Most of us are familiar with Forrester’s Ladder of Participation, but using it to build engagement and community still escapes most individuals and organizations, so here I’ll offer a short treatment within the context of Facebook [click graphic right to enlarge]. The profound insight is that 90% of people in a social venue observe without interacting. 9% are the creators, they tweet, blog and make themselves known. 1% are curators, they sort and categorize content. Whether you are on LinkedIn, Facebook or authoring a blog, you only hear 10% of the people, but you are affecting 100% of the people. If you don’t know that, you might think your online activities were going unnoticed. Now I’ll turn to how this works in Facebook.
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Higher Education Case Study: Experiential Social Media for Columbia College Chicago
Experiential social media case study for Columbia College Chicago shows how interaction-based experiential social media performed against traditional content-focused social media. Quantitative metrics compare results from content-focused social media to interaction-focused social media.
Profile
 Columbia College Chicago is a private, nonprofit college offering a distinctive curriculum that blends creative and media arts, liberal arts and business for nearly 7,500 students in more than 100 undergraduate and graduate degree programs. Dedicated to academic excellence and long-term career success, Columbia College Chicago creates a dynamic, challenging and collaborative space for students who experience the world through a creative lens.
Business Challenges
“Social media” had been largely dormant at Columbia when management met CSRA in 2016. As a strong communications school, Columbia had many pockets of enthusiasm and early adopters, but these early efforts did not produce any enduring effects. Meanwhile, the practice of using social media within a coordinated marketing and communications strategy was growing, and the Strategic Marketing and Communications team wanted […]
 Unique, Insightful and Useful Guide to Business and Civil Politics reveals human political strategies through the eyes of a primatologist studying a chimpanzee community. It lays bare most of the behavior people use “to get ahead” in business and politics by explaining the evolutionary underpinnings of these behaviors, so we can appreciate them at a new level.
Have you ever heard someone say, “I’m not political!”? S/He may mean well, but this book shows that one cannot be human without being “political”; moreover, it explains political behavior in hilarious, poignant ways that help the reader in multiple ways as I detail here. It is immensely entertaining to read while being scientific in its assertions.
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Social media strategy good practices is a short list of principles that can make your firm stand out when empowering customer and employee experience. It’s part of a talk I gave today to a large multidisciplinary team. Their venerable institution plans to use social media strategy to get the ducks in a row without too much squawking. The most exciting aspect of social media strategy is that there’s so much room for improvement: while your peers and competitors are trying to “engage” with finely crafted-yet-impersonal content, you can power past them using experiential social media, which focuses on scalable interaction.
Here are the cliff notes to the good practices part of our discussion:
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 Ethnographic research for social media initiatives shows how ethnography can change the rules of social media programs in marketing, customer service, product development, recruiting and others. Ethnographic research enables teams to understand the people who are most important to your firm so they can relate to them at a completely different level. Moreover, interacting in digital public activates the network effect and the annuity effect, so it’s very scalable. Since your teams interact in digital public, where a far larger group of like people observes the interactions, they influence a large group of people and build relationships with them. People start trusting your firm, preferring your firm, and doing more business with you. See the Trust Business Chain Reaction and infographic for how it monetizes.
Ethnographic research for social media initiatives is a game-changer for customer experience and digital transformation programs in multiple phases. It’s faster, less costly, and scalable. It provides an unprecedented combination of qualitative and quantitative research.
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 The short guide to forum outreach reveals how experiential social media teams can tap forums’ unique opportunity to engage users, using a three-stage model. Forums are vital to relationship building with people with specific interests. They are consistently the most people-centric platform type according to CSRA’s research in such diverse industries as healthcare, consumer products, financial services, government, and nonprofits. As such, although they are very human and social, forums are distinct from social media, which often enables social actions oriented to content sharing and short exchanges.
In some ways, forums are the polar opposite of social media because their DNA is threaded discussions, which enable long conversations among many members. Even more exciting, the most passionate members are often members of several forums that are relevant to your stakeholders and workstreams.
