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Creating a social company from
 the inside out and the outside in POST*SHIFT@LeeBryant / SMI Utilities / London
POST*SHIFT ConsultingSoftwareResearch
major changes ahead in utilities markets
major changes ahead in utilities markets
major changes ahead in utilities markets
Trust improving, but from a very low base in the UK
barriers to entry no longer provide positional defence
platforms, ecosystems, relationships are the new power
why reform existing firms when we can create startups?
‘Industrial Internet’ & IoT : we cannot live by apps alone
we are making progress with digital transformation
but internal structure remains a barrier for large firms
11 combinatorial innovation demands real org change
11 combinatorial innovation demands real org change
agility is now the number one change goal for large orgs Source: Jon Husband's logo for Wirearchy
typical target capabilities for an agile company { } Example characteristics of a social / connected company: 1. customer-...
how can social media teams
 help stimulate change ?
social engagement hard to achieve in a top-down culture cubicle city by LongitudeLatitude businessinsider.com
social engagement hard to achieve in a top-down culture cubicle city by LongitudeLatitude businessinsider.com
social engagement hard to achieve in a top-down culture cubicle city by LongitudeLatitude businessinsider.com
social on the outside, anti-social on the inside won’t work
social on the outside, anti-social on the inside won’t work
beyond cats and cupcakes: real business goals for social Smirking Cat by Post Memes
4 ways your social team can influence org improvement SOCIAL MEDIA
 TASK FORCE CHANGE AGENT NETWORK SOCIAL MEDIA INTELLIGEN...
1. task force: find and connect islands of good practice
Maersk Line have approached social by empowering a panel of employees to run their corporate Twitter account. This is a si...
employee advocacy: an authentic face to the market
reverse mentoring to get leaders on board & comfortable
2. capturing social media insights to change the firm Catching a falling star by Peasap
insights for all, not just management reporting Catching a falling star by Peasap
employees and customers as a ‘human sensor network’ Sheeren mosaic 2 by Paul Wells
create organisational health indicators for key capabilities
use this to drive rapid iteration and small-scale changes
3. spark the change by running a change agent network
you don’t need permission to improve the organisation
social teams make a great hub for change networks
the ‘Power of Small Things’ can create sustainable change
change agents are often the leaders of tomorrow
Shift*Groups.com : a community of change agents
4. start with yourself: experiment with new ways of working
what new ‘connected’ capabilities can your team create?
small agile teams driven by ‘market pull’ see http://www.organizeforcomplexity.com
there are many new ways of working techniques emerging
social media is not just
 a.n.other marketing channel,
 but also a ‘sense & respond’
 tool to help firms evolve in response...
perhaps you can create more value for your firm and your customers by connecting internal and external engagement to create...
thank you for listening :) { }Please continue the conversation with us: • @leebryant / @postshift • lee@postshift.com • ww...
Additional image credits and references http://www.flickr.com/photos/tinkerszone/3948664111 http://www.flickr.com/photos/khe...
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Apr. 14, 2016

Social Teams and Organisational Change in Utilities

A talk I gave to the SMI Social Media in Utilities Conference in London, April 2016 about how social media teams should play a more central role in informing and co-ordinating efforts to make traditional utilities firms more responsive.

License: CC Attribution-NoDerivs License
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Social Teams and Organisational Change in Utilities

