Relationship Economy

Social Strategist Aren’t Thinking Strategically!
2010- 11- 23 04:11:09 Jay Deragon

Today’s social st rat egies are not st rat egies. T he evidence of t his is ref lect ed in a recent Alt imet er Research report which indicat es t hat t he # 1 object ive f or corporat e social st rat egist in 2011 is “websit e int egrat ion.” Is web site integration a strategy? T he dif f erence bet ween a st rat egy and a t act ic is the dif f erence between thinking and doing. If what we do isn’t of st rat egic import ance or t ied t o a st rat egic aim t hen what we do becomes a wast e of t ime, ef f ort and money. Worse yet doing t he wrongs t hings wit h “social” could cost you more t han you know. Simply int egrat ing “all t hings social int o your web sit e” wit hout t hinking and def ining t he business and organizat ional st rat egy f or using “all t hings social” is an accident looking f or a place t o happen. A Strategy Without Leadership Isn’t a Strategy While t he demand f or social media t alent cont inues t o rise t here is a huge disconnect bet ween t he demand and t he leaders behind t he organizat ions hiring “social media gurus”. Corporat e leaders need t o consider what t he new social paradigm means f or organizat ional and business st rat egy bef ore delegat ing a social st rat egy t o people wit h no experience in t hinking st rat egically. In an HBR art icle by Soumit ra Dut t a st at es: Take the world’s leading CEOs as a sample. According to data from Fisheye Analytics, the top 50 chief executives (as identified by Morten T. Hansen, Herminia Ibarra, and Urs Peyer in “The Best-Performing CEOs in the World,” HBR January–February 2010 ) are increasingly discussed in online venues, but few are using social media to spread their own messages: Only 19 were on Facebook, only six had a LinkedIn page, and only two—Google CEO Eric Schmidt and former Norilsk Nickel CEO Mikhail Prokhorov—were tweeting or blogging (although some used their corporate pages for blogs). Anecdotal evidence suggests that the story is the same for leaders below the CEO level and that even those who have a social media presence aren’t using it strategically. That is a mistake. Social media isn’t a secret but what seems t o be a secret is why and how it is changing consumer behavior and workplace expect at ions. If leaders underst ood why and how just maybe t hey would begin t o t hink about t he strategic implications of the why and how and plan f or relevant changes wit hin t he ent ire market place t hey aim t o serve. Knowing and underst anding changes wit hin t he market place is crit ical t o planning a st rat egy t o eit her adapt or lead t he changing market dynamics. T he Role of Leadership Is To T hink A st rat egic approach t o all t hings social varies in it s applicat ion but basically demands t hat leaders become clear on what t heir organizat ion is t o do in t he cont ext of current ext ernal and int ernal implicat ions of “all t hings social” t hen est ablish syst ems t o ensure t he organizat ion does t he right t hings. Coupled wit h an appreciat ion f or good people in t he organizat ion, caref ul management of processes, and t he development of an int imat e underst anding of t heir market s dynamics, f ocus on what and how t o t hink is essent ial t o organizat ional success.

St rat egic t hinking about t he implicat ions of social t echnology revolves around t he not ions of visioning, scenario building, and f orecast ing. In t his sense, st rat egic t hinking is about inf erring f ut ure what s, why t hey may or may not occur, and t hen devising plans t o handle such pot ent ial event ualit ies. Such an approach requires t he creat ion of a vision based on legit imat e assumpt ions, expert analysis, and what - if t hinking t hat is communicat ed t hroughout t he organizat ion and implement ed t hrough good management and monit oring processes. St rat egic t hinking about all t hings social is a unique compet ency of leadership based more on organizat ional philosophy t han organizat ional t echnicism. Today t here is a void of underst anding how and why all t hings social is changing business philosophy relat ive t o market relat ions and consumer pref erences.

Today’s leaders must embrace social media but f irst t hey must learn relevant implicat ions t hat ef f ect st rat egic t hinking. Most are act ively part icipat ion in social media but f ew are t hinking st rat egically about t heir part icipat ion and t he relevant implicat ions. Int egrat ing social t ools int o your web sit e wit hout t hinking and planning a sound st rat egy f or t he ent ire organizat ion ref lect s a lack of t hinking which means you’ll end up doing t he wrong t hings. Ref erences: Alt imet er: T he Corporate Social Strategist Must Plan f or 2011

Leadership & Organizat ional St rat egy: Mat t hew Fairholm HBR: Managing Yourself : What ’s Your Personal Social Media St rat egy? 5X6 Social Revenue Mat rix About Jay: Jay Deragon’s prof essional career includes providing st rat egic management consult ing services t o Fort une 500 companies as well as local small businesses. He has consult ed wit h numerous indust ries spanning over 25 years of prof essional experience globally. His current prof essional endeavors are all cent ric t o t he disrupt ive nat ure of t he social web. He writ es at Relat ionship Economy and provides social media st rat egic services t o businesses large and small. Jay Deragon is an avid st udent of t he emerging landscape of all t hings social and t he subsequent impact on business dynamics. Since 2004 Mr. Deragon has been act ively st udying, sharing and learning how business as unusual is changing business met hods, models and relat ionships. Lif e is a journey and t he experiences along t he way provides learning t hat f urt hers t he experiences if we know how and what t o learn. f or more inf o go here ht t p://www.relat ionship-economy.com/? page_id=2

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