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Ethnographic Research for Business Innovation Using Social Media

Ethnographic Research for Business Innovation Using Social Media: de-risk innovationEthnographic research for business innovation shows how to apply ethnographic research of social media to managing controlled disruption within organizations. Ethnographic research of social media can transform the entire innovation process because it’s a very efficient way to study the behavior and motivations of the people that the innovation proposes to serve. Unlike traditional innovation and ethnographic research methods, which are relatively slow, costly and qualitative, ethnographic research of social media combines qualitative richness with quantitative analysis. It’s faster and less costly, too.

Ethnographic research for business innovation can dramatically improve the depth and breadth of business and corporate strategy, business design and service design research since it allows teams to consider more users and to assess their behavior and motivations, which can improve the value of more costly research.

This post outlines the business innovation use case of ethnographic research of social media, and it includes examples in banking, professional services, consumer products, and B2B marketing. For more on ethnographic research, see More Resources below.

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Social Media Strategy Good Practices

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.

Social Media Strategy Good Practices: summary

Here are the cliff notes to the good practices part of our discussion:

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Using Social Media and Social Business Together to Evolve Experience

Using Social Media and Social Business Together to Evolve Experience reveals differences between “the two socials,” and its startling conclusion is that most businesses will benefit from keeping them separate but related during the next three years.

Using Social Media and Social Business Together to Evolve Experience[Updated] There’s a much deeper context that makes the two socials vital: many of the assumptions on which business is built are being completely disrupted. For only one example, as Chief Marketer myself, I used to follow the mantra, “We always want to show our brand in the most positive light” (even when we’re lackluster). That impulse is increasingly risky. Take a few minutes and reflect on how profound that change is. Entire marketing and public relations industries are built on it, and it is very risky because people reveal the obfuscation and half-truths that used to work. There is no such thing as a “half” truth.

From a practical standpoint, organizations need to manage their way through the transition to pervasive transparency, pacing their evolution with changing stakeholder expectations. This is where social media and social business […]

Noodle XI: The Rise of Design and Fall of Nokia, RIM and Motorola

The Rise of Design Signaled the Fall of Nokia, RIM and MotorolaThe rise of design signaled the fall of Nokia, RIM and Motorola describes how engineering is becoming less important in distinguishing hightech and other products from each other. It also presages a seismic shift away from product towards customer experience in determining market leaders for people-oriented products and services. A very large portion of product companies will follow in the footsteps of these three former mobile phone titans unless they transform their focus from product features (engineering) to customer experience (design).

By no means do I imply that engineering is not important—in fact, it is more important than ever—I assert that it is less important than design in differentiating people-oriented products. Engineering is abstracted away from the customer/user of the product, and design explicitly addresses how the customer uses the product to attain outcome(s).

Design is to the Knowledge Economy what engineering was to the Industrial Economy.

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7 Social Business Transformation Tools [CDO Guide to Social Business Part3]

7 Social Business Transformation Tools provides digital executives the vital tools of online engagement, from the Social Business Life Cycle and Social Business Strategy Use Cases to the report that ranks social business advisory firms in their ability to help firms transform.

Social Business Transformation Tools

7 Social Business Transformation Tools is Part3 of the CDO Guide to Social Business for Transformation. The tools it describes encapsulate thousands of hours of hands-on experience with strategy and in-the-trenches execution work with global brands, and they explicitly address the ins and outs of people, process and technology. Part3 includes links to tools’ full versions, so CDOs can use it as a dashboard.

The Guide to Social Business for Digital Transformation helps Chief Digital Officers to understand and act on rapidly improving stakeholder relationships, productivity and business performance. The Social Business Competency Center has even more resources. The Chief Digital Office has other competency centers in Mobile, Big Data & Analytics and Ecommerce.

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How to Tap the Social Business Double Value Proposition [CDO Guide to Social Business Part2]

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]

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, step […]

The Social Business Enabler of Digital Transformation [CDO Guide to Social Business Part1]

TheSocial Business Enabler of Digital Transformation reveals how social technologies have changed the economics of interacting and collaborating, and it presents four ways that Chief Digital Officers can use social to lower risk and boost returns of digital transformation.

The Social Business Enabler of Digital Transformation [CDO Guide to Social Business Part1]Social business competency is pivotal to digital transformation because it combines four unusual characteristics. First, it makes interacting and collaborating an order of magnitude faster and less costly than current processes; second, few organizations understand how to use social business to interact with key customers to boost profit, so leaders enjoy rare advantage; third, when compared to ecommerce, mobile and big data & analytics investments, social business shows results quickly and costs less. Lastly, social business reveals what stakeholders really think when organizations aren’t in the room, so it’s effective for due diligence and “requirements analysis” for ecommerce, mobile and big data investments.

As Social Business Enabler of Digital Transformation explains, social business has a two-fold value proposition for Chief Digital Officers: they can use social directly to drive reputation, innovation and profit—and […]

How Social Changed Retail: Empowered Customers and Omni-channel Commerce

Empowered customers and omni-channel commerce are mirrors of each other, and both are transforming “retail.”

empowered customers and omni-channel: retail and ecommerce disruption[UPDATED] Connected customers have the Internet in their pockets and use mobile and other devices in all stages of conceptualizing, considering, evaluating, buying and using purchased products and services. These customers want to interact with firms and brands in a seamless experience that features single sign-on as an entry point; they want the firm to respond using their individual data when that makes interacting more valuable. Omni-channel commerce refers to a collection of technologies, practices and strategies firms use to provide the personal individualized experience that connected customers expect.

IBM’s 2012 study of retail customers in eight mature economies (Australia, Canada, France, Italy, Japan, Spain, the UK and the USA) and seven growth economies (Argentina, Brazil, Chile, China, Colombia, Mexico and South Africa) lays bare that the retail “shopping” experience has shifted profoundly, although you wouldn’t know it by looking at most offline or online retailers’ presences. The paper, “Winning over the empowered consumer: Why trust matters,” is a call to action […]

U.S. Healthcare Transformation: Glimpses of Reform

healthcareU.S. healthcare transformation has been the subject of innumerable conferences, debates and programs for many years, and social business will play a large role. Reducing cost without sacrificing quality of care has become the common goal, so I believe social business will be a key lever because social technologies dramatically reduce the cost of collaboration.

I have monitored healthcare reform for many years, and I sense that various factions, players and special interests are finally realizing that they must change. “Obamacare,” the protracted poor economy and a rapidly aging population are forcing many players out of their comfort zones.

I attended two events last week that provided interesting glimpses from behind the curtain, so I’ll share my notes here. One conference was co-sponsored by Baker & McKenzie and Deloitte, and the other was held at the University of Chicago Booth School of Business.

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Chief Digital Officers and Transformation

Chief digital officers and transformationChief digital officers and transformation will go hand in hand as the position and its competencies take shape over the next few years. Historically, commercial, government and nonprofit enterprises, when faced with profound business change or technology disruption, respond by elevating new types of leader to the “C” level. Chief Knowledge Officer, Chief Process Officer, Chief Ecommerce Officer and the like become de rigeur for a few years and fade, either because the new disruption proved less sustainable than anticipated or because the competency became subsumed by a more core function.

I predict that the Chief Digital Officer (CDO) will play a vital role at most organizations through 2020, but the organizational role will be fleeting as a standalone. “Digital” will integrate all functions and be the standard eventually, but organizations require intense transformation to get there, so the CDO will play a crucial role. My ongoing analysis of social business adoption indicates that the market for social business transformation will hit an inflection point by 2017, as more advisors and executives see the power and results of digital communications […]