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.
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