1. Socialise the Enterprise
Philip Sheldrake
www.philipsheldrake.com
@sheldrake
Author
The Business of Influence: Reframing
Marketing and PR for the Digital Age
www.influenceprofessional.com
Founding Partner, Meanwhile
www.andmeanwhile.com
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2. You have been
influenced when you
think in a way you
wouldn’t otherwise
have thought, or do
something you
wouldn’t otherwise
have done
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/160365265
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3. If you’re in business, indeed any type of organization,
then you’re in the business of influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/5629452844
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4. //The rise of social media
//The info tech explosion
//The way we contemplate,
3 things design, communicate and
execute strategy
http://www.flickr.com/photos/philip_sheldrake/104947731
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5. ONE
//The rise of social media
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6. The authors of the Cluetrain Manifesto asserted back in
1999 that the Internet allows markets to revert to the days
when a market was defined by people gathering and
talking among themselves about buyer and seller
reputation, product quality and prices.
This was lost for a while as the scale of organizations and
markets outstripped the facility for consumers to
coalesce.
//The rise of social media
The Cluetrain Manifesto – http://www.cluetrain.com
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/5724320736
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7. But I get social, I get influence…
//The rise of social media
www.flickr.com/photos/iangallagher/490333150
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8. But I get social, I get influence… err?!
//The rise of social media
www.flickr.com/photos/iangallagher/490333150
www.flickr.com/photos/jeremylevinedesign/2815977968
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9. social / digital is not: social / digital does:
– a new team or department – require new skills
– something to procure, design – bring new opportunities, and
or manage separately threats
//The rise of social media
http://www.flickr.com/photos/philip_sheldrake/2642725725
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10. Perception is reality
May have been a relevant
axiom for 20th Century,
but now…
Reality is perception
The real-time social
enterprise must, by
nature, be authentic.
You can’t fake it.
//The rise of social media
Influence Strategy and Execution, Philip Sheldrake, Marketing Magnified eJournal, June 2011, CMO Council
http://www.marketingmagnified.com/2011/june
http://www.flickr.com/photos/philip_sheldrake/5723483505
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11. No organization is an island
Everything an organization does occurs in the context of a
changing world, in a dynamic interplay with every entity around it
Organizations must cultivate a sensitivity to the new
dynamic (one that’s superior to competitors’) and
sharpen their ability to interpret and respond to the
myriad communication flows issuing from all sides
//The rise of social media
Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August
2011, Vol 13 No 4, Harvard Business Publishing
http://www.flickr.com/photos/philip_sheldrake/107864510
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12. It’s complex. We are
more influenced by the
150 nearest to us than
by the other six or so
billion combined.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/3068588302
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13. TWO
//The info tech explosion
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14. An illustrated history
http://youtu.be/wp2eUSL4oHc
http://www.philipsheldrake.com/2011/01/content-an-illustrated-history
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15. - address book
Phones are the most personal
- diary
of consumer electronic
- digital messenger
devices. They rank with keys
- web browser
and money when going out.
- games machine
They become an extension of
- music player
their owner and their loss is
- video player
mourned, literally
- navigator
- video & stills camera
It keeps you connected with
those far away, and disengaged
... and, of course,
from strangers nearby
a phone
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/87041513
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16. The Internet of Things
A public and private nervous system for the planet
Electronic devices
(washing machines, air conditioning units and cars)
Electrical devices
(lighting, electric heaters, and power distribution)
Non-electrical objects
(food and drink packages, clothes, and animals)
Environmental sensors
(measuring such variables as temperature, noise, moisture)
//The info tech explosion
Internetome Conference, London, 2010
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/488970370
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17. Data paucity was a problem of the 20th Century.
Big data is the problem and opportunity of the 21st.
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/4326146564
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18. Web 3.0 – the Semantic Web – is about the Web
itself understanding the meaning of all the content
and participation
Indeed, the Web becomes a universal medium for
the exchange of data, information and knowledge
//The info tech explosion
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/4324972193
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19. THREE
//The way we contemplate, design,
communicate and execute strategy
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20. 20th Century business was built around
tangible assets (land, plant & machinery)
The 21st Century business is more reliant
on intangibles (intellectual property,
brand, reputation, social dialogue) for
which traditional accounting analyses are
poorly designed
//The way we contemplate, design, communicate and execute strategy
http://www.flickr.com/photos/philip_sheldrake/5632977212
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21. So that's one reason why
Kaplan and Norton developed
the strategy map tool for the
alignment of operations with
strategy, and the popular*
Balanced Scorecard
framework to augment the
lagging (financial) indicators
of business success with non-
financial drivers of future
financial performance.
//The way we contemplate, design, communicate and execute strategy
Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN: 9780875846514
* http://www.bain.com/publications/articles/management-tools-2011-balanced-scorecard.aspx
http://www.flickr.com/photos/philip_sheldrake/2773203483
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22. The Six Influence Flows, Influence Scorecard and CInflO
//The Business of Influence
22

23. You have been
influenced when you
think in a way you
wouldn’t otherwise
have thought, or do
something you
wouldn’t otherwise
have done
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/160365265
23

24. Socializing the enterprise demands more than just
procuring some social tools.
It demands a new and simple model, devoid of ‘baggage’, to
think about what we’re trying to achieve.
A framework for all influence activities, for the social
media, info tech and business strategy of the 21st Century.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
http://www.flickr.com/photos/philip_sheldrake/3504552777
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25. The Six Influence Flows
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
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26. Influence Strategy
How can we systematically learn from and manage influence flows?
How do we define, develop, and execute a consistent and coherent
influence strategy?
How do we prioritize investments in influence-related human,
information, and organizational capital?
Kaplan and Norton’s strategy map tool and Balanced Scorecard
framework are well suited to these efforts.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
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27. The Influence Scorecard
The Influence Scorecard serves as both the methodology for defining
influence strategy and the tool for executing it.
It’s a subset of the Balanced Scorecard, containing all the influence-
related objectives and metrics extracted from their functional silos.
Helps management ensure that the potential to influence and be
influenced is exploited cohesively and consistently throughout the
organization.
//The Business of Influence
The Business of Influence, Philip Sheldrake, Wiley, 2011
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28. In conclusion
Today, influence activities are:
– Spread, uncoordinated, across functional silos
– Encompass only some aspects and subsets of the
Six Influence Flows and the Influence Scorecard
– Defined in the context of 20th Century technology,
media, and articulation of and appreciation for
business strategy.
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29. In conclusion
Tomorrow, your influence strategy must:
– Socialize the enterprise, systematically
– Take best advantage of new info technologies
– Drive business performance management.
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30. The Business of Influence: Reframing
Marketing and PR for the Digital Age
Philip Sheldrake, Wiley, May 2011
ISBN 978-0470978627
www.influenceprofessional.com
#infpro
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