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Martin Thomas
Martin Thomas

Presentation at Social Media Academy Summit (30 Nov 11)

BusinessTechnology
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Navigating the Social Age Martin Thomas @crowdsurfing
The Social Age ,[object Object]
Socio Cultural Shifts Trust deficit Death of deference + Expert? Expert? End of the Expert Dispersal of Authority
Socio cultural shifts x2 Collective Action Self Expression + Supercharged Activism Culture of Collaboration
“ Amplifying Volume of Moaning”
Powered by New Technology
Organisational & Cultural Challenge ,[object Object],Real time problem solving  Real time expectations Instant access, instant response, instant gratification “living life through shortcuts” MTV “ The trouble with McDonald’s is it’s too bloody slow” ,[object Object]
Organisational & Cultural Challenge ,[object Object],Connected Consumer meets Disconnected Institution
“ Digital communications is a destabilizing force in a bureaucratic environment. And I am sitting right in the middle of a bureaucratic environment.’” Senior corporate communications director “ We’re not set up for this shit” UK CEO
Why Many Institutions Struggle ,[object Object],* Critical response time for responding to negative comments * Critical response time for responding to negative comments 10 minutes 60 minutes
Thriving by Loosening Up ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Tight Thinkers Need Not Apply ,[object Object],[object Object],[object Object],[object Object],[object Object],“ the approval time for each Tweet, by the time it had gone through compliance and tone of voice, used to be 10 days”
Tight Thinkers Need Not Apply ,[object Object],[object Object],[object Object],[object Object],[object Object],90% of public sector bodies restrict staff use of social media to some extent (Socitm 2010) 67% block access entirely (v. 20% in private sector) (Socitm 2010)
1. Trusting ,[object Object],[object Object],[object Object]
IBM Trusts Its People 25,000 IBM employees are on Twitter “ We don’t have a corporate blog or a corporate Twitter ID because we want the ‘IBMers’ in aggregate to be the corporate blog and the corporate Twitter ID” Adam Christensen, social media communications at IBM Corporation Social media guidelines written by employees & only then signed off by lawyers
2. Open ,[object Object],[object Object],[object Object]
TED profits from “Radical Openness” ,[object Object],[object Object],[object Object]
3. Agile ,[object Object]
4. Informal ,[object Object]
5. Collaborative ,[object Object],[object Object]
Leveraging Community Power Mutualisation: Collaborating with readers and communities to better understand, explore or reflect situations, topics, perspectives or experiences
Harnessing Fan Power ,[object Object],[object Object]
@crowdsurfing Get your organisation & culture right … & the social media will look after itself

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Navigating the Social Age.pptx

  • 1. Navigating the Social Age Martin Thomas @crowdsurfing
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  • 3. Socio Cultural Shifts Trust deficit Death of deference + Expert? Expert? End of the Expert Dispersal of Authority
  • 4. Socio cultural shifts x2 Collective Action Self Expression + Supercharged Activism Culture of Collaboration
  • 5. “ Amplifying Volume of Moaning”
  • 6. Powered by New Technology
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  • 9. “ Digital communications is a destabilizing force in a bureaucratic environment. And I am sitting right in the middle of a bureaucratic environment.’” Senior corporate communications director “ We’re not set up for this shit” UK CEO
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  • 15. IBM Trusts Its People 25,000 IBM employees are on Twitter “ We don’t have a corporate blog or a corporate Twitter ID because we want the ‘IBMers’ in aggregate to be the corporate blog and the corporate Twitter ID” Adam Christensen, social media communications at IBM Corporation Social media guidelines written by employees & only then signed off by lawyers
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  • 21. Leveraging Community Power Mutualisation: Collaborating with readers and communities to better understand, explore or reflect situations, topics, perspectives or experiences
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  • 23. @crowdsurfing Get your organisation & culture right … & the social media will look after itself

Editor's Notes

  1. Continued rise of ‘regular’ people (employees, friends, peers) as sources of trusted authority Traditional authority figures – and especially advertising – no longer credible