Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

Social technologies

Wird geladen in …3

Hier ansehen

1 von 82 Anzeige

Weitere Verwandte Inhalte

Diashows für Sie (20)


Ähnlich wie Social technologies (20)

Aktuellste (20)


Social technologies

  1. 1. o echn/2012log ies by @sly S ocial T 19/06
  2. 2. Some definitions to start with
  3. 3. A  social  network  is  a  social  structure   made  up  of  individuals  (or  organiza8ons)   called  "nodes",  which  are  8ed   (connected)  by  one  or  more  specific   types  of  interdependency,  such  as   friendship,  kinship,  common  interest,   financial  exchange,  or  rela8onships  of   beliefs,  knowledge  or  pres8ge.  
  4. 4. The  resul8ng  graph-­‐based  structures   are  oDen  very  complex.    
  5. 5. Social  networks  operate  on  many  levels,   from  families  up  to  the  level  of  na8ons,  and   play  a  cri8cal  role  in  determining  the  way   problems  are  solved,  organiza8ons  are  run,   and  the  degree  to  which  individuals  succeed   in  achieving  their  goals.       Social  capital:  the  value  that  an  individual  or   an  organiza8on  gets  from  the  social   network.  
  6. 6. The  term  Social  Media  (or  social  soDware  or  social   technologies)  refers  to  the  use  of  web-­‐based  and  mobile   technologies  to  turn  communica8on  into  an  interac8ve   social  dialogue.         Social  media  are  Internet-­‐based  applica8ons  that  build   on  the  ideological  and  technological  founda8ons  of  Web   2.0,  and  that  allow  the  crea8on  and  exchange  of  user-­‐ generated  content.       Social  media  substan8ally  change  the  way  of   communica8on  between  organiza8ons,  communi8es,  as   well  as  individuals.  
  7. 7. The  term  Web  2.0  is  associated  with  web   applica8ons  that  facilitate  par8cipatory   informa8on  sharing,  interoperability  and   collabora8on  on  the  World  Wide  Web.       Examples  of  Web  2.0  include       •  blogs  &  wikis     •  video  &  photo  sharing  sites     •  mashups     •  folksonomies  (i.e.  social  bookmarking)   •  social  networking  sites    
  8. 8. What  is  a  Social  Business?     “Social  businesses  implement  social  technologies,  strategies  and   processes  that  span  across  their  en6re  enterprise,  crea6ng  and   op6mizing  collabora6ve  ecosystems  of  employees,  customers,   partners,  suppliers,  communi6es  and  stakeholders  in  a  safe  and   consistent  way.”     hNp://www.business2community.com/social-­‐media/what-­‐is-­‐social-­‐business-­‐a-­‐clear-­‐defini8on-­‐0157881   Reconciling  some  of  the  most  interes8ng  business,  organiza8onal  and   technological  phenomena  of  the  last  five  years,  a  Social  Business  is:     “An  organiza6on  that  has  put  in  place  the  strategies,   technologies  and  processes  to  systema6cally  engage  all   the  individuals  of  its  ecosystem  (employees,  customers,   partners,  suppliers)  to  maximize  the  co-­‐created  value.”     hNp://www.socialbusinessforum.com/what-­‐is-­‐social-­‐business  
  9. 9. What  is  Social  Business?     Social  business  is  defined  as  those  ac6vi6es  that  use  social   media,  social  soEware,  and  social  networks  to  enable  more   efficient,  effec6ve,  and  mutually  useful  connec6ons  among   people,  informa6on,  and  assets.     Read  more:  hJp://www.marke6ngprofs.com/charts/2012/8199/execs-­‐dish-­‐on-­‐the-­‐growing-­‐importance-­‐of-­‐ social-­‐business#ixzz1yDIodehU  
  10. 10. Effects of social business
  11. 11. The  decision  making  and  change  management  role  inside   companies  is  no  longer  restricted  to  managers  (tradi8onal   organiza8on)  or  to  customers  (as  prescribed  by  Social  CRM).  Other  than  managers,   organiza8onal  change  can  be  driven  equally  by  customers,  employees,  partners  and   suppliers.  All  these  categories  are  moving  from  suppor8ng  actors  to  partners  and   protagonists     It’s  engagement  not  communica:on  that  makes  the  internal/ external  flow  possible.  GeZng  individuals  engaged  means  accep8ng  a  variety   of  needs  and  using  those  needs  to  inform  the  organiza8onal  growth  and  evolu8on     The  ul:mate  reason  of  existence  for  the  corpora:on  is  no   longer  to  generate  value  for  its  tradi:onal  stakeholders  but   the  maximize  the  exchanged  value  between  the  company  and   the  en:re  ecosystem.  It’s  a  bit  like  the  group  of  stakeholders  had  suddenly   expanded  including  external  actors.  Even  with  this  new  twist,  It  should  be  noted  how   this  exchange  is  intended  to  amplify,  within  a  network  perspec8ve  and  thanks  to  the   ecosystem,  also  the  value  generated  for  the  old  stakeholders.  The  Social  Business  is   thus  an  organiza8onal  construct  aimed  to  make  the  company  more  efficient  under   mutated  market  dynamics  and  consumer  behaviors.  
