Tag Archives: strategy

Social Media Forum: Social Currency

Yesterday I did a talk at the Social Media Forum 2011 in Brussels. It’s a topic that I’m interested in since 2006 or so, the time Hugh MacLeod started talking about “social objects”. You’ll find out why when you keep on reading.

I started the presentation with a quote from Mark Twain I had found only a day earlier:

“The two most important days in your life are the day you are born, and the day you find out why” (Mark Twain)

The reason for that was mainly that as usual in social media related conferences (or actually on many of the stuff that is written about it online as well) is around tactics, hardly ever about the reason why. One of the other speakers asked a question about whether you need to be active on social media or building your own web presence, I think he used the reference ‘fish where the fish are’ to reference social media. To stay in that analogy that is like saying you should either ‘fish where the fish are’ versus ‘making sure your fridge is at the best possible temperature’. In that idea the tactics we’re all focusing in so much is just the same as thinking about tricks to get the fish to hop in the fridge themselves… that’s a silly idea isn’t it?

Enough about fish already. When I think about Social Currency, I can only think of it as the most interesting thing possible in social. What do other have to say about it though? That’s what you can see on the first few slides. A lot of explanation etc, and I can only think NOPE (thank you Chuck Testa). Why do I think it’s more than that? There are 2 cases I used to prove my point.

First one: The Blue Monster. You can read about that on my blog as I’ve written about it several times before, it is that what I believe made Hugh start to talk about ‘social objects’. Explaining what it meant for him. He called it the hard currency of the internet:

“The interesting thing about the Social Object is the not the object itself, but the conversations that happen around them. The Blue Monster is a good example of this. It’s not the cartoon that’s interesting, it’s the conversations that happen around it that’s interesting.”

It was the Blue Monster that gave me, Steve and many other Microsoft colleagues a way into the tech community to talk about Microsoft and how we (as employees) were convinced something was changing on the inside. Only because people didn’t understand why we used the cartoon ourselves. The question to explain that created that window of opportunity.

A more recent example, the second one I used in my talk was the “Bikers” viral we made for Carlsberg 2-3 months ago. I haven’t talked about that video on my blog before, yet there’s a chance you have seen it – as did about 13 million people since launch. You have to see it first before I can further explain:


Apart from thinking it’s funny, what was the first idea on your mind? There’s a good chance it  was something in the lines of ‘would I have done that?’. Carlsberg launched their new baseline recently: That calls for a Carlsberg. And with that also a new proposition. It’s about a ‘reward for a daily act of courage’. And this was our (first) answer to that. Notice that you didn’t just talk about it, you probably discussed about it. It’s almost a social experiment.

That’s what Social Currency is about, a way to create value. That’s also why I think it’s a better word than object. And, it’s not just about talk value, but about discussion value. Make stuff worth discussing. If you keen on doing this, you build Social Capital. And that’s fundamentally much more interesting than learning about a few (ever changing) tactics first.

Hope you like that, feel free to comment. You can find the (small) presentation up on Slideshare:

Stratégies Gagnantes: Agile Planning

About a week ago I did a presentation at an event in Charleroi called “Stratégies Gagnantes” (which means as much as ‘Winning Strategies’) together with other speakers such as Michael Cawly (COO Ryanair), Nathalie Klein (Director Consumer Insights Coca-Cola), …I was asked to present about what I thought would contribute most towards winning strategies from a marketing point of view. This based on my experience in digital and specifically as Head of Digital at Duval Guillaume Modem, the agency I work for in Antwerp.

The topic I chose to talk about was ‘agile’, more specifically ‘agile planning’. We all know by now the world is changing, and it’s changing fast. So I didn’t want to go in to much about that, but instead focus on how we need to rethink the way we plan to cope with a situation that is always ‘in motion’. It was an easy choice to make since I’ve been fascinated about agile and about how we should use this thinking (that originates from the agile software development) into our business, into the way we think about planning for the future. Neil Perkin has written quite a few good posts about ‘agile thinking’ as key for anybody who wants to be more future proof. I’ve used some of his thoughts in this presentation.