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Professional services social business opportunities gravitate toward two poles: developing social business services to extend firms’ relevance and core services and using social business to increase firms’ productivity. Both poles require firms to evolve cultures, organizations and practices. The Chief Digital Office is packed with ideas and tools for using digital social business to transform brands, businesses and enterprises.
Professional Services Challenges
Professional services firms are quintessential knowledge enterprises that face twin threats of online collaboration and global sourcing. Management consultancies, information technology firms, marketing firms, law firms, engineering firms, design firms and medical practices can mitigate these risks by going on the offensive: using social business, they can get much closer to clients and prospects. They can anticipate needs and innovate new services much more quickly than emerging competitors and offshore substitutes.
The underlying structures of many professional services are under pressure. The depth and breadth of people, thought leadership and spaces online is making it easier for clients and prospects to perform some of the basic due diligence and research that was formerly the purview of professional services. In effect, in the Knowledge Economy, the entire world has become a professional services firm. Clients conduct preliminary diligence […]
How to Tap the Social Business Double Value Proposition outlines an efficient and rigorous process for using social business for digital transformation in two ways: social business itself can drive reputation, preference and profit, and it’s the fastest way to develop requirements for mobile, ecommerce and big data investments.
![How to Tap the Social Business Double Value Proposition [CDO Guide to Social Business Part2]](http://rollyson.net/wp-content/uploads/2013/06/CDO_socbus_2_main2.png)
The social business double value proposition works because it discovers, engages and validates the organization’s understanding of stakeholder outcomes. Every organization’s crucial stakeholders have outcomes that they hope to attain by interacting with the organization or using its products or services. Developing deep and broad knowledge of stakeholder outcomes enables the organization to serve and quickly deepen their relationships with their stakeholders—by helping them attain their outcomes by collaborating online; moreover, since it opens fast and inexpensive communication and collaboration channels with them, it can create a continuous innovation process and sustainable advantage over rivals.
The Guide to Social Business Part2 shows how to maximize efficiency by using external and internal analyses to create and execute social business strategy, […]
Government Case Study: Facebook Page Launch for Local Government Business Challenge
Local government was significantly behind some of the community’s social media early adopters in fielding a presence, so management knew that their social media presences would be closely scrutinized. Therefore, management wanted to choose the optimal venue in which to launch and build the foundation for expansion. This pilot had two goals: to test the strategy and to build the client’s social business competency. Competency had two facets: hands-on experience with social and technical nuances of using the platforms as well as a management capability for planning, launching and evaluating social business projects.
Role
As engagement partner, worked with the Communications Department team to plan, launch and evaluate an eight-week Facebook pilot and to seed the government’s social business team. CSRA developed the pilot charter (project plan) that included specific goals, resource requirements, timelines, content strategies and measurements. Developed several pilot templates that explicitly outlined specific goals, workflows and tools for Champion, Manager and Contributor roles. Used the Social Network Roadmap(SM)’s social business management framework to manage the growth of the client’s social business competencies.
Rollout
The Facebook Page was the client’s first social media presence. Their team […]
The Bank Branch Client Coworking Space transforms and amplifies the business development potential of bank branches. It engages clients in physical branches and an online forum to knit a rich community in stages. The combined physical/digital community attracts highly desirable clients and prospects by engaging them with relationship managements very efficiently. It repurposes space in optimal bank branches to serve as coworking space for desirable mobile knowledge workers. Here I outline its Executive Summary and Expanded Description before outlining the process and expected business outcomes.
These are meant to be descriptive; I can make this opportunity much more vivid in person.
Executive Summary Concept Engage mobile knowledge worker clients by providing them an “office away from the office” in select branches. Assess interest, get design input, and promote pilot branches with public online forum. The scoping phase itself can attract new business. Define and select optimal branches for coworking spaces, which are positioned between Starbucks and airport lounges. Design spaces by focusing on mobile workers’ work modes (online, calls, meetings..). Branches can hold special events to address critical issues to small business and personal banking clients; videotape and share online, attracting more prospects. Option to restrict access to clients […]
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