  12. 12. There  is  no  social  business  if  the  organiza:on  is  not  able  to:     •  Consider  individuals  (inside  and  outside  it)  at  the  same  level  as   tradi8onal  stakeholders.  The  company  is  serving  the  individual.     •  Bring  down  the  silos  and  boundaries  to  constantly  intercept  the  signals   coming  from  the  people  (inside  and  outside  it).  The  company  listens.     •  Engage  all  the  cons8tuents  to  produce  an  effec8ve,  reac8ve,   coordinated,  transparent,  appropriate  response  to  the  s8muli  received,   regardless  of  the  channel  of  origin.  The  company  responds.     •  Extract  meaning  from  the  captured  signals  (coming  both  from  inside  and   outside)  in  order  to  con8nuously  improve  the  working  mechanisms  and   thereby  maximize  the  benefits  for  all  par8es  involved.  The  company   learns  and  evolves.     •  All  the  processes  are  dynamically  and  organically  op8mized  based  on   collected  feedbacks  and  in  line  with  the  experience  of  all  the  individuals   in  the  ecosystem.  The  company  becomes  social  
  13. 13. INSIDE  YOUR  ORGANIZATION:       •  Improved  business  performance  (profit,  produc8vity,  margins,  etc)     •  Increased  opera8onal  efficiency     •  Stronger  outcomes  from  knowledge  intensive  work     •  Capturing  and  retaining  ins8tu8onal  knowledge     •  BeNer  awareness  about  business  opportuni8es  and  colleagues  needing  help     •  Richer  cross-­‐department  contamina8on  and  collabora8on     •  Reduced  email  traffic  and  informa8on  overload     •  Cheaper  and  quicker  mechanisms  to  connect  colleagues,  find  and  reuse   knowledge  
  14. 14. INSIDE  YOUR  ORGANIZATION:     •  Improved  cross-­‐departmental  communica8on     •  Reduced  travel  expenses     •  Facilita8ng  the  emergence  of  collec8ve  social  capital  and  limi8ng  duplica8on  of   effort     •  Stronger  employee  engagement  and  mo8va8on     •  Increased  sa8sfac8on  of  partners  and  suppliers     •  Reduced  supply  chain  costs     •  Lower  on-­‐boarding,  training  and  talent  reten8on  costs     •  New  levels  of  business  agility  and  reac8vity     •  Improved  internal  processes  through  customer  insights  
  15. 15. OUTSIDE  YOUR  ORGANIZATION:     •  Reduced  customer  care  costs     •  Improved  client  sa8sfac8on  and  loyalty     •  Increased  number  of  leads  generated  and  deal  closed     •  Shorter  sell  cycles     •  Lower  marke8ng  costs     •  Amplify  qualified  brand  reputa8on  and  visibility  through  advocates     •  Higher  sales  and  conversion  rates  through  ambassadors  and  online  communi8es     •  Reduced  customer  churn  and  deflec8on     •  Increased  customer  life8me  value     •  ANract  beNer  talents     •  Improved  customer  cross-­‐channels  
  16. 16. ACROSS  THE  ORGANIZATION:     •  Improved  product  development  processes  and  reduced  8me  to  market     •  Smaller  product  development  costs     •  Access  to  an  unlimited  source  of  ideas  and  feedbacks  for  product   improvement     •  BeNer  risk  mi8ga8on  and  increased  number  of  successful  ideas  when   launching  a  new  product     •  Easier  development  of  new  business  models  
  17. 17. The  Elements  in  the  Social  SoRware  Stack   hNp://www.personalinfocloud.com/2008/01/the-­‐elements-­‐in.html  
  18. 18. Enterprise social technologies
  19. 19. Gartner,  Inc.'s  2011  Magic  Quadrant  for  Social  SoRware  in   the  Workplace  
  20. 20. Social CRM Social  CRM  is  a  philosophy  and  a  business  strategy,  supported   by  a  technology  placorm,  business  rules,  workflow,  processes   and  social  characteris8cs,  designed  to  engage  the  customer  in   a  collabora8ve  conversa8on  in  order  to  provide  mutually   beneficial  value  in  a  trusted  and  transparent  business   environment.     It's the company's response to the customer's ownership of the conversation.  