  1. 1. Creating a social company from
 the inside out and the outside in POST*SHIFT@LeeBryant / SMI Utilities / London
  2. 2. POST*SHIFT ConsultingSoftwareResearch
  3. 3. major changes ahead in utilities markets
  4. 4. major changes ahead in utilities markets
  5. 5. major changes ahead in utilities markets
  6. 6. Trust improving, but from a very low base in the UK
  7. 7. barriers to entry no longer provide positional defence
  8. 8. platforms, ecosystems, relationships are the new power
  9. 9. why reform existing firms when we can create startups?
  10. 10. ‘Industrial Internet’ & IoT : we cannot live by apps alone
  11. 11. we are making progress with digital transformation
  12. 12. but internal structure remains a barrier for large firms
  13. 13. 11 combinatorial innovation demands real org change
  14. 14. 11 combinatorial innovation demands real org change
  15. 15. agility is now the number one change goal for large orgs Source: Jon Husband's logo for Wirearchy
  16. 16. typical target capabilities for an agile company { } Example characteristics of a social / connected company: 1. customer-centric culture
 and an outside-in configuration 2. small teams, agile working and a responsive structure 3. focus on tasks to be done, not fixed positions / roles 4. networked, data-driven,
 with intelligence at the edges 5. constant re-focusing
 to meet changing markets Hot iron! by Tinkerbrad
  17. 17. how can social media teams
 help stimulate change ?
  18. 18. social engagement hard to achieve in a top-down culture cubicle city by LongitudeLatitude businessinsider.com
  19. 19. social engagement hard to achieve in a top-down culture cubicle city by LongitudeLatitude businessinsider.com
  20. 20. social engagement hard to achieve in a top-down culture cubicle city by LongitudeLatitude businessinsider.com
  21. 21. social on the outside, anti-social on the inside won’t work
  22. 22. social on the outside, anti-social on the inside won’t work
  23. 23. beyond cats and cupcakes: real business goals for social Smirking Cat by Post Memes
  24. 24. 4 ways your social team can influence org improvement SOCIAL MEDIA
 TASK FORCE CHANGE AGENT NETWORK SOCIAL MEDIA INTELLIGENCE Birdland at Bourton on the Water 23-09-2013 by Karen Roe Colours in the sky by Maarten Nijman Parrots by Martin Pettitt https://www.flickr.com/photos/karen_roe/13387510265 EMBODY NEW WAYS OF WORKING
  25. 25. 1. task force: find and connect islands of good practice
  26. 26. Maersk Line have approached social by empowering a panel of employees to run their corporate Twitter account. This is a simple and effective way to create transparency and to bring out employees’ expertise and diversity. Maersk’s award winning approach Source: Maersk Line Social example of the ‘task force’ distributed approach
  27. 27. employee advocacy: an authentic face to the market
  28. 28. reverse mentoring to get leaders on board & comfortable
  29. 29. 2. capturing social media insights to change the firm Catching a falling star by Peasap
  30. 30. insights for all, not just management reporting Catching a falling star by Peasap
  31. 31. employees and customers as a ‘human sensor network’ Sheeren mosaic 2 by Paul Wells
  32. 32. create organisational health indicators for key capabilities
  33. 33. use this to drive rapid iteration and small-scale changes
  34. 34. 3. spark the change by running a change agent network
  35. 35. you don’t need permission to improve the organisation
  36. 36. social teams make a great hub for change networks
  37. 37. the ‘Power of Small Things’ can create sustainable change
  38. 38. change agents are often the leaders of tomorrow
  39. 39. Shift*Groups.com : a community of change agents
  40. 40. 4. start with yourself: experiment with new ways of working
  41. 41. what new ‘connected’ capabilities can your team create?
  42. 42. small agile teams driven by ‘market pull’ see http://www.organizeforcomplexity.com
  43. 43. there are many new ways of working techniques emerging
  44. 44. social media is not just
 a.n.other marketing channel,
 but also a ‘sense & respond’
 tool to help firms evolve in response to rapidly changing market conditions
  45. 45. perhaps you can create more value for your firm and your customers by connecting internal and external engagement to create a more agile company
  46. 46. thank you for listening :) { }Please continue the conversation with us: • @leebryant / @postshift • lee@postshift.com • www.postshift.com POST*SHIFT
  47. 47. Additional image credits and references http://www.flickr.com/photos/tinkerszone/3948664111 http://www.flickr.com/photos/kheelcenter/5279194177/ https://www.flickr.com/photos/ranopamas/15021075201 http://verd2go.com https://thington.com http://www.tesla.com http://www.slideshare.net/EdelmanInsights/2015-edelman-trust-barometer-energy-sector-results https://www.flickr.com/photos/flissphil/52158537 https://www.flickr.com/photos/ideowl/4529488634/ https://www.flickr.com/photos/jurvetson/6219463656 http://www.businessinsider.com/huge-social-media-manager-does-all-day-2014-5?IR=T https://www.flickr.com/photos/kheelcenter/5279194177 https://www.flickr.com/photos/sneakerdog/315377551 https://www.flickr.com/photos/christianhaugen/3527748298 http://i.imgur.com/Qr3xx.jpg https://www.flickr.com/photos/fabolous/15728923718 https://www.flickr.com/photos/kaypikefashion/14208705756 https://www.flickr.com/photos/81133120@N06/14911009117 https://www.flickr.com/photos/peterkaminski/1688635/ https://www.flickr.com/photos/freelearninglife/7098001041/ http://www.organizeforcomplexity.com http://www.gapingvoid.com/Moveable_Type/archives/002145.html https://www.flickr.com/photos/stevendepolo/4613540568/ https://www.flickr.com/photos/vandalog/9445960751/ http://www.mckinsey.com/insights/business_technology/The_digital_tipping_point_McKinsey_Global_Survey_results? cid=DigitalEdge-eml-alt-mip-mck-oth-1406

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