The document discusses how digital technology is driving a revolution that requires businesses to adapt or face becoming obsolete. It notes that while many organizations have begun responding, most have further to go. The key is embracing social principles internally and externally. Those that view digital as more than just online channels and instead see it as a major shift in how business is conducted will be best positioned to survive and thrive in this new environment.

1. ENERGISE2-0.COM
Adapt or Die:
The End of
Business as
Usual
Dr. Jim Hamill and Alan Stevenson
jim.hamill@energise2-0.com
alan.stevenson@energise2-0.com
@drjimhamill @ast3v3nson

2. Who Am I?
I am a Social Media Guru 
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3. A conversation
not a broadcast
presentation
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4. Key Point Summary
• Good advice given this morning re the Cloud; Online
Essentials; Websites; Customer Engagement etc
• In closing, take a wider view - Digital is NOT just a
channel change e.g. putting Council services online,
eCommerce, ‘likes’ and ‘follows’ etc
• Digital is a revolution in how we live – how we
access information, how we work, how we
communicate, how we make purchasing decisions,
customer expectations
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5. Key Point Summary
Digital =
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6. Key Point Summary
• It is a major paradigm shift in the way we do
business/ the way our organisations operate
• Those who ‘get it’ will survive and prosper – those
who don’t could become 21st century dinosaurs
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7. Agenda
• The Digital Revolution – the End of Business as Usual
• Response and progress made – where are we?
• Implications for you and your business – How to
survive and prosper in an era of turbulent change
• Gen C or the Lost Generation?
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8. Digital Natives
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9. Have we assimilated yet?
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10. In Common?
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11. HMV- Hopelessly Misplaced Vision
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12. HMV- Hopelessly Misplaced Vision
• HMV Group’s plans to consolidate HMV and Waterstone’s
marketing will help it share good marketing ideas across both
brands
• Newly appointed group marketing director xxxxxxxx says the
restructure will allow the group to leverage campaigns,
promotions and CRM across both brands
• Under the new structure, xxxx, the former marketing director
of HMV, will be supported by three marketing heads working
on CRM, brand and creative across both brands. Waterstone’s
and HMV will maintain separate marketing teams reporting to
the group heads
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13. Rearranging Deck Chairs
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14. Who Will Be Next?
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15. MOOCs
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16. The Future of Education
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17. Spot the Dinosaur 
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18. Most Industries Are
Being Affected
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19. Health Care – Liam’s Story
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20. Travel/Tourism
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21. Trains
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22. Football
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23. Lawyers
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24. And Yes B2B Too
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25. Summary of the Changes
• It’s a Revolution
• Its Social
• Power shift to the customer
• Declining effectiveness of traditional sales and
marketing strategies
• Need for new approaches and performance
measures
– The source of sustained business growth is the
quality of your online network and the strength
of the relationship you have with them
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26. Bob Dylan (Mashed Up )
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’
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27. The times they are a changin'
• Current leading-edge thinking is that we are on the verge
of another tectonic shift: from Social Media to Social
Business
• A Social Business is one that develops innovative new
work methods and processes by applying social thinking,
social strategy, social culture, social organisation and
social technologies to everything it does (internally as
well as externally)
• Organisations who ‘get this’ will survive and prosper -
those who don’t will become 21st century dinosaurs
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28. What Is Social Business?
• Social Business involves work methods, organisational
structures and ‘mindsets’ which are radically different from
the ‘Industrial Age’ command and control structures still used
by the majority of organisations. The use of social media and
the adoption of a social ‘mindset’ moves from the periphery
to the core of your organisation
• It is no longer just about Twitter and Facebook. The key
challenge is the way in which your organisation embraces and
cultivates a spirit of collaboration based on open
communications, internally and externally. Being lean,
nimble and responsive to dynamic change based on
engagement and transparency
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29. Social Everything
• Social Marketing – more cost effective and efficient
• Social Customer Service – enhanced reputation and brand
advocacy
• Social HRM – improved staff engagement and loyalty
• Social NPD – crowdsource NPD, faster speed to market
acceptance, more cost effective
• Social Relationships - enhanced partner and stakeholder
relationships
• Social Listening - flexibility and speed of response
• Etc
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30. Video
• Social Business – Rethinking Innovation, Organization and
Leadership (from LeaderLab)
• Business is changing but much of our management is still
rooted in the Industrial Revolution. Why do we keep
educating our leaders in old paradigms? Tear down the
internal Berlin walls. Social software delivers a new paradigm
for collaboration, sharing and crowdsourcing. The time has
come to rethink the way we do business. Is your organisation
ready?
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31. Rethinking Innovation……..
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32. A Wee Example
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33. Productive Time
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34. Productivity Busters
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35. eMail v. Social
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36. A Better Way to Collaborate
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37. Why Now?
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38. Why Now?
Social Media + Connectivity + Mobile +
The Cloud + Big Data + Gen C
= The End of Business as Usual
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39. Why Now?
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40. The Connected Customer
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41. The Connected Customer is also
the Connected Employee
Yet many organisations still
restrict access to Social Media
Translated that means ‘we don’t
trust you’
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42. The Disengaged
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43. Global Workforce Survey 2012
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44. Adapt or Die
• Are we changing quickly enough?
• Are we ready?
• International competitors?
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45. What road are we on?
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46. Digital Scotland
Survey Results
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47. Digital Scotland Survey: Scotland
• 90% using Social Media but only 35% using it
strategically. Only 5% claim to be a Social Business
• 22% have clear mobile strategy
• 25% using the Cloud strategically
• Only 29% of export companies are using digital to
support internationalisation
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48. Which of the following statements best describes your
company's approach to Social Media? Q3
While 90% of
respondents use Social
Media, 51% have no
clear strategy or
objectives governing its
use or are still
experimenting.
Encouragingly, 35%
are using Social Media
strategically whilst a
further 5% believe
they have become a
Social Business.
N=193

