How to Think about SocialAICD Nexus Group

Contact:

walter.adamson@kinshipdigital.com

m: +61 403 345 632 @adamson

www.kinshipdigital.com

2

Social is Transformational

Social Strategy, including risks

The Social Executive (NEW)

Recommended Reading (NEW)

Social is transformational

Cloud + Mobile + Social + Local + Big Data (Predictive Analysis)

These disrupt legacy players and segments by transforming the capital and

operating economics, customer relationships and employee relationships.

Monitoring social to prevent suicide: combines search technology with predictive analysis to

estimate the suicide risk of an individual based on what they are posting on Facebook,

Twitter or LinkedIn.

Banking (means mobile):"Moven has approached the problem of the next-generation bank

account in a truly unique way, creating a day-to-day tool to help users save money, rather

than simply spend it like the typical debit cards you get from a mainstream bank today.

Their focus on instant spending feedback and gamification of financial health is something

that couldn’t readily be done with a traditional checking or current account."

3

Banking

• “Technology prowess front and centre in CBA profit show” AFR 14 August 2013

• 6 years IT “transformation” – 10,000 person/years - $2b??

• 14m customers – 6,000 transactions / sec

• ANZ “part-way” through $1.5b IT upgrade

• NAB takes payment systems down after glitch

• Moven - $10m investment, global reach

• Facebook reaches 1.1billion people

• 100% uptime, globally

• 12m transactions / second

• Updated every day, upgrade each week

• 1/20th IT costs of AU banks

• Greenest IT shop on the planet

• Massive analytical PA engine

4

McKinsey Global InstituteThree key studies - Social Technologies in the Enterprise

Results by those companies successfully integrating social (comparative):

• Marketing effectiveness UP 20%

• Sales revenue UP 15%

• Customer satisfaction UP 20%

McKinsey also finds that by fully implementing social technologies, companies

have an opportunity to raise the productivity of high-skill knowledge workers by

20 to 25%

1. Nov 2011 The social economy: Unlocking value and productivity through social technologies

2. July 2012 How social technologies are extending the organization

3. May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy

Recommended reading: May 2013 Ten IT-enabled business trends for the decade ahead

Nov 2012 Capturing business value with social technologies

Talent Acquisition and Retention

Study of IBM clients using social technologies for HR

In particular for talent acquisition and retention

• 30% faster new hire time-to-value

• 20% increase in employee retention

• 30% faster access to experts

Sandy Carter IBM VP Social Business, July 15, 2013

http://socialbusinesssandy.com/2013/07/15/top-roi-use-cases-for-social/

Atlassian

• Rapid growth to $100m

• 22,000 customers

• $60m VC Investment

NO Sales team

• Passionate customers

• High advocacy

• Low cost of acquisition

• High trust in Atlassian experts

Social sales builds authenticity

7

Core areas of focus for ROI

6 patterns have been found across multiple global users:

1. Finding expertise

• Examples – accelerating responsiveness

• Finding previously untapped information

• Identify and target real experts

2. Knowledge sharing and innovation

3. Recruiting and onboarding

4. Mergers and acquisitions

5. Safety

6. External customer insights

How people buy is

changing faster than how

companies sell

9

Social means real people

Before the company brand was

everything.

Today, the individuals working in the

company are the authentic face of the

brand, not the reverse.

Employee's brands and their company's

brands are inextricably linked.

10

Dell invests heavily in social

1. Our IdeaStorm channel, launched in 2007, allows us to collaborate directly with our

customers online and has led to the implementation of more than 500 new product

ideas.

2. Our Social Media Command Center, launched in 2010, has helped us monitor online

conversations in real-time and more deeply understand and address our customer’s

needs.

3. We’ve integrated social media into the sales and marketing functions of our

organization, generating significant value across the entire customer lifecycle and have

leveraged social insights to better understand broader market dynamics.

NOTE the order, because the last is the hardest. Six years experience not to mention 7

years experience in on-line support communities.

11

An individual’s brand matters

Successful companies of the future

know that when employees understand

and apply their individual brands to the

company mission they create

differentiation in the marketplace, build

their constituent's trust, impact the

bottom line, and win the game.

12

Erica

IBM

Erica’s Twitter Account

Is not all business

Who is served by personal social presence?

• One of “most prolific local financial

market tweeters” (AFR Aug 26)

• Outbound daily newsletter

• “Amazing tool”

• Not just people who sit at banks

• Really good indication of market

• “Expand career”

• “Lift company profile”

15

16

Social Strategy, including risks

Social strategy

Social Media Risk

An employee, whose Facebook page identifies

him/her as working at your organisation posts on

his/her Facebook page, which is visible to work

colleagues, “Work sucks, I can’t stand it anymore.”

Risk Management

• Social Media Policy

• Staff Training

• Discipline & Termination Procedures

An employee fails to secure their smartphone, or

tablet computer. This is then accessed by an

unauthorised third party who posts derogatory

comments on your organisation’s Twitter account.

Risk Management

• Information Security Policy

• Staff Training

• Discipline & Termination Procedures

18

Governance

1. Think opportunities not risks

2. Then risk management

3. Vulnerabilities, likelihood, mitigation

4. Add to skills and processes

5. Link SMP to existing norms

6. Don’t loose sight of the big picture

20

The Social CEO

Board Assessment

The Social Presence of the CEO

Being an effective CEO is about

leadership, employee and

market/customer engagement, and ability

to transcend generation divisions.

You can quite easily see that through

their digital / social footprint.

If they have no effective digital / social

footprint then that says something in

itself.

21

The Social CEO

The Social CEO understands that social technologies:

1. Allow you and your experts to be the voice of your industry – globally;

2. Improve the day-to-day performance of the business e.g. customer support;

3. Transform customer relationships, employee relationships, and employee personal brands;

4. Attract and retain the best talent, at less cost;

5. Break down silos, increase transparency, and foster clarity of purpose;

6. Enable individual employees to build and apply their personal brand to positively support the

company mission;

7. Are a catalyst for building trust across the organisation, its customers, suppliers, and investors;

8. Provide the means to deeply engage customers in product & service support, and innovation;

9. Have been proven to deliver these results, for many years, as verified by McKinsey and others.

10. Are a key player in the transformational five forces of cloud computing, mobile, social computing,

localisation, and big data (predictive analysis);

22

23

Recommended Reading

Recommended Reading

WHAT THE BOARD NEEDS TO KNOW ABOUT SOCIAL MEDIA RISKS

LEARN HOW TO MANAGE YOUR BRAND AND REPUTATION RISK

BRAND BREADTH, HOW TO BUILD IT FOR CRISIS AND BRAND MANAGEMENT

If any problems with these clickable links go to www.kinshipdigital.com Blog tab.

24