Pretzel Logic – Social and Collaborative Business

I’ve always been a bit of a closet branding nut with specific interest in tag lines. Something about meaningful one-liners that express the essence of an institution. How well they live up to it is another matter but there’s something about winnowing it all down to a single sentence that expresses your raison d’être.

“Live Richly”, the tag line adopted by Citi years ago was always one my favorites. More so than even Apple’s “Think Different”. Within seconds, Live Richly made you re-think personal money management from one of a die-rich strategy to one that suggested an enjoyable journey might be entirely possible.

Live Richly also led me to think about how employees would like to spend their 9-5 workday. Dying richly equates to just the paycheck that comes at the end, which of course is important. But living richly comes from richness in terms of peer, partner and customer interactions, in terms of richer quality of insight, richer intellectual stimulation, richer idea creation and ultimately, richer output with respect to the stated business goal.

Traditional structured enterprise software that binds participants to a forced sequence of steps is far more restraining and claustrophobic than the highest walls of any office cubicle. It insists that work gets done from start to finish in a certain way, limited to only what you think/guess to be the best answer, and with little maneuverability until well after the outcome and when its often too late to course correct. In and of itself, there’s no richness of anything in that. We might as well sit robots down at the keyboard, like we do on the factory floor.

Structured process software such as ERP, CRM, ECM, SCM and the like, you absolutely need. It closes the books, keeps the various authorities happy and offers an audit trail.  And some jobs are in fact robotic in nature. But for the rest, well designed collaborative approaches to work and effective use of social software reduces risk and improves output by enabling you to bring your rich network along with you to every blind corner, to every fork in the road and to every dart game presented by structured process. That’s improved outcomes for the business. And for employees, Working Richly day in and day out.

Gartner Research says a total of $3.8 Trillion will be spent on IT in 2012 by you and your peers. As buyers, before you start to spend your 2012 budgets on more of the same old, same old, take a deep breadth and envision how rich your working environment will be when its all said and done.

That’s all I’m saying.

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Designed to build a transparent, results-driven work culture, Rypple replaces the traditional performance review with an easy, social and collaborative approach. People always know where they stand, and are accountable for achieving their goals.

To me, this is more about strengthening SFs ownership of the professional social graph first and foremost. Radian6 gave Salesforce.com more intelligence into the prospect and customer social graph and the ability to infuse said insight into their front line apps such as Sales and Service Cloud. This purchase, along with Chatter and Chatterlytics strengthens SFs control over exactly who is good at what inside the organization and allows them to federate this information into SF apps today and into AppExchange apps in the near future. That moves this intelligence data set to the front office and right at the point of employee decision making, as opposed to just HCM insight for HR professionals.

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TechCrunch quotes a warning of sorts by Venture Capitalist Josh Kopelman who basically says 2012 will be more like a correcting 2008, as opposed to a euphoric 2011. Lots of good for and against arguments on the VC investing front by the likes of Dave McClure and others in the comments on TC.

Regardless of who is right, I’m optimistic on the enterprise front.

In 2003, in the midst of the dot bust, I founded a consulting firm that had a singular value proposition. Work with CIOs and LOB leaders at large organizations to help them with a specific strand of operational efficiency. The idea was to capitalize on two realities:

1) Whilst budgets were nose diving, the long list of performance objectives that kept executives up at night showed no signed of dissipating.

2) The blank checks during the preceding dot com boom days meant lots of purchased technology was now sporting cobwebs on CDs in a drawer under a sys admins desk or in data centers.

So we set out to do two things: 1) Bring in the right business and technology strategy muscle that could help sales and marketing, HR leaders and CIOs understand how to do more with less and 2) once operational efficiency and performance objects were set, scour the basements and attics for procured technology that could best facilitate realizing critical revenue and optimizing objectives.

Customers got to do more with less and without antagonizing the CAPEX Gestapo, in exchange for a reasonable services spend. And our lean structure consisting of very available strategists, marketeers, designers and technology architects meant we made out like bandits.

But it was much harder then. Systems didn’t talk to each other easily, data came from a plethora of external and internal systems and immature offshore development was the only way to afford execution skills. You had to prioritize what you could afford and given the cost and difficulty you could only take on a few things. And by the time portals, customer support and channel extranets went live, the requirements changed. But you did the best with what you had. And smart customer executives always find a way to ‘make it happen’ come hell or high water.