  21. 21. Changing business models The  ruling  business  model  since  the  industrial  revolu8on   was  based  on  exploi8ng  well  protected  &  non  – communicated  information & knowledge stacks as   well  as  on  ver8cal  industry  integra8on,  in  a  command  &   control  mindset.   The  emerging  new  business  model  is  based  on   information & knowledge flows,  being  part  of  many   different  open  value  networks,  flaNening  hierarchies,   and  unleashing  &  combining  employees’,  partners’  &   customers’  collec8ve  intelligence  to  co-­‐create  and  co-­‐ share  value  in  a  collabora8ve  mindset.  
  22. 22. A socialCRM tool example
  23. 23. www.nimble.com
  24. 24. Dynamic web presence
  25. 25. •  You  can  integrate  a  twiNer  stream,  facebook   conversa8on,  facebook  followers,  linkeding  profile   youtube  videos,  flickr  photos  and  slidehare   presenta8ons  into  your  blog  &  website.     •  You  can  also  cross-­‐integrate  the  others  on  your   Facebook  page  &  Linkedin  page     •  The  objec8ve  is  to  be  present  with  all  your  content  on   every  channel  by  cross-­‐linking  and  cross-­‐integra8ng  it   to  maximize  impact.     •  This  also  leads  to  Google  search  results  pages  where   your  company  name  fills  the  whole  first  page  !  
  26. 26.   Many different integrations with your personal network(s)
  27. 27. and   Integrate your Facebook wall into your website and allow visitors to post comments from there
  28. 28. Benefits of integrating Facebook & Twitter streams & activity into your website   •  Increase  the  number  of  followers     •  Easily  network  with  website  followers,  fans,  prospects,  or  clients  and   connect  them  amongst  themselves     •  Communicate  that  you’re  current  &  aNrac8ve  for  the  digital  na8ves     •  Increase  your  legi8macy     •  Increase  your  transparency     •  Maintain  an  ac8ve  image     •  Draw  more  aNen8on  to  something  important     •  In  general,  increase  the  viral  effect  &  brand  awareness  
  29. 29. Gamification
  30. 30. Gamification: Using game mechanics in social applications to increase engagement & loyalty
  31. 31. What  is  gamifica8on  ?     Gamifica8on  is  the  process  of  incorpora8ng  game  play  elements   into  non-­‐gaming  applica8ons  such  as  products,  services  &   marke8ng     Gamifica8on,  just  like  social,  will  start  to  weave  into  everything:     Media     Health  Care     Educa8on     Shopping     Crea8on     Collabora8on     etc   www.sylvaincoNong.com   99  
  32. 32. Characteris8cs  of  gamifica8on     Points,  virtual  currency  and  rewards,  compe88on,  reputa8on,   feedback,  leaderboards,  challenge,  relevance,  clear  targets  &   objec8ves  (ie.  Farmville,  Foursqaure…)       Focus  on  the  social       “Gamifying”  real-­‐life  experiences       Milestones  &  markers:  show  progression       Using  scarcity  to  force  choices  and  create  demand       Visual  Design:  using  game-­‐like  iconography  in  non-­‐gaming  products       Merging  of  tradi8onal  media  with  gaming  elements   www.sylvaincoNong.com   101  
  33. 33. Objec8ves  &  effects  of  gamifica8on     Mo8va8on  &  long  term  user  engagement       Making  things  more  pleasurable  in  an  interac8on,  process  &   informa8on  overloaded  world  (gain  users  aNen8on)       Brand  the  interac8on  with  users/customers       Can  be  used  for  customer  (or  user,  pa8ent…etc)  mo8va8on  &   engagement  but  also  internally  for  employee  mo8va8on  &   engagement  (like  controlling  travel  expenses  for  example)       Builds  systems  for  mo8va8on  that  meet  people’s  intrinsic  desire   but  also  make  them  feel  that  they  are  accomplishing  something   and  make  them  move  forward  in  their  life     www.sylvaincoNong.com   102  
