$1.3 Trillion from Social, Says McKinsey. BUT . . . .

English: McKinsey matrix as described in McKin...

English: McKinsey matrix as described in McKinsey Quarterly Español: Reproducción de la Matriz de McKinsey según se describe en McKinsey Quarterly (Photo credit: Wikipedia)

This looks a very interesting projection. The value is mainly to be found from better productivity that will come from better collaboration using social tools.

All this may be true. But the wild card lies in what I term strategic social – not incremental tools for biz collaboration (which are important) but the much messier and so far little engaged possibility of public social media tools such as Twitter and Facebook. In general companies have seen presence in these media to be useful for advertising and customer relations efforts, and delegated that presence way down then line. The prospect of values alignment between customers, employees, and the corporation; and the ready flow of information via relationships across the organizational boundary; have been little tapped and not that much noticed. My sense is that the value lying there is in fact much greater, as it can, should, may, drive innovation and culture change within the company. Culture change/innovation is where, prospectively, all the value lies – in the context of rapid change.

Evidence of very low levels of hands-on engagement with social in the C-Suite suggests this value is a long way from being realized.

McKinsey Says Social Media Could Add $1.3 Trillion to the Economy – NYTimes.com.

Most Organizations Still Fear Social Media


From Gartner via HBR comes another handy report on how major organizations are responding to social media. Despite the alliterative categories (sorry, not into that) there’s great data and analysis here, although it is focused on the tactical and not so much the strategic value of social.

The “fear” term is interesting. Seems to me that fear requires a level of (perhaps mis)understanding that the failure of the CEO/CIO class to engage personally with this new world is somewhat OTT.

My recipe stays the same. A serious immersion in social for every member of the C-Suite and the board. Best time/money spend any major organization could make; and let’s start tomorrow.

The grim details: 14/500 CEOs tweeting . . . .


Most Organizations Still Fear Social Media – Anthony J. Bradley and Mark P. McDonald – Harvard Business Review.

Social Media is NOT necessary for the C-Suite . . .?

English: Infographic on how Social Media are b...

English: Infographic on how Social Media are being used, and how everything is changed by them. (Photo credit: Wikipedia)

After all the recent talk around the unbelievably low numbers for executive participation in social media – including that of hardly any CIOs, which should be a hanging offence if not one for drawing and quartering first – we now have an effort to defend the C Suite and pooh-pooh the concerns of those of us who have been suggesting that the Fortune XXX are well on their way to losing their fortunes.

Jeff Esposito makes the best of a thoroughly bad case, and I invite you to read it (link below).

Quick points in rejoinder (and see my earlier posts):

1. The issue is strategic. If in 2012 hardly a soul in the C-Suite is actively engaged in social, a (the?) major source of competitive (dis)advantage is simply being ignored – because, unlike say the dictaphone, you don’t know what you’re talking about / hiring for /strategizing about unless you have splashed around with several of these platforms over time. As I said in an earlier post, social is like saying you’re sorry; you can’t just hire someone to do it for you.

2. CEO disengagement is bizarre (these are supposed to be the smart guys). @Rupertmurdoch stands out as the only top CEO using Twitter interestingly. Only. But if the CIO, the conscience of the new info technology, is making snide remarks about people wasting their time “twittering,” it is not surprise everyone else in the suite feels they are off the hook. He (OK, almost all of them are) is doing more damage to the company than he could begin to imagine. At Moore’s Law speed, the social revolution is – chaotically – up and running. (The fact that most U.S. CIOs still report through the CFO, another body blow revealed by recent reseach, explains, sadly, a lot.)

3. Point is: This is not “about” marketing/customer service – though fielding complaints in real time is no bad thing. It’s about strategic re-invention by the alignment of corporate values, the values of employees, and those of present and prospective customers. It’s about B2B as much as B2C. It’s about letting loose a force for continuous innovation within the company – the only way, in the M’s-Law context, that this can be achieved. This is nuclear stuff. And the sooner 225 CIOs are giving their marching order (only 25 are on Twitter), the better. At least, if shareholders and boards have any interest in long-term profitability.

Jeff’s charge is partly that social media pros, whatever exactly they are, are jumping up and down about a situation which is of course of interest to them. But by and large their interests are tactical and marketing/CR focused. This issue is nuclear in its implications. There is no better thing any board member or CEO or C Anything Else could do than spend 2 weeks in social media immersion.

Memo to Social Media Pros – Social Media is NOT necessary for the C-suite.

The Social Revolution: Customer Service and those who don’t get it

Gordon Moore on a fishing trip

Gordon Moore on a fishing trip (Photo credit: Wikipedia)

The glacially slow capacity of major companies to adjust themselves to the new world order of social media is going to cost them dear. Here’s a handy infographic to stick under the nose of your CIO/CMO/CEO. If you dare.

Seems a full 58% of Twitter users who have tweeted about bad customer experience have never had a response. Seems also that it costs, on average, three times as much to get a new customer as it does to retain an old one (I know, that varies enormously by industry; key thing to remember is that the impact is cumulative . . . an exponential factor that was around long before Moore’s Law). Ergo: duh.

We have noted repeatedly the lack of first-hand engagement by CIOs and other senior personnel in social, the continuing functional divisions that mar alignment between technology and strategic decision-making at C-Suite level, and the fact that (per Gordon Moore and his terrifying law) every single day these factors grow faster in their impact on customer retention and broader competitive advantage.

I’ve also suggested – further out on a limb – that it may be time to ditch the office of the CIO. As it has evolved, it is a tech-focused office; and in most major corporations it reports through that of the CFO (more horrors). Information now lies at the core of every endeavor, and with every passing day will drive value to a greater extent. Nobody should get anywhere near the C-Suite, whatever labels are being used, without a drenching in social media usage. Not that they all need to be coders (in fact that can be a negative; this is far from a geeks’ charter), but unless they are au fait, they should go do something else. At the leadership/management interface that the C-Suite embodies, they are incompetent. Whatever their other accomplishments. Sorry.

So back to the customer. Unlike the, well, institutionalized consumerism of a generation and two ago (think Nader), consumers are now directly empowered; and they will drive the culture of those companies sufficiently agile to be able to survive this revolution. The more numbers like those infographicked below persist, the faster we can expect new brands to emerge that get it.

Listen up, investors.

My earlier piece: https://futureofbiz.org/2012/04/13/social-risk-seems-cios-think-social-is-beneath-them/

And https://futureofbiz.org/2012/06/12/more-on-the-social-cio/

Social Customer Service – The Next Competitive Battleground [INFOGRAPHIC] – AllTwitter.