If 2012 looks more like 2008 for executives looking for opportunities to get operationally efficient, I’m even more optimistic than I was in 2003. I’ll cover this in my year end post in detail but a couple of quick reasons why:

• The plethora of cloud based systems means you don’t have to make incumbent technology do unnatural things. Chances are very good that there’s a OpEx-enabled technology solution that’s designed to solve precisely the problem you have. Every single system of record has either a cloud based forklift solution available, or a powerful add-on that helps you to keep the ball moving forward at a palatable cost. Even on-premise purveyors such as Oracle and SAP are going to offer cloud based off-shoots.
• APIs for most systems were dismal back then. More systems are built with integration in mind from the get go than ever before. And the likes of SolutionSet or Appirio would be happy to integrate your gnarly on premise File Management system with say Jive or Tibbr or Chatter in the cloud.
• Sources of competitive, customer and market intelligence is much less intermediated, now. Back then, we had to go to brokers (HarteHanks, Factiva, etc) to get lead, customer, competitive insight. Today that data sits at the edge, either available directly via the firehouse from say Yelp or Twitter, crowd sourced from a band of enthusiastic customers by say Spigit, aggregated and process-ized by GetSatisfaction or Assistly, or crunched by the likes of InsideView, The Dachis Group Social Business Index Service or Radian6 (based on the use case).

There’s many many more but you get the idea.  Fundamentally, this adds up to radically more approachable access to both sources of insight and the platforms that enable them.

It’s also important to note that the stakes are higher this time. In the 2003 post-crash world, relatively speaking, we were still serving the same pre-crash customer persona. Sure, we saw the likes of Amazon eat into brick and mortar commerce. But not at the scale that were witnessing at this time. Whether 2012 looks like 2008 or 2011, this market has some unique characteristics that demand that organizations can’t sit it out when it comes to specific trends that will impact who wins and who loses in the next few decades. Broadly speaking:

1. The customer contract has changed, forever. A prospect or customer’s expectations of how we engage and service her is now wildly different thanks to the social web. This requires a change in not just how we work at the edges (sales, marketing, support) but also depends on how nimble we are as organizations to rally employees, partners and suppliers around the prospects cause at hand.

2. I still remember the CEO of one of the largest spirits distributors sitting across the table and literally shaking at the idea this his business could get easily “Amazoned”. If Amazon was a threat to Barnes and Noble in 2000, imagine what the world looks like when I can walk into a BestBuy, scan a bar code on a SKU, have Amazon send me the best price online and proceed towards the exit. That’s a frightfully more radical scenario in any economy, good or bad. Service starts to become much more important if price arbitrage starts to become a thing of the past. Coined by Get Satisfaction, “Customer Service is the new Marketing” starts to become more of a striking reality.

3. Building on the Amazon / Best Buy example, a location aware mobile-first interaction with your business means that the lines are blurred between brick and mortar and digital for the foreseeable future. Fry’s Electronics here in Palo Alto gave me a discount when I showed them a lower price at Amazon on my mobile device. If the market is going to take a step back, you need to understand these dynamics so you can widen your customer footprint as much as you can. That means both find prospects wherever they are hiding but also have access to your best talent at all times to service this more demanding potential buyer.

This might sound like FUD but it’s not. Its an opportunity to understand and then react to a changing market. Same thing you’ve done as executives in down turns and customer shifts in the past. But more practical to do this time and in a way that won’t make your CFO reach for the antacid.

All of this makes me optimistic for the near term future of our industry. On one hand, it’s going to be more important to keep moving the ball foreword in 2012. But the mechanisms to do that thanks to easier interoperability, comprehensive availability of cloud based application services that looks like the longest Chinese restaurant menu you’ve ever seen, and finally, unfiltered visibility into what a prospect and customer expects from us has never been clearer. This results in a much more efficient approach to deciding where to spend dollars that really really matter. Note, I didn’t say easy. I’m saying necessary yet, much easier.

That to me is optimism not only to keep the lights on in a presumably tough 2012 but also to set the foundation for what competing means way beyond the living embers from this coming forest fire.

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Chalk this up to another example of why Marketing STILL doesn’t get social.

Social Times reports that the way to get more “Likes” on Facebook is to offer coupons to satiate the what’s-in-it-for-me hunger of an increasingly discriminating social networker.

This might well be that moment in social media marketing history when we look back and say – “what were we thinking??”

I quote:

A recent survey conducted by Ad Age/Ipsos Observer finds that coupons are the number one reason consumers “like” brands on Facebook.

We’ve all seen the popularity of daily deal sites like Groupon, but it turns out that good ol’ retail coupons are a great incentive for Faebook users to “like” a business page. The findings of the survey make sense: Facebook users are not typically willing to share their information and their network with just anyone, but it seems they’re more willing to do so if they get something in return

Basically, entice your visitors to ‘Like’ your business page by throwing them a discount coupon.