  34. 34. Objec8ves  &  effects  of  gamifica8on     Gamifica8on  is  a  beNer  way  of  looking  at  all  kinds  of  systems  design:  we  focus  on  the  mo8va8ons   of  our  ac8ons:  what  drives  our  community  to  act  or  our  users  to  act  ?  We  learn  from  successful   social  games  like  Farmville       Tapping  into  the  millennium  genera8on  and  people’s  intrinsic  desire  for  mo8va8on     Empirical  data  shows  that  games  are  superior  at  mo8va8onal  techniques  (if  game  mechanics  are   used  in  a  smart  and  effec8ve  way).     Companies  that  are  experimental  and  smart  use  gamifica8on  for  posi8ve  change  and  influence  in   employee  &  customer  communi8es       Game  mechanics  are  going  to  replace  more  tradi8onal  systems  of  user  mo8va8ons       Gamifica8on  makes  feedback  loops  8ghter  and  8ghter  and  liNle  bit  more  decentralized   www.sylvaincoNong.com   103  
  35. 35. Psychology  of  gamers  archetypes    Research  of  Richard  Bartle:  hNp:// www.mud.co.uk/richard/hcds.htm,   hNp://en.wikipedia.org/wiki/Bartle_Test      Incen8ves  and  core  types  of  gamers:  achievers,   explorers,  socializers  and  killers.      This  is  true  for  people  in  almost  every  context,  be   it  ac8ng  as  a  players  in  a  game  or  as  employees  in   a  company.   www.sylvaincoNong.com   104  
  36. 36. Psychology  of  gamers  archetypes     Achievers:  want  to  be  successful;  not  everybody  is  an  achiever:  about  10-­‐15  %  of  a   companies’  collaborators  are  achievers       Explorers:  discover  new  things  and  bring  them  back  to  the  community,  i.e.  finding  news  deal   &  opportuni8es       Socializers:  interact  with  games  and  complicated  systems  principally  in  an  effort  to  create   connec8ons  to  others,  i.e.  customer  support  &  business  development       Killers:  people  who  are  like  achievers  except  that  they  play  a  win-­‐loose  game:  they  not  only   want  to  win  for  them  selves  but  also  want  to  beat  others  in  the  game       Successful  gamifica8on  requires  to  understand  the  mo8va8ons  of  these  types  of  players  in   every  context  to  design  around  them:  the  beNer  you  get  hold  of  these  mo8va8ons  and  design   around  them,  the  beNer  the  outcome  will  be   www.sylvaincoNong.com   105  
  37. 37. Mo8va8onal  design    Gamifica8on  is  form  of  mo8va8onal  design:      “Mo8va8onal  design  refers  to  the  process  of   arranging  resources  and  procedures  to  bring  about   changes  in  mo8va8on.  Mo8va8onal  design  can  be   applied  to  improving  students’  mo8va8on  to  learn,   employees’  mo8va8on  to  work,  the  development  of   specific  mo8va8onal  characteris8cs  in  individuals,  and   to  improving  peoples’  skills  in  self-­‐  mo8va8on.   hNp://www.arcsmodel.com/pdf/Mo8va8onal %20Design%20Rev%20060620.pdf“   www.sylvaincoNong.com   106  
  38. 38. Design  ethics   •  Mo8va8on  design  techniques  embody  manipula8on   poten8al:  can  either  be  used  for  posi8ve  change  or  for   bad  inten8ons       •  Games  are  a  force  that  can  get  people  to  take  ac8ons   against  their  self-­‐interest,  in  a  predictable  way,   without  using  force.     •  Dark  paNerns:  Sort  of  an8-­‐usability  /  an8-­‐user   prac8ces  that  are  commonly  used  by  designers  (on   purpose)  in  order  to  trick,  lull,  or  goad  users  into  doing   stuff  they  don't  want  to  do.   www.sylvaincoNong.com   107  
  39. 39. If  Google  employees  spend  less  then  their  allocated  amount  of  money   for  a  business  trip     •  they  can  keep  it  for  future  trips  where  they  can  upgrade  their  trip   plan     •  they  can  donate  for  charity     •  or  they  can  cash  out  part  of  it       Effects:     1)  aligns  employees  with  the  companies  travel  policy     2)  employees  start  to  talk  about  travel  expenses  and  manage  them     3)  controlling  travel  expenses  is  turned  into  an  opportunity  to   demonstrate  personal  mastery  (which  is  a  core  characteris8c  of   gamifica8on)   Corporate:  Google  travel  expense  management  
  40. 40. Social technologies & governments
  41. 41. And  don’t  forget  a  well  planned  change  management   strategy  and  plan  because:     OLD  ORGANIZATION  +  NEW  TECHNOLOGY   =  VERY  EXPENSIVE  OLD  ORGANIZATION       Prepare  your  organiza8ons’  culture  &  your  collaborators’  skills  &  capabili8es     Iden8fy  tribes  &  roles     Communicate  accordingly  and  posi8vely  (show  advantages  &  eliminate  fears)     Pre-­‐populate  the  social  ecosystem  with  content  by  a  pilot  group  of  users     Reward  exemplary  use  of  the  new  social  ecosystem     Write  down  guidelines  &  best  prac8ces     To  get  everybody  on  board  !     Thanks  !     @sly