Everyday Influence

Every Company Is a Media Company: SAP’s 2010 Influencer Summit

This year’s SAP Influencer Summit was not only a successful model for influencer engagement, but an excellent example of Tom Foremski’s quote: “Every Company is a Media Company.” SAP’s amazing team of communication, marketing and business professionals just wrapped up their 2010 Annual Influencer Summit in Santa Clara, California.

The Influencer summit is a marquee event for SAP that dates back to 2001.  And when we started the event (in 2001), the core audience was a small group of elite IT industry analysts representing many of the top research firms in the industry. Over the years the event has evolved tremendously – in scope, size, audience and importance to SAP and now includes a wide range of industry influencers.

The reason for the increase in scope is tied directly to the changing nature of influence in our industry.  People who make decisions to purchase business software and other IT related hardware and services increasingly rely on multiple sources of experts/expertise in the industry to support, inform and shape their opinions - that ultimately influence their purchase decisions. 

Equal to this, the disruptive nature of social media and advancements in collaboration and mobile technologies have drastically changed the way that decision makers access, consume information, engage and collaborate with their trusted sources in the industry. 

The adjustments that we have made to our influencer relations program over the years are tied directly to these forces of change.

A bit of traditional…

The Influencer Summit is one core component of SAP's overall influencer relations program. 

It’s important as it provides us with the opportunity to bring SAP’s top executives, customers and partners together with the most important thought leaders and ‘truth seekers’ in the business software industry.  The core audience of this event represent the most prominent individuals in the IT analyst, academia, media, blogger, business consulting, customer, partner and SAP mentor communities.  Our estimate is that the people who attend this annual summit represent channels to the market that have an estimated $45 billion impact on business software purchase decisions.  It is an audience we respect and value very, very much.

Through the event we are able to provide these important industry professionals with the information they need to better understand SAP’s strategy (as it evolves); the progress we have made in delivering on the strategy (throughout the year); and highlight what we will deliver over the proceeding 12-18 months.  It is an event that has helped to keep SAP honest, accountable and focused.  It is also an event where the influencers ask (with great encouragement) very tough questions and challenge SAP.

…mixed with a whole lot of new

Because of the great advancements and effiencies of social and collaborative technologies we are now able to expand the scope and ‘influence’ of the summit without a dramatic increase in cost.

In 2010, SAP’s marketing organization made tremendous investments to co-develop an online virtual event platform with our partner vcopious that we used to support the summit.

If Facebook Were a Country…

By the numbers, Facebook is well over 500 million members strong.

As a community, its members spend over 700 billion minutes a month and share over 30 billion pieces of content (per month) in the Facebook environment (via status updates, comments, videos, links, etc.).

If you compare Facebook to the populations of the largest countries around the world it would rank 3rd behind China and India.  

Like China and India, Facebook is an ‘emerging’ economy that business professionals are trying to understand.  It has its own social norms, privacy issues, cultural sensitivities and community rules that govern how business is done and how its members engage and derive value.

Unlike China and India, however, the ‘Facebook Nation’ has no borders (with amost 70% of members outside of the U.S.) and is growing at a rate that will likely eclipse China and India over the next 3-5 years - in terms of population. 

The rise of Social Business.

Online social communities like Facebook have reached a level of maturity in that their value is more than just about ‘connecting people’ or helping people manage their relationships.  The power and impact of communities like Facebook, Twitter (175 million members) and Yelp (33+ miilion members) have reached impressive milestones over the last 18 months on a number of socioeconomic, business, and political levels. 

From a business perspective, just as business leaders are actively looking to emerging economies like China and India for opportunities to grow and expand their business; they must also take time understand the opportunities of doing business and managing their corporate presence in any of the growing number of powerful social communities (like Facebook) - beyond maintaining fan pages and advertising/sponsorship campaigns.

A Shift in Perspective.

Business leaders must shift their perspective on social media to think more in context of social business and how principles of social thinking can help them be successful and more competitive in this new environment.

As I have written before, I see that there are essentially three fundamental principles of social thinking that business leaders must align to, in order to be successful in a social business environment.  You must:

Managing Experience and Influence in a Social Business Environment

“Influence is like water.  It is always flowing somewhere.” – Gary Hamel

There is amazing truth to Gary Hamel’s observation when associated to the hypercompetitive and social business environment that we live and work in today. 

