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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 […]

Social Business Strategy Use Cases

Social Business Strategy Use Cases[UPDATED] Social business strategy use cases represent scenarios in which most organizations find themselves, and they reflect some of the choices of which CDOs, CMOs and CEOs may use as they plan to evolve their enterprises in order to either improve returns or simply remain relevant in volatile markets.

Social business strategy is inherently transformational to large organizations whether they are in commercial, nonprofit or government sectors. All organizations are hives of people communicating and collaborating to execute business processes (“work”). Digital social technologies have reduced the cost of communication (and therefore much collaboration and work) by an order of magnitude (roughly ten times). Collaboration and innovation, before digital social technologies, were slow and expensive. Now they are very fast and inexpensive—when organizations learn how to use them. Organizations that learn how are more responsive to their constituents and customers, so the market rewards them—and will increasingly punish those that lag too far.

These use cases focus on building enterprise social business internal capability, and they are also helpful to consider when selecting social business advisors. Please consider […]

Transform the Enterprise [Social Business Team Building]

Transform the Enterprise [Social Business Team Building] case5Transform the Enterprise is almost always initiated by the CEO’s office, the CDO, the board of directors or other strategic body. Its defining characteristic is enterprise transformation, using social business as a key enabler. Some of its common business contexts are: the hiring of a (new) CDO (Chief Digital Officer), which is itself a commitment to use social business for transformation; a merger, major acquisition or sale whose focus is to redefine the enterprise; “pervasive social business” that results when several of the enterprise’s brands have had some social business success that the executive team wants to scale; scaling enterprise 2.0 social collaboration technologies; self-disruption to create a new level of competitiveness.

In 2013, digital marketing and firm executives are thinking about building their internal teams to provide more continuity and scale. Transform the Enterprise also focuses on the right side of the Social Business Life Cycle, specifically on Scale and Integrate. At this point, the enterprise usually has a panoply of social business or social media resources that it wants to knit together into a cohesive […]

Herd the Cats [Social Business Team Building]

Herd the Cats [Social Business Team Building] Case4[UPDATED] Herd the Cats is usually initiated by the CMO/CDO (Chief Digital Officer) or other enterprise practice or brand executive who discovers that various business units or brands in the organization have diverse social media presences without much apparent direction or business results. S/He wants to use strategy to provide a keel that resonates with corporate strategy, addressing issues as diverse as corporate citizenship, community, health or policy.

In 2013, digital marketing and firm executives are thinking about building their internal teams to provide more continuity and scale, so the champion often wants to create a social business “center of excellence” to serve several businesses or brands, leveraging enterprise resources to improve social business performance and contributions.

Herd the cats is the fourth of the five-part social business team building series The series describes team building in the context of various scenarios in which firms build social business capability, step by step, while investing wisely. Social Business Strategy Use Cases outlines and compares all five use cases while Social Business Team Building gives general guidance for how […]

Noodle X: Anonymity, Marketing and Predicting the Future

Anonymity, Marketing and Predicting the Future shows that, although each culture has its own concepts of “anonymity” and “marketing,” anonymity will prove to have been a temporary phenomenon in most human cultures because communications technologies are counteracting it. Moreover, based on my studies of and experience with sociology, evolutionary psychology and technology, I observe that 20th century marketing is grounded in anonymity, so we can predict the future of marketing by exploring anonymity and its relationship to marketing.

In brief, marketing’s influence is most poignant when anonymity is high and the marketing “target” is ignorant of the product/service and how to use it. In this scenario, the target is most open marketing’s influence. Read on to learn how marketing is related to anonymity, where anonymity is going and how marketing can transform to strengthen its influence.

Marketing organizations that do not transform will be sidelined because anonymity is dissipating fast.

