This month’s Harvard Business Review has a series of articles on Managing in a New World. As marketing, communications and media departments continue through their own turbulent transitions it’s important that CEOs understand the top 10 issues to create more socially-minded organizations.
Getting stuff done through social technologies is largely dependent on deep understanding of company culture and implementing against a myriad of constraints surprisingly consistent across big companies. So here goes..
1. The struggle over who owns it. No one owns it. Social is an enterprise-wide trend. I’ve posted some thoughts here on ownership as a fictional premise long-term.
2. Perception that social is simply cheap media. The reality: while the technology is cheap (or free) investment costs are required to re-think processes and operate campaigns that have no or minimal precedent. Upfront investment over time will more than pay for itself if scaled effectively. Cost of operation significantly decreases while impact increases. But to get in the game you must put skin in the game.
3. Knowing enough to be dangerous. Sorta-know social experts, both client and consultant-side, present risks to campaigns and social integration efforts. What may look smart in Power Point may be a train-wreck in-the-making in reality. The people who can tell the difference are those with tangible work experience, not to mention the scars that go with it.
4. The abundant consultant market. The frenzy around social media has quickly created a strange brew of true experts, agency sorta-get-its, blogger counselors, and regretfully, straight-up bullshit artists (At the time of this post there are 17,000+ people who tagged themselves on We Follow, many self-proclaimed social media experts ). How to make sense of it all through trusted advisers who do what they prescribe is a central challenge moving into marketing’s next phase.
5. Philosopher kings. We’ve all seen them and likely been guilty of playing the part at some point. Getting into seemingly endless philosophical discussions that have no clear-take away on setting policy, direction or specific steps to execute. You can’t adapt to the new media environment by BS’ing in the boardroom. You adapt through trial, error and refinement. Based on specific set of steps to be taken.
6. Tools that rule conversation. Not to be confused with item 5, the irony of new social technologies dominating new media discussions inside companies. Apply the 80/20 rule here. Instead of spending 80 percent of the time talking Twitter, Facebook, YouTube, etc., spend time talking business objectives, cost-cutting opportunities, relationships you’re trying to build. Then determine which tools are best for you to get the job done.
7. The Readiness Factor. It’s staggering how consistently “we’re not ready for social media” still comes up in planning discussions. This despite all evidence pointing to a real-time systemic shift in the way information, media and entertainment is being produced, consumed and shared. The Institute of the Future predicts this will lead to a new socialstructuring of organizations and society. Plan your moves now in a way that fits the strategic frame for your business. Unless of course you intend to join the growing list of displaced business.
8. Brand driver distractions. As the current HBR issues reinforces executives are dealing with an unprecedented level of turbulence operating their businesses. Couple that with an unprecedented amount of brand information flowing about and you have a looming attention crisis for people driving brand business ops. This again points to a premium on finding advisers who can simplify steps to address proactive opportunities and relevant issues to react to. And most importantly prioritizing the actions exclusively on items that move the business forward.
9. Incentive to innovate. Too many managers operate with a mindset aligned around two fundamental questions: 1) what do I need to do to keep my job in downsizing cycle and 2) what do I need do to meet performance measures tied to incentives. The reality is performance goals were largely designed for a pre-recession, pre-social business environment. Without updates, performance requirements will continue to be an inhibitor to progress. Involve HR if social is serious business for you.
10. Mass orientation to social media. None of this means squat unless orientation and campaign production are designed with audience interests deeply in-mind. Broadcast principles need to be unlearned for new communications to be relevant, reciprocal, and, of course, social.
Lots to think about and plenty to do. What would you add to the list…what advice would you share to shape new ways of executing social business?