Look, I’m a big believer in in-bound marketing on the social web, done right. I’ve gained tremendously from it in my own work. It’s opened gigantic doors for me to communicate and sell the promise of social and collaborative business as a way to accelerate performance. But increasingly there’s data emerging about the hype that is social media marketing from a lead generation standpoint. And this kind of stuff just adds to the exuberance.

I never thought I would do a whole post on a single social networking gesture but this is about the larger issue of not getting sucked into the social vortex without careful thought and resource implications.

A ‘Like’, simply, is designed to imply that I like your product. In marketing lingo, that is supposed to mean that I’m at minimum an unqualified interested party, and sends a message back that I might be a candidate to move up the engagement funnel or spiral or what have you. And ultimately towards a pre-defined call-to-action.

Throw in a coupon and you’re playing with allegiances now. Sure, your ‘Likes’ will go up but does that really translate to likes? Or was it just for the coupon? Seems like nothing’s lost but is it worth the time of your marketing and sales teams to deal with the scores of follow-ups? This looks like a knock off of trade show marketing where we are duped into believing that 1000 interested prospects came to our booth where in reality 700 just wanted to drop their business card in the till for a chance to win an iPad2.

In traditional marketing this may fly as the cost and effort to send out a 1000 follow up emails is minimal. To do in-bound marketing right, you need to engage and the manual nature of this gets really expensive when you do more enticing to attract unqualified buyers. That ends up in your organization topping off marketing with even more marketing.

Get off the treadmill. Make sure you’re not marketing your marketing.

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• Sameer Patel – Google+ – Why does Marketing STILL not get social? #e2conf #sm #scrm…

  This was a great conversation on Google Plus I had with a number of smart folks on why Marketing STILL doesn’t get social. And another example of a blog post where the comments are even better. Its a conversation I will keep pushing on. Feel free to chime in. 

  tags: blog

Posted from Diigo. The rest of my favorite links are here.

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• India formally proposes government takeover of Internet | News and analysis from .nxt

At a time where communication is moving to near real time and shifts in interaction models are unknown how will a UN type model ever keep up with the needed speed and not stifle progress?

tags: blog

• Self-help: My big fat career | The Economist

“According to Reid Hoffman, the founder of LinkedIn, the site is increasingly becoming a peer-to-peer career-development network. In future, he predicts, members of LinkedIn doing similar sorts of work will “trade intelligence” about professional best practice with each other. “It will be a way to upgrade yourself constantly by trading intelligence, on, say, how to do my job as a product manager better.”

Interesting read. This future is already here for many of us. I’m blessed to be able to do this already in a number of “back channels” –  A number of Enterprise thinkers and doers who are trusted friends that I converse with regularly, The Enterprise Irregulars, The Social CRM Accidental Community, and many more. It is the way of the future – a co-opetition model at the individual level, even if you work for a large organization. Sure it gets murky at times but net net, you’re way more plugged in than you can ever be. It will become increasingly apparent that you can’t scale effectively if you only engage with neatly defined complementary networks.

• Innovation Culture Eats R&D for Breakfast

If you don’t follow Hutch Carpenter on Twitter, you should (@bhc3). This is a really good synopsis of a BCG study that basically says that Innovation cant be limited to R&D groups, and that the financial analysis of those companies that spend more on Innovation doesn’t correlate with better performance. I’ve written about this before and I generally agree: Those closer to customers and at the edges of our organizations are well suited to spotting new ideas that customers care about. Most organizations unnecessarily ring fence idea generation, the idea being that a few smarty pants in the org will have the best ideas. Most often, they just dont have a pulse on the changing needs of the prospect and customer and by the time they figure out they had it wrong, its too late to course correct. The reason being that they aren’t wired to fail fast and move on, programmatically.

Posted from Diigo. The rest of my favorite links are here.

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Seems like I just got off a plane from this summer’s Boston Enterprise 2.0 Conference. But here we are again — the Santa Clara edition of Enterprise 2.0 is around the corner, from the 14th — 17th of November. The event has a good keynote line up that includes the likes of Sandy Carter of IBM, Rachel Happe, Founder of The Community Roundtable, Don Tapscott of Macrowikinomics fame, Aaron Levie of Box, Tim Young of VMware, and others. Some of these folks I know well and others I’ve read often. Expect a range of perspectives on social and collaborative approaches to working effectively.

The tracks represent the big issues facing organizations today and in the very near future: People Culture and Communications (HR), Sales and Marketing, Social Apps and Platforms, Architecture, SharePoint Strategies, Mobile, Video and UC, Risk and Governance, and Internal/External Communities.