Over the past two years we have seen new ‘sources of water’ or ‘pools of influence’ form in and around our companies and our respective industries at an extremely rapid pace (fueled by the affects of social media tsunami).

As a result, many marketing and communication leaders (and their agencies) have struggled to make the right adjustments required to help their companies navigate the new realities of managing influence and doing business in a social environment. 

The truth is, we live in exciting times.

Old communication and marketing platforms and the 1:1 relationship models that we have all come to appreciate have been disrupted - to the point that mainstream media, industry analysts, NGOs, etc. are no longer the primary sources of information available for our customers and the market at large to draw upon to inform and shape their opinions and decisions.

Social media and online social networks provide us with instant access to a wealth of rich information for insight, education, advice and shared experience to support our decisions - be it to purchase, vote, endorse, etc. 

The key word here is experience. 

Experience is the most important and credible factor of influence that affects any individual or community to take action.

As consumers, we rely on our own experience (with a company or issue) as well as the shared experience of others to support our decisions and/or shape our opinions. 

Good or bad, experience is authentic, extremely credible, trustworthy…and very hard to buy.  

A bad experience shared on the Internet can travel at a velocity that can reach millions of people over night. 

As people begin to identify with or share their own similar ‘bad’ experiences - the impact on a company’s reputation and sales can be dramatic.  This alone should be enough to cause concern for any business leader. 

Perhaps more important though, is that every bad experience exposes a root issue (e.g. product or service quality, sales experience issues, etc.) that if ignored or not addressed in a timely manner can further expose a company to massive short and long-term business challenges.

In today’s social environment, the spark that often ignites the flame comes via a tweet, a blog post or a status update to a social media peer group.

In this regard, experience is perhaps the most disruptive factor of influence to companies in a social business environment. 

So how do you manage or generate positive experience?

Social Media Has Changed The Business Buying Process...

By Don Bulmer and Vanessa DiMauro

But how?

We are pleased to announce the launch of the 2nd annual New Symbiosis of Professional Networks research study.

Vanessa DiMauro, CEO, Leader Networks and I are leading this research as part of our 2010 Fellowship with The Society for New Communication Research (SNCR).

This annual study, explores how social media is impacting business by better understanding how business leaders use social media and social networks to support and inform their decisions. 

When we understand how social media changes professional decision-making, organizations can be more efficient, timely and supportive in how they interact with customers- ultimately leading to better engagement and decision-making in business.

Participants in this year's study will receive a free copy of the results. A link to the survey and last year's findings can be found on the research website.  

About the Research

The New Symbiosis of Professional Networks is an annual research study designed to benchmark the impact of social media on enterprise decision-making.

The social nature of decision-making has increased significantly, connecting generations of professionals to each other—changing the dynamics of customer relationship management, marketing, and communications – forever.

In the first study, we focused on professionals’ use of social media—and it all comes back to the strength of the relationship. Human relationships and peer-to-peer decision-making are inherently interrelated. 

Professional networks facilitate vast interactions, connections, and networks of people by enabling collaboration anywhere and at any time. 

Communities of practice, professional networks, social media, email, and SMS are among the tools that enable multi-channel access for individuals (employees, customers, partners, and suppliers).

In this second study (in the series) we will further examine the role of social media on decision-making among enterprise users and explore the dynamics of trust as well as the value of engagement and collaboration to support decision making and innovation across company operations for internal and external purposes.

The study explores the following questions:

• Is social media regarded as a trustworthy source of information for professionals?
• What do enterprise decision makers value most when interacting with peers through social media and social networks?
• How do enterprise decision makers use social media to gather information, advice and support peer collaboration; and how do they compare to traditional off-line networking and knowledge share?
• What tools and sources of social media are relied upon by professionals to make decisions?
• Will social media change the business and practice of enterprise-level operations (internal and external)?
• How do business leaders use social media for customer engagement/support; innovation of products and service; employee engagement; strategy development; sales and marketing?
• What has changed since 2009 in terms of social media usage and trust among professional decision-makers

13 Rules of Leadership for Communication, Influence and Social Media Strategy

For many years I have drawn great inspiration and lessons from leaders of all sorts - political, corporate, social and the like.

A political and social leader who has had among the greatest impact on me is former U.S. Army General and U.S. Secretary of State, Colin Powell.  In his autobiography 'My American Journey' Mr. Powell shares many stories, insights and lessons learned throughout his storied career. 

