SOCIAL BUSINESSConnecting culture with strategy.

Why Social Business?

Why Social Business?What are some of the issues faced by organisations which are most relevant

to Social Business?

Are any of these familiar?

RecognitionSense of purposeFeeling ConnectedAn Opportunity to contribute

Attract & keep great peopleInnovation & CollaborationRetain & share knowledgeBuilding a Great Culture

Employee Needs Business Challenges

We believe these problems can be addressed through the creation of

a‘Connected Community Culture’

‘Connected Community Culture’….and that a

“Occurs when High Performance Organisations intentionally harness mass collaboration through the use of social

capabilities & technologies to support the achievement of strategy ownership (alignment of culture with strategy) and

unleash collective potential". 

‘Connected Community Culture’….and that a

will be the next evolution for Organisational Leadership.

‘Connected Community Culture’….and we predict that

Command & ControlCulture

High PerformanceCulture

Connected Community Culture

Purpose Community

Social Technolog

y

Mass Collaboration

Fundamentally its about bringing these three things together to hit a sweet spot.

‘What will change in the way we think?’

Intangibles

Tangibles

OutcomesIncomes

PeopleProducts

CreativityProductivity

ConnectionsTransactions

Business Focused on…

Flexible, loose & large Networks Integrated TeamsHierarchical

Organisational Structure…

Inspirational Leadership

by

Social & Massive Trust

= unleashed potential

& contribution

Leadership by Engagementthrough

Care & Trust

= ownership & performance

Management by Control through

Fear & Risk Protection

= transactional compliance

Leadership Styles…

Upwards & AcrossIntangibles

Downwards & UpwardsTangibles/Intangibles

Top DownTangibles

Communication Flow…

communities as

contributions

proactive

leaders & teams around outcomes & benefits,

reactive & proactive

managers around tasks and activities,

reactive

Job Roles defined by…

Social PlatformsSynced DevicesIntegrated Apps

Device Consolidation

EmailMobileVideo ConferencingText

Face to FaceTelegraphPhoneFax

Communication Tools…

The ChangeLeadership & organisations have to design for loss of

control.

The Challenge

TRUST will need to become the organisations’ dominant

BELIEF.

Connecting culture with strategy

We call this, Strategy Ownership

In a similar way to the iceberg theory of human behaviour,what happens on the surface of an organisation

is driven by what lies beneath.

Beliefs & Values

Behaviour

Strategy Ownership The

modelSTRATEGY

Current FOCUS of most Leaders Great

Outcomes

Accountability

Ability

Ownership

Strategy Ownership The

modelSTRATEGY

Current FOCUS of most Leaders Great

Outcomes

What

Rea

lly M

atte

rs

Ownership

Strategy Ownership The

model

Accountability

Ability

AccountabilityW

hat

Rea

lly M

atte

rs

Great Outcomes

OwnershipPurpose & Vision

Principles & ValuesStrategy

Aligned Objectives

Ownership

Strategy Ownership The

model

Accountability

Ability

AccountabilityW

hat

Rea

lly M

atte

rs

Great Outcomes

Ownership

We know we have it when we see PASSION & FOCUS

Strategy Ownership The

model

Ability

Ownership

AccountabilityW

hat

Rea

lly M

atte

rs

Great Outcomes

AbilityKnowledge & Skills

Tools & infrastructureStructure & resourcesSystems & processes

Strategy Ownership The

model

Ability

Ownership

AccountabilityW

hat

Rea

lly M

atte

rs

Great Outcomes

Ability

We know we have it when we see EFFECTIVENESS

Strategy Ownership The

model

Accountability

Ownership

Ability

What

Rea

lly M

atte

rs

Great Outcomes

AccountabilityFollow through

ReviewRecognition

Celebrating successReflecting on setbacks

Strategy Ownership The

model

Accountability

Ownership

Ability

What

Rea

lly M

atte

rs

Great Outcomes

Accountability

We know we have it when we see PROGRESS

Aligned

Beh

avio

ur A

ligned B

ehavio

urAccountability

Ability

Ownership

Strategy Ownership The

modelGreat Strategy + Right Culture =Great Outcomes

So how doesConnected Community Culture

Strategy Ownership?help us achieve

Creates a link to the bigger picture.

Brings people together.

More people contribute. Speed to communicate the

cause.

Purpose Community

Social Technology

Getting everyone aligned to the cause.Ownership

Focus & reason forCollaboration.

Access knowledge & skills from everywhere

Prevent DuplicationCapture best practice

Solve problems & innovateBuild relationships

Purpose Community

Social Technology

Ensuring we can make it happen.Ability

Shows how we are making a difference

Celebrates SuccessAwareness of Progress

Real-time Transparency of Results

Purpose Community

Social Technology

Keeping people on track.Accountability

‘So what is required to take the step?’

The Four Pillars ofConnected Community Culture

Inspiring Cause TRUST at the core

Collaboration Thinking

Leader Led Core way to Communicate

Embedded with Key WorkflowsAligned to Business Goals

Primary Source of Innovation and Growth

The Critical success factors ofConnected Community Culture

Lead Communities as well as Teams

The Role of Leaders

Start the right conversations

The Role of Leaders

The Role of Leaders

Link to Vision and Purpose

The Role of Leaders

Challenge old beliefs and processes

The Role of Leaders

Ask great questions

The Role of Leaders

Provide Context and Focus

The Role of Leaders

Be active participants

Connected Community Culturewill be the fastest way to achieve

Strategy Ownership.

Purpose

Community

Social Technolog

y

Mass Collaboration

Ownership

Ability

Accountability

What

Rea

lly

Mat

ters

Strategy Ownership is the fastest way to achieve

Great Outcomes.

Ownership

Ability

Accountability Great Outcomes

Are you ready to be ready?

The process from today.

Create one focused community…let it grow from there.

Give it a go, start small.

Thank you.