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Agency Report: Advisory & Services Firm Social Business Adoption 2012

Agency Report: Advisory & Services Firm Social Business Adoption 2012[UPDATED] Marketing, advertising and public relations (MAP) agencies have comprised the largest share of the “social” advisory and execution firms for many years. Most of the other advisory firms are relative late entrants, with the exception of some Analyst and Enterprise I.T. firms. Communication forms the core of social technologies, and MAP agencies have been pivotal in leading the growth of social media activity in their clients, many of the largest brands in the world.

However, this research survey argues that, although social media will remain an important portion of the total economic value produced by using social technologies, it will devolve into a minority portion. Collaboration and pervasive innovation will be the majority, which will require enterprise business process transformation. MAP agencies lack competencies in management consulting and enterprise transformation, so they are in an ambiguous situation, being the leaders in social media, a shrinking market in the medium to long term. This report shows how agencies can navigate these rapids and how their clients might best partner with them for […]

Federal Reserve Bank of Chicago Economic Forecast

Federal Reserve Bank of Chicago Economic ForecastI covered the Federal Reserve Bank of Chicago Economic Forecast last week, where all speakers issued this refrain: “More of the same.” Key economic indicators have been stuck in neutral—the proverbial “sideways” movement—so the consensus in the room was one of faint frustration tempered by gratitude. Everyone had lived through worse.

The current “recovery” is underperforming any other in recent memory according to many measures, especially employment.

The conference was very well organized and featured expert presenters. Reading between the lines, I perceive significant opportunity that will surprise most people. After my notes of speakers’ remarks, I’ll share my thoughts on 2013’s opportunity that is evident when one regards “the economy” from a different point of view.

Everyone wonders what kind of presents we will open in 2013 (right).

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Knowledge Economy Products and The Future of Manufacturing

Knowledge Economy Products[UPDATED] Several profound market forces are preparing the ascendancy of Knowledge Economy products, which result from collaboration among designers, artists, engineers, customers and firms. This represents one of the Knowledge Economy’s most exciting-yet-disruptive elements: “products” will cease to be dominated by monolithic factories that mass produce virtually all items that people use and consume. Moreover, people have an inherent joy when they can make things for themselves, their friends and their families—and a dramatic new wave of creativity and innovation is imminent. To help you wrap your mind around Knowledge Economy products, this post will recall what happened to mass media and entertainment industries.

Knowledge Economy products are conceived, designed, prototyped and fabricated in the Social Channel. Best practices in open source, Agile development, design and Web development will unleash continuous innovation at a scale and pace we’ve never seen before. Knowledge and innovation will be free in the Knowledge Economy because all supporting processes will become an order of magnitude faster and cheaper. Firms and brands that do not recognize and respond quickly enough will become irrelevant.

Most brands can […]

Bank Branch Disruption Enables Unusual Opportunity

Branch disruption enables unusual opportunity for bank executives who consider transforming their relationships with clients. More generally, retail banking provides an excellent example of an Industrial Economy industry whose services are facing commoditization and weakening profits due to the waning of the Productized Channel of Value. In 2013, bank branch networks are under intense scrutiny because they are expensive, and client visits have been falling steadily for several years as e-banking and m-banking adoption have accelerated. Astute banks will use branches to transform their client relationships by leveraging the Social Channel. Here’s how they will do it.

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Social Business in Insurance: State Farm's Chicago Coworking Space

social business in insurance: State Farm's Next Door taps The Social Channel to engage millennials/Gen YNext Door Chicago is a newish concept for State Farm Insurance that’s a great example of social business in insurance. It differentiates the firm by interacting in the Social Channel. The Lincoln Park/Lakeview community center and coworking space is notable because its DNA is empowering people to improve their lives through financial education. Next Door offers free coworking space and wifi, classes on financial management that are free of product pitches, free events (some financial, some art showings and other diverse events), free conference rooms and an energetic environment. Only the optional coffee bar is paid.

Next Door’s main online presence is oriented toward free membership. Members can book space, sign up for classes and hold events. Here’s IDEO’s case study on the concept and design process.

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