 

In the presentation bring forward 4 ideas that need to be considered when thinking about introducing agile planning to your organisation:

  1. Ideas from anywhere: get out of the organization silos – idea generation happens best when people across all business lines get together
  2. Plan for the unknown: imagine what would be possible instead of solely relying on what you can deduct from past experience
  3. Measure to improve: instead of measure to report – make sure you get the learnings when you can still adapt
  4. Budget for change: make sure there’s time and money to make the change happen

Let me know what you think.

The problem of the internal story

Yesterday Edelman organized a breakfast event together with The Centre for which they had Steve Rubel as guest speaker as well as Patrick Bosteels and Ramon Suarez as specialists at the table for further discussion. Steve’s presentation was interesting (as usual), there’s a good write up about it on Steve’s Posterous.

Screen_shot_2011-04-25_at_7.07

What struck me most however during the discussion afterwards is how all businesses are struggling with social media, in particular how they were struggling to make it work on an organizational level. A recurring problem that I’ve also noticed plenty of times with some of our own clients. What happens today is that many in the communications department have discovered social media and wish to make use of it. Be it thanks to agency advice, because of their own interest, due to pressure from above, … whatever the reason you see there’s an ask for building solid presence on social media. 

In many cases this presence will include telling real stories from real people inside the company, no better way to show authenticity right? And that’s where lies the problem in my opinion. The communication department sees the opportunity of becoming more social, realizes that it cannot do it by themselves for 2 reasons:

  1. It involves the whole company, or at least most departments in the company. Make social media 1% of 100 people’s job instead of 100% of 1 man’s job – dixit Steve.
  2. The real stories are not with the communication department, they are with the people building the products, selling the services, meeting the clients, …

And although they are interlinked, I believe that most of what we’re trying to do today is trying to fix the first problem. I do believe the challenge with the second problem is bigger though, it’s more difficult to tackle.

Steve talked about the necessity to look at what motivates people in the organization to get them involved. Is it money, internal recognition, reviews, … Which button to push to get people to participate. I think that’s very true, but wonder if it can help with that second challenge. I’ve experienced with some small to very large enterprises that and the gap between the comms department who recognized the opportunity and realizes there’s plenty of content within company to be used to actually surfacing that content in a way that is sustainable is too big to overcome.

So how do you overcome that gap? How do you surface the internal stories that matter to your company? What’s your take?

Don’t blog about this.

BMW sure found a way to get my (and most of the automotive press’) attention with this. Check it out, not sure what is going to be released but I promise I won’t blog about this ;)

dontblogaboutthis

Good is the enemy of great

‘Kun det bedste er godt nok’ (‘Only the best is good enough’) is the LEGO company motto.

“Since its first interlocking brick was launched in 1949 it has become more popular than any toy in history. Every second, seven new boxes of Lego are sold; for every person in the world, there are 62 Lego pieces; Lego people – mini-figures, as they’re known – outnumber real people. You’d think it would be impossible to to go wrong with a brand as beloved as that.”

Yet five years ago, they almost went bankrupt.

LEGO

“The problem lay not with the product, but with the company’s attempts in the Nineties to make itself more modern and relevant in the age of video games. It had attempted to broaden its appeal to the young female market; it had tried to become a lifestyle brand with its own lines of clothes and watches; it had built more theme parks. But in doing so it had neglected its core business.”

This is a fascinating story of a company that reinvented itself by going back to the core. With some incredible pictures from the inside, great stuff.

Consumers don’t care about strategy

I don’t think there’s another product in tech that is ridiculed as much as Microsoft Bob. Never heard of it? That’s probably for a reason. Kudos to Monica Harrington for ‘confessing’ that she used to work on Bob and for writing a blogpost about it on Todd Bishop’s Microsoft blog. The product might have been a failure, the lessons learned are absolutely worth for everyone to read. Here’s one that stood out for me:

Consumers don’t care about strategy. Corporate customers do because if they’re investing big dollars over many years in a product, they want to know that it will continue to evolve in ways that are beneficial to the organization. In the corporate market, selling a vision is huge. By contrast, selling a vision to consumers is pointless. The key question they want answered is, "Does it make my life better today?"

It reminded me of how we always try to translate what lives in the ‘Meeting Room’ to something that can work in the ‘Living Room’ for all our clients. Make sure you read Monica’s full post, it’s worth it.


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