Tom Peters’ Re-Imagine excellence!


CNO CMO/Marketing CXO/eXperience CNO/eNgagement



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CNO

CMO/Marketing CXO/eXperience CNO/eNgagement

  • “Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do.”
  • Social Business By Design: Transformative Social Media Strategies
  • For the Connected Company —Dion Hinchcliffe & Peter Kim
  • MillerCoors: Gender imbalance. Women of Sales peer support. Private network, Attrition plummeted.
  • Teva Canada: Supply chain excellence achieved. Share-Point/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc.
  • IBM: Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebook.
  • Bloomberg: Mobi social media analytics prelude to stock performance.
  • Intuit: Struggling against H&R Block temp staffing/ customers #1 asset/Live Community, focused on help with transactions (not general, embedded in TurboTax).
  • Social Business By Design: Transformative Social Media Strategies
  • For the Connected Company —Dion Hinchcliffe & Peter Kim
  • Social Survival Manifesto*
  • Hiding is not an option.
  • Face it, you are outnumbered. (“level playing field, arrogance denied”)
  • You no longer control the message.
  • Try acting like … a human being.
  • Learn to listen, or else. (“REALLY listening to others a must”)
  • Admit that you don’t have all the answers.
  • Speak plainly and seek to inform.
  • Quit being a monolith. (“Your employees, speaking online as individuals, are a crucial resource … can be managed through frameworks that ENCOURAGE participation”)
  • Try being less evil.
  • Pay it forward, now. (“Internet culture largely built on the principal of the Gift Economy … give value away to your online communities”)
  • *Tom Liacas; socialdisruptions.com
  • Seven Characteristics of the Social Employee
  • 1. Engaged
  • 2. Expects Integration of the Personal and Professional
  • 3. Buys Into the Brand’s Story
  • 4. Born Collaborator
  • 5. Listens
  • 6. Customer-Centric
  • 7. Empowered Change Agent
  • Source: Cheryl Burgess & Mark Burgess, The Social Employee
  • Marbles, a Ball and Social Employees ay IBM
  • “Picture a ball and a bag of marbles side by side. The two items might have the same volume—that is, if you dropped them into a bucket, they would sisplace the same amount of water. The difference, however, lies in the surface area, Because a bag of marbles is comprised of several individual pieces, the combined surface area of all the marbles far outstrips the surface area of a single ball. The expanded surface area represents a social brand’s increased diversity. These surfaces connect and interact with each other in unique ways, offering customers and employees alike a variety of paths toward a myriad of solutions. If none of the paths prove to be suitable, social employees can carve out new paths on their own.” —Ethan McCarty, Director of Enterprise Social Strategy, IBM (from Cheryl Burgess & Mark Burgess, The Social Employee
  • Formal IBM Social Business
  • Policy: Via a “wiki experiment;” IBM employees create crowd-sourced policy.*
  • *Subsequently “Digital IBMer Hub”; “Connections” social
  • media platform, etc. etc.
  • Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social Employee
  • IBM Social Business Markers/2005-2012
  • *433,000 employees on IBM Connection
  • *26,000 individual blogs
  • *91,000 communities
  • *62, ooo wikis
  • *50,000,000 IMs/day
  • *200,000 employees on Facebook
  • *295, 000 employees/800,000 followers
  • of the brand
  • *35,000 on Twitter
  • Source: IBM case, in Cheryl Burgess & Mark Burgess, The Social Employee

SB/SE > SM* *“Social BUSINESS”/“Social EMPLOYEE”/“Social Media”

  • “Gamification”

Gamification “Gamification presents the best tools humanity has ever had to create and sustain engagement in people.” Source: Gabe Zichermann & Joselin Linder, Gamification: How Leaders Leverage Game Mechanics to Crush the Competition

  • It Ain’t About the Ws and Ls!
  • “Fun from games arises out of mastery. It arises out of comprehension. It is the
  • act of solving puzzles that makes games fun. In other words, with games, learning
  • is the drug.” —Raph Koster, A Theory of Fun For Game Designers

For the Win: How Game Thinking Can Revolutionize Your Business —Kevin Werbach & Dan Hunter The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition —Gabe Zichermann & Joselin Linder

Feedback Friends Fun Source: The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition —Gabe Zichermann & Joselin Linder




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