In the summer, I keynoted the Boston event on the topic of “Putting back the R in CRM“. This time, we have an entire track on the topic of sales and marketing that I am privileged to chair. And so I wanted to introduce the track and speaker line up, and more importantly, showcase the real progress we have made as an industry towards delivering meaningful business outcomes.

We kick off with Social Channels Engagement, Integration and Response. Increasingly, the customer doesn’t really care which twitter handle is your official support or marketing channel or where the appropriate place on Facebook is to engage with you. This puts serious strain on organizations that have traditionally broken out functions by sales, marketing, support and the like. Social Channels require that we rethink how we engage and route the right discussions to people with the best answers – be those in traditional customer touch point roles or experts hidden inside organizations in product development, or design, or even the extended supply chain. As important, we still need to have a process and the needed technology to move social media discussions into traditional process that’s often powered by CRM, Call Center or other programs and applications. We have a panel of experienced practitioners from well known organizations that are tackling this problem day in and day out:  Peter Simonsen, Sr. Director, Web & Community, QlikTech International AB, Daniel Zucker, Social Media Manager, Autodesk and Franck Ardourel, Sr. Director, Online Marketing, 24 Hour Fitness. Each of them offers deep expertise in not only shielding the prospect or customer from silo’d organization designs but have also been instrumental in helping re-cast how organizations rally around customer needs in the 21st century. John Ragsdale will be moderating this session.

Then we move on to how collaboration is critical to Sales Operation and Multi Channel Distribution. First, an in-depth case study from one of my new favorite examples of enterprise collaboration in the last few months: SuperVALU -  the grocery store conglomerate that owns household brands such as Albertsons, Shaws, Shop ‘N Save and other retail chains. At SuperVALU, the leadership has chosen to follow a hyper-local strategy to cater to the unique needs of each community they serve. With hyper local comes a natural decentralization model that still needs a level of cohesiveness. A central collaborative fabric has been put in place to enable store managers across brands to share tactics on hyper-local design and service.  I’m looking forward to listening to Erin Grotts as she presents the SuperVALU story.

On to channel strategy. I’ve long believed that partner collaboration is a gaping hole in the social and collaborative ‘stack’. Steve Bamberger from Toshiba is going to talk about the challenges of a multi channel sale that requires coordination between third party vendors and service providers to truly put your best foot forward. If your organization sells its wares with the help of partners, come listen to Steve illustrate how “Toshiba has improved the transparency of vendor sales support and fostered more unified collaboration and communication with their strategic partners within their dealer and direct sales channels.”

Moving on from Sales Collaboration, we’re going to deal with the elephant in the room that social media idealists often tend to stay away from: if Social Media customer engagement is all that, why hasn’t it invaded the traditional marketing mix in a consistent way? Kelly Ripley Feller, Director at Citrix System wants to lay out the big road blocks and collaborate with the audience to find realistic pathways for social media marketing and measurement. If you want to add your two cents on why the problem exists and what we as a community can do about it, come on by.

And finally, B2B customer engagement is a beast in and of itself.  Lauren Vargas of Aetna will talk about how regulated industries engage with prospects and customers on social media. In her words “Discover the right blend of art and science your organization needs to execute to get people excited about doing business with your company.” In turn, Michael Procopio from HP will discuss how customer engagement works at scale. HP sells personal and enterprise hardware, software, services and more and has a market cap of over $50 billion dollars. It’s a treat to have Michael share how large companies can keep their head above the social media marketing waters. Esteban Kolsky, a very well-known name in the customer service world, will moderate this session.

If you would like to learn more about the event and register, here’s the link to the Enterprise 2.0 Conference.

I’m really happy with how the track has come together. Broad insights, deep case studies focused on solving gnarly performance challenges that big business faces today with decisive uses of social and collaborative approaches.

And, if it didn’t come through, this sales and marketing track has only end customers speaking. 100% pundit-free practitioner insight.  -)

See you in Santa Clara.

UPDATE: Just when this track looked like it couldn’t get stronger, we now have Ted Saptountzis, SAPs Vice President for Audience Marketing joining us. Ted will join Kelly Ripley Feller at 2:30 pm to talk about post-hype use of social and what it looks like when its embedded into core marketing and sales processes.

UPDATE 2: Killer conversation going on on Google Plus about “Why does Marketing STILL not get social?” – one of the big topics were going to discuss this week at the Enterprise 2.0 conference.

(Disclaimer: I’m on the advisory board of the Enterprise 2.0 Conference)

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