Perhaps the most important offering in the book are the '13 Rules of Leadership' that he shares.

I refer to these rules often and each time I look at them I learn something new. 

I would like to share them with you - along with commentary as to how I apply each as a communication professional leading in an environment of constant social and business change.

Interestingly, I found a great article authored by David Zinn published in 2000 - where he applied the same rules to coaching in sports.  A few of his insights are woven Into the below as well. 

RULE #1: It ain't as bad as you think. It will look better in the morning. 

The practice and art of managing communication and influence has changed significantly over the last three years driven in large part by the impressive utilization and growth of social media - further enabled by innovations in the development of mobile technologies and social applications. 

The ability for anyone to publish and communicate instantaneously with reach beyond boarders (only limited timezone) has fundamentally changed how communication professionals manage influence and shape opinion.

Communication professionals are often under pressure (sometimes false) to react or respond to issues in the social web in a matter of seconds or a few minutes - rather than several minutes to a few hours.  The pressure to react or respond so quickly to a negative 'tweet' or blog post before it becomes viral can be great.  It can also often make an issue or situation worse if done in hast.

Because of the viral nature of social media - when you react or act you must do so with a sense of purpose, clarity and honesty.  Sometimes this means taking time to gather facts, background and even assess if a response is warranted - or - if the 'social system' will self correct issues of concern.

It is always best to allow time to assess and condition a situation before reacting...because it might not look that bad after thinking it through.

RULE #2: Get mad, then get over it. 

Social media is a tremendous environment for people to channel their emotion and how they feel about a particular issue or situation.  When people communicate via social media it is often because they want to be listened to - they want to be heard.

The Leadership Imperative to Facilitate Innovation and Design Thinking

In a recent blog post I discussed the virtues of Design Thinking as a framework to facilitate the creation of innovative marketing and communication strategies.

In this post, I offer thoughts on what leaders need to do to create a culture where innovation and design thinking can actually thrive.

Lessons from Harvard Business Review.

In an article published in the December 2009 issue of the Harvard Business Review entitled “The Innovators DNA" authors Jeffrey H. Dyer, Hal B. Gregerson, and Clayton M. Christensen discuss the characteristics of leadership that drive innovation cultures within organizations.  The article is the result of a six-year study to uncover the origins of creative - and often disruptive - business strategies in innovative companies.

The authors discovered that the best leaders in many organizations are not the genius behind ground breaking innovations.  Rather they are the curators of ideas and design and are the facilitators of collaboration that often lead to great innovations.

The ability to innovate is the secret sauce of business success. 

Companies that embody the spirit of innovation through design will lead and win in the market.  Companies like Apple, Amazon, and Proctor & Gamble are great examples of companies that are leading and transforming the competitive landscape of their respective markets based (in large part) by the culture of innovation that runs through their DNA.

In an effort to isolate the characteristics of innovative leaders the authors of the HBR article identifed the following fundamental characteristics and skills that leaders must posess.

Basic Use of Twitter to Understand Stakeholder Brand Perception

For many executives, when it comes to understanding basic stakeholder perception and sentiment towards a company's product or corporate brand in the social web, Twitter is a great and safe place to start. 

People who 'tweet' want to be listened to, they want to be heard.  As such, Twitter is a perfect platform for people to channel their emotions, thoughts, experiences and ideas.

There are a number of free Twitter applications available that allow you to run an infinite number of Twitter queries at the same time - such as TweetDeck. 

As an example, you can start by running the following queries, side-by-side:

• Love [insert your company/product name]
• Hate [insert your company/product name]

This is a safe and easy way to understand the sentiment of people toward your company (brand, products and services) - at the extremes.  You can also conduct the same with your competitors as a comparison or benchmark. 

If you want to take things one step further you can 'engage' with and thank customers who support and love your products/services - by responding to tweets.  Perhaps ask a few questions while at it: "What do you like best about x products?" "How can we improve your experience?"

Design Thinking for Developing Innovative Communication Strategies

 
I have drawn great inspiration from concepts of design thinking over the last four years as a basis to create and implement innovative communication and influence programs. 

After a recent conversation with a member of my team at SAP - Carly Cooper - I am further inspired to delve more deeply into the realm of design thinking as I feel that it represents one of the best frameworks for marketing and communication professionals to understand as they adjust to the current socioeconomic trends transforming business - as a result of social media.