49. Which of the following statements best describes your company's approach
to the Mobile Internet e.g. mobile marketing, websites and apps? Q10
Only 3% of respondent companies had never heard of the
Mobile Internet. 19% have heard of the Mobile Internet but
are taking no action whilst a further 15% are finding out more.
41% have no clear strategy or objectives governing its use or
are still experimenting. 22% are using the Mobile Internet
strategically , albeit only 8% have integrated mobile into wider
initiatives.
N=166

50. Which of the following statements best describes your
company's use of Cloud Computing? Q9
Only 7% of respondent companies had never heard of Cloud
Computing. 25% have heard of the Cloud but are taking no
action whilst a further 15% are finding out more. 29% have no
clear strategy or objectives governing its use or are still
experimenting. 25% are using the Cloud strategically many as
part of their wider IT strategy.
N=166

51. How do you use Digital Technology to support your
current level of internationalisation? Q12
Of those companies that
are ‘international’, only
29% are using Digital
Technologies strategically
to support their
internationalisation
efforts (including 20%
who have integrated
Digital into their
international strategy).
57% have no clear
strategy or objectives
governing its use or
‘make some use but
could do more’. 15%
don’t use Digital
Technologies.
N=81

52. What about our
International Competitors?
15 of the top OECD countries have identified
digital as the main driver of economic growth
leading to a wide range of Digital Support
Programmes being put in place

53. eSkills for Russian SMEs 2006
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54. ADVANCE Programme Malta
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55. Social Business Summit Malaysia
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56. ENERGISE2-0.COM

57. So What?
• Digital is NOT just a channel change e.g.
putting services online
• It is a major paradigm shift in the way we do
business/ the way our organisations operate
• From ‘Liking’ and ‘Following’ to Leading
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58. Paradigm Shift
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59. Implications for You
and Your Business
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60. Some Advice
• Do not be afraid for we will be with you (support and
expertise is available)
• Have an open mind and learn more; Get Involved –
Just Do It! – but do it carefully; Shut up and Listen!
• Think from the ‘outside-in’ not just from the ‘inside-
out’. Don’t tell your audience how good you are.
Prove it by delivering high value content –
Inbound/Content Marketing
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61. Some Advice
• Undertake a Digital Landscape Analysis
– External: opportunites and threats from Social,
the Cloud, Mobile, Gen C, Big Data etc
– Internal Audit: your ‘readiness to engage’ –
people, resources, structure etc
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62. Some Advice
• Vision and Strategy – business objectives (not just
sales and marketing), KPIs and targets, customers,
employees, key initiatives and actions we need to
take
• Agree a Performance Measurement System
• Organisation, Resource, People Issues
• Start with a Pilot Project
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63. But I don’t have the time for all of
this. I have a business to run!
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64. Soap Box
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65. Stood on the
table with my
glass of gin
And came straight
to the point
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66. Gen C or the Lost Generation?
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67. From ‘Liking’ to Leading
• The major challenge facing the Scottish economy
is…..
• How do we achieve a sustained improvement in our
global competitiveness?
• Our ability to compete in global markets is the key to
economic growth and job creation
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68. From ‘Liking’ to Leading
• There is a very strong correlation between National
competitiveness and the strategic use of digital
technology (OECD; various studies)
• 15 of the top OECD countries have identified digital
as a strategic priority
• Organisations face major barriers/obstacles to
leveraging the full potential of digital, especially
SMEs………
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69. Digital Barriers
• Time
• Resources
• Lack of Understanding
• Mindset
• Fear of the Unknown
• Limited Digital Skills and Experience
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70. Gen C or a Lost Generation?
• Our young people (Gen C; Digital Natives) have the
digital mindset and confidence that our companies
need – yet we have a major problem with youth
unemployment and underemployment
• There is a market failure in connecting supply and
demand – some good programmes available but are
we doing enough?
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71. Gen C or a Lost Generation?
• Is there a need for a Support Programme matching the
digital needs of our SMEs to the core skills and
experience of Gen C – the Constantly Connected
Generation
• Provide an innovative, new, radical approach to creating
quality job opportunities for our young people – tackling
the twin problems of graduate unemployment and
underemployment
• While at the same time, delivering real, tangible business
benefits to Scottish companies – improved performance
and international competitiveness
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72. Gen C or a Lost Generation?
• Digital skills cover a wide range of areas
– Basic foundation
– Technical
– Operational
– Information processing
– Strategic
• There may be a particular need to develop Digital
Leaders – a Gen C Digital Leaders Programme……
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73. Recent Blog Post
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74. Skills Shortages
• McKinsey – Digital Marketing, Social & Big Data are
among the Top 10 priorities of CEOs for 2013
• By 2015, 25% of corporations will have a Chief Digital
Officer
• Gartner – Big Data, Social, Mobile & the Cloud will
create 4.4m new jobs worldwide by 2015
• Only a third of these new jobs will be filled due to
skills shortages
• Recent EU initiative to fill 900,000 unfilled digital
vacancies
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75. Personal Note
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76. What you getting at me for?
It was your generation who
created this mess
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77. Lets Discuss
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