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Web 2.0 Expo Speech: Open Leadership


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Web 2.0 Expo Speech: Open Leadership

  1. Open Leadership: How Social Technology Can Transform The Way You Lead<br />Charlene Li<br />Altimeter Group<br />May 6, 2010<br />1<br />#openleader<br />
  2. More people visit Facebook than Yahoo!<br />
  3. 4<br />It’s aboutrelationships<br />
  4. 5<br />Why is social hard?<br />Because realrelationships require that you give up control <br />
  5. The need for open leadership <br />6<br />When people get what they need from each other<br />“How open do I need to be?<br />
  6. Defining Open Leadership<br />7<br />Having the confidence and humility to give up the need to be in control,<br />while inspiring commitment from people to accomplish goals<br />How to give up control, and be in command<br />
  7. Best Buy’s First Social Media Experts<br />8<br />Steve Bendt & Gary Koelling<br />
  8. They harnessed Best Buy’s biggest asset<br />9<br />The Blue Shirts<br />
  9. BlueShirtNation.com supported Best Buy’s front line employees<br />
  10. Steve & Gary had an executive sponsor<br />11<br />Barry Judge CMO of Best Buy<br />
  11. They kept telling him one thing…<br />12<br />“Barry, you gotta get a blog!”<br />
  12. Barry’s first post<br />13<br />“I was so relieved when it was over—it was just two sentences to get started.” <br />
  13. The Premier Black Fiasco<br />14<br />6.8 million emails sent instead of 1,000 test<br />
  14. Barry’s response<br />15<br />“…we screwed up the execution which makes me feel sick about the customer trust that we have impacted.”<br />
  15. Openness became a strategy<br />16<br />Open market testing of new logo<br />
  16. +2,200 Best Buy employees provide support on Twitter<br />17<br />
  17. Focus on relationships, not technologies<br />What kind of relationship do you want?<br />Transactional<br />Occasional<br />Impersonal<br />Short-term<br />Passionate<br />Constant<br />Intimate<br />Loyal<br />
  18. Four goals define your open strategy, but always start with learn<br />19<br />
  19. Go beyond traditional customer data<br />20<br />Demographic<br />Geographic<br />Psychographic<br />Behavioral<br />Socialgraphic<br />
  20. 21<br />Curating<br />Engagement Pyramid: Focus on Watching and Sharing<br />Producing<br />Commenting<br />Sharing<br />Watching<br />
  21. Dialog with your community<br />22<br />
  22. DellOutlet drives sales with Twitter<br />23<br />
  23. Help your members support each other<br />24<br />
  24. Social moves into enterprise apps<br />Salesforce Chatter<br />Service Cloud w/social<br />LinkedIn in Lotus Notes<br />25<br />
  25. Innovate with customer feedback<br />26<br />
  26. Starbucks involves 50 people around the organization<br />
  27. What to do first<br />
  28. #1 Align openness with strategic goals<br />29<br />Examine your 2011goals<br />Pick one where open and social can have an impact <br />
  29. 30<br />#2 Understanding the value<br />“We tend to overvalue the things we can measure, and undervalue the things we cannot.” <br /> - John Hayes, CMO of American Express<br />Value of +5 million fans?<br />
  30. The new lifetime value calculation<br /><ul><li> Percent that refer
  31. Size of their networks
  32. Percent of referred people who purchase
  33. Value of purchases</li></ul>+ Value of purchases<br /><ul><li>Cost of acquisition</li></ul>____________________<br />= Customer lifetime value<br />+ Value of new customers from referrals<br />+ Value of insights<br /><ul><li> Percent that provide support
  34. Frequency and value of the support</li></ul>+ Value of support<br />+ Value of ideas<br />Learn more: Webinar this Friday 5/7 bit.ly/openleaderweb2<br />
  35. #3 Understand how open you need to be<br />32<br />
  36. Determine how open you need to be to meet your goals<br />33<br />
  37. #4 Find and develop you open leaders<br />34<br />Collaborative<br />Independent<br />Optimist<br />Pessimist<br />
  38. 35<br />#5 Prepare your organization<br />Ideally, you should be at “4.0” for launch.<br />Area of opportunity.<br />
  39. Social media triage<br />36<br />Take reasonable action to fix issue and let customer know action taken<br />Negative<br />Positive<br />Yes<br />Yes<br />No<br />Assess the message<br />Evaluate the purpose<br />Do you want to respond?<br />Does customer need/deserve more info?<br />Unhappy Customer?<br />No Response<br />Yes<br />Are the facts correct?<br />Gently correct the facts<br />Yes<br />No<br />No<br />No<br />Can you add value?<br />DedicatedComplainer?<br />Are the facts correct?<br />Yes<br />Yes<br />No<br />No<br />Yes<br />Respond in kind & share<br />Thank the person<br />Comedian Want-to-Be?<br />Explain what is being done to correct the issue.<br />Is the problem being fixed?<br />Yes<br />No<br />Yes<br />Let post stand and monitor.<br />
  40. Create a culture of sharing<br />
  41. #^ Embrace failure<br />38<br />
  42. Buyer blog hit the right note<br />39<br />
  43. Manage risk with Sandbox Covenants<br />40<br />
  44. What the future will bring<br />41<br />Social networks will be like air<br />
  45. Focus on relationships. <br />Align your social strategy with strategic goals.<br />Support open leaders in your organization.<br />Be prepared for failure – you’ll encounter many.<br />Summary<br />42<br />
  46. 43<br />43<br />Thank you<br />Charlene Li<br />charlene@altimetergroup.com<br />charleneli.com/blog<br />Twitter: charleneli<br />For slides, send an email to slides@altimetergroup.com<br />Learn more and buy the book atopen-leadership.com<br />

Hinweis der Redaktion

  • Having the confidence and humility to give up the need to be in control, while inspiring commitment from people to accomplish goals
  • Best Buy set up an internal community for their front line employees. They all wear blue shirts in the stores, so they call the site “blue shirt nation”. In this example, a camera case was sent to the store and it just didn’t look right. Within two hours, someone had come into the community and seen the post. It happened to be the person who designed the case. She said that she would go back and make sure that all of the right cases got sent to the right stores. How long do you think it would have taken that floor manager to figure out that he had been sent the wrong case? Probably weeks. But with Blue Shirt Nation, employees are solving problems together.
  • Key take aways:Relationship was strongCould overcome small transgressions, mistakes are forgiven
  • The key is to focus on the relationships and connections that are enabled, not the technologies. Think about the kind of relationship that you want. Do you want it to be short term and transaction, or long-term and intimate?To help you think about this, I have a simple idea.
  • Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.