• Our identity changes as we traverse our social groups

• The context to social interactions are vital

OfflineOnline

Paul Adams

Colleagues

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• Paul Adams built on Mark Granovetter’s earlier work on Weak Ties

• Social networks reduce the signalling costs involved in social cohesion

Who are your real friends?

• This allows people to maintain “weak” social connections that we would otherwise abandon

• Most people have about 5-10strong ties

Paul Adams

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Who do you trust…?

34%Regular Employee

43%Government official or regulator

43%A person like yourself

47%NGO representative

50%CEO

53%Financial or industry analyst

64%Technical expert in the company

70%Academic or expert

2011 2012

29%Government official or regulator

43%CEO

46%Financial or industry analyst

50%NGO representative

50%Regular employee

65%A person like yourself

66%Technical expert in the company

68%Academic or expert

Edelmen Trust Barometer 2012

The organisational context

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From ‘Industrial’ to ‘Digital’ to ‘Post digital’

Organization

Channel

Market approach

Customer type

Market condition

Industrial

• Specialization• Process-focused

• Single channel

• Plan basedreplenishment

• Un-informed• Homogenous

• Brand and supply driven

Digital

• Functional model• IT-focused

• Multi-channel

• Transaction based replenishment

• Informed• Segmented

• Brand and customer access driven

Post digital

• Interdisciplinary• Collaboration-focused

• Omni-channel

• Intention based replenishment

• Connected• Personalized

• Customer and social network driven

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Crowdsourcing is a essentially a form of outsourcing

Crowdsourcing

BUTCrowdsourcing is distributed to a group of people who are usually anonymous or public, whereas outsourcing is directly sourced to a specific company (or companies).

Crowdsourcing is now extending beyond pure labour arbitrage.

In my opinion, crowdsourcing has generally been used as labour arbitrage• extend a labour market• distribute micro-tasks to a long-tail of workers, and • relies on monetary rewards.

AND…

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Social sales

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Social support

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CrowdsourcedLipsticks

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Crowdsourced archives

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Social knowledge management

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Crowdsourced testing

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Social capital / influence

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Welcome to the new “normal”?

Rather than efficiency at scale …connectivity at scale

The key ingredient… unlocking passion

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Power of Pull by John Hagel, sketch by Jessica Esch

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• Unlock passion• Increase knowledge flow• Answer the unknown unknowns

Enterprise social platforms are the key to …

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What’s your Deloitte?

we used a simple principle: get your people inside your brand, and you’ll get your brand inside your people.

we used yammer to showcase 650 designs for t-shirts submitted by employees, and our people connected beyond anything we could have imagined.

we ended up with our 6,000 people getting 10,000 t-shirts for themselves and their loved ones.

David RedhillcmoDeloitte Australia

Brands are now co-created

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You’re the Creative Director

A Framework

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Policy Guidelines Steering Committee

Monitoring & Crisis Management

Training

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From 40 pages to 3 words

“We say to our people, ‘you’re professionals. Don’t embarrass us, and don’t embarrass

yourself. We empower you, and we trust you.” - Gerhard Vorster

Empower & Trust

The Deloitte Social Media Policy

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• Only those people who are authorised may speak on behalf of Deloitte

• When speaking on behalf of yourself be clear for whom you speak

• Be open and honest and respect your audience

• Search first, then create• Consider the future – how will your

content be used tomorrow

• Check your facts

• Quality matters• Assume any content you didn’t create

is protected by copyright laws

• The buck stops with you• If you create a Social Media space,

you’re responsible for its content

Social Guidelines

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Steering committee

“When I first heard about social media I thought it was a thing best avoided.

I’m really pleased that I’ve gotten to understand the power of this medium.

Although its complex, fast changing and full of risks, the rewards are unbelievable.

Without social media you’re just not going to communicate with your younger team members.

So my advice is you can’t ignore it. Join in.”

Giam SwiegersCEODeloitte Australia

• Senior ownership• Diverse & representative• Multi Disciplinary (Legal, LOBs,

HR, Marketing, etc)• Set strategy• Set guiding principles• Establish accountability, roles

and responsibility

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• Digital mentors• Reverse mentoring

Training

“Once we realised that social media couldn’t be controlled, we looked beyond our usual frameworks & standardsfor other support.

To our own surprise, our own people & community became our best control.”

Tommy Viljoen,Partner Risk Services

Summary

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Summary

1. Social isn’t an added feature

2. Our use of technology is fundamentally changing

3. Social media allows you to maintain relationships that would otherwise lapse

4. Welcome to the new “normal”

5. The key ingredient is to unlock passion

6. Be open, honest & respectful

7. Scale from the edges

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ThanksAny questions?

Steve HallamPartnersthallam@deloitte.com.au @sahallam

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