The unstated ideas and principles of design thinking have been in practice for centuries and have served as the basis for many technology and business model innovations.

Companies like Apple, Dell, Proctor & Gamble and recent upstarts like Better Place and Salesforce.com have famously validated these principles to create significant game changing business models and innovations that in many ways have redefined the landscape of their respective industries.

The team at IDEO have formalized these concepts over the last decade with frameworks that have been refined, debated and discussed among an impressive group of thought leaders, practitioners and innovators.

Hasso Plattner a co-founder of SAP has become a patron of design thinking through his great efforts to sponsor the Hasso Plattner Institute of Design at Stanford University and the Hasso Plattner Institute in Potsdam, Germany.

What is Design Thinking?

Wikipedia defines design thinking as:

If Every Company is a Media Company…Then Who Owns Social Media?

Answer: Everyone!

Social media has evolved significantly from its roots in marketing and corporate communications to the point that it should no longer be viewed as merely a function or a discipline within a company. 

In a business context, social media is no longer just a destination or a set of tools and features.  It has evolved into a very powerful extension and dimension of work…a new way of thinking about how business is done.

Asking the question (today) 'who owns social media?' in business is like asking the question 'who owns email?' 

Everyone does. 

Email has traditionally played an important role in how people communicate, collaborate and share information.  In many ways, social media represents a massive evolution (or revolution) as to how we do the same – but in a different context and with greater benefit.

Everyone in a corporate environment needs to understand, appreciate and own how social media is used in the context of what they do.

Resistance is futile

A mistake that many companies make is to relegate social media to just marketing and/or corporate communications and associate it as only relevant to the youngest generations of people. 

Adjusting to the use and rules of social media and social thinking is not easy for everyone.

For many people, the idea of something 'new' is not always welcome.  After-all, many people have built great careers and resumes based on doing things a certain way and in an environment where they have influence and control. Anything new and as disruptive as social media is often adverse.

Success will come to those who embrace and understand how principles of social thinking can help them be more successful in what they do.

Politics and ownership

Another mistake that often stalls progress in big companies (related to social media) deals with the nasty issue of 'ownership.'

Ownership in business is one of those words that for something as ubiquitous as social media can only lead to frustration and political discourse.  The moment someone claims ownership (usually associated with people and budget) a line is drawn...which creates a divide that fuels politics and bureaucracy...which slows everyone and everything down.

Thought Leadership – A New Social Currency

Social media is a tremendous environment for B2B companies to establish competitive advantage through compelling thought leadership.

In a social environment, thought leadership allows companies to frame and stimulate conversation and collaboration around important and sometimes complex ideas and real-world business and socioeconomic problems – where their solutions are uniquely positioned to help address.

Through social media, companies can reach highly targeted audiences by role (CEOs, CIOs, developers, etc.), industry orientation and geography through any form of generic or specialized social network or community (LinkedIn, Facebook, Twitter, MyVenturePad.com, YouTube, etc.).

If compelling, people will contribute, share and internalize the thought leadership – giving companies a tremendous opportunity to influence agendas and establish standards in the market.

As outlined in a recent post by Rob Leavitt, in order to make an impact - thought leadership requires focus, depth and continuity.

For many companies this represents a big challenge due to a lack of skilled and trained staff (in house) to produce good, deep and continuous thought leadership - on their own.

Where resources are limited (in-house) many companies rely on external 'thought leaders' and influencers such as high profile academics, analysts, consultants and industry experts to help shape industry conversations.

Every company is a media company

Tom Foremski has made a passionate and compelling case for why every company is now a media company - in the wake of a disrupted and distributed media industry.

The cascade of the strengthening forces behind the disruption of the media industry (that Tom outlines) has forever changed how corporations manage their communications, reputations, brands and execution of business strategies.

On the positive side, companies now have the ability (and forced accountability) to communicate directly with its key audiences – giving them greater reach and more influence than traditional media has ever offered as a primary channel in the past. 

On the flip side, success in a new media environment requires a shift in how companies use their cadre of resources including employees, customers, partners and external influencers to be successful.

As every company is now a media company...every person is now (also) a media entity. 

Those companies that maximize and mobilize its employees and external stakeholders around important ideas and issues - will be successful.

This is where thought leadership can play a powerful role.