Fundamental purpose

“You hang on to the idea of who you are as a company, and you focus not on what you do but on what you could do. By being really clear about what you stand for and why you exist, you can see what you could do with a much more open mind. You enhance your ability to adapt to change.”
(Collins 1997)

True that.

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Next move in the social business game?

Last night I attended a panel event on the use of social tools in the workplace organised by head of digital and social for Fishburn Hegdes (@fishburnhedges) (and fellow Gooner) Chris Reed (@chris_reed) . The panel consisted of Andrew Grill (@andrewGrill) partner at IBM Interactive and renowned social business thought-leader, Miguel Garcia (@MiguelAngelo) Customer Success Manager for Yammer in London, Ben Matthews (@Benmatthe) Head of strategic communications for eBay in Europe) and Jacobina Plummer (@jacobinaplummer) Global Change & Communications Manager, Agile Working for Unilever.

With the debate on the terminology around what social business is and if it means anything at all to the all important C-Suite, it was really interesting getting the views, real use cases and personal anecdotes of the panel session.

Key takeaways for me:

  • In a global organisation with thousands of staff, the use of an internal social network is essentially a ‘can’t live without’ particularly in the modern age of distributed work forces
  • The use (or in some cases misuse) of social tools with any organisation relies on those at the very top setting an example
  • What qualifies as success differs from organisation to organisation as expectations are very different (obvious but worth stressing)
  • Social networks within the firewall should not replace the role of line managers to instilling a sense of purpose for employees but instead serve to augment the organisational culture.
  • Agencies and consultancies (thankfully) have a role to play in helping organisations implement best in class practices but need to be able to demonstrate they can ‘walk the walk’ and not just ‘talk the talk’

As organisations  continually look to transform themselves in digital age, I suspect we will see these discussions ramp up further on this side of the pond over the next 2 to 3 years. Interesting times as they say.

What is really behind the ‘social’ campaign brief?

The industry isn’t short of smart people. We constantly hear how to ‘do social media’ right and how people are ‘doing it wrong’. For example, we now all know likes don’t mean sales and that content is the bed rock of campaigns. Why is it then that many campaign wrap ups still heavily feature metrics such as ‘likes’ and ‘shares’ and so much content produced is really bad (i.e. irrelevant and poorly distributed?).

Here’s my hypothesis:

Getting people aligned around an idea is not easy. Getting consensus on something you know to be right is one of the toughest jobs of a leader. And it’s even harder if you aren’t the boss and are trying to get the boss to do what you know to be right.

This is a scenario that I’m sure happens a LOT in the agency world.

Client: We need to do something social. Can you come up with a few ideas for us?

Agency: Can you give us some more details on what the parameters should be?

Client: Not really. Our Board is keen to do something to increase our brand awareness with social. It would be great if you could come up with a few ideas that could wow them?

Agency: Right. What kind of budget are you looking at?

Client: We’re not too sure. Can you give us a range of options on what’s possible?

Agency: Yes we can do that. However it would be helpful if you could give us some ballpark figure. Also what would you say success looks like?

Client: Well that’s difficult to say. We’re aiming to increase brand awareness so anything that delivers that would be considered a success. Oh, and anything that the board really like.

Now if you’ve worked in an agency setting, I’m pretty positive you’ve been involved in a scenario such as this. Here’s my take on what’s at play in these scenarios.

From the client standpoint – they probably work within a hierarchical organisation where commands come down from the board/senior management team. These commands are rarely questioned and those in the chain of command live in constant fear of getting results that are often judged on the whim of a strong personality or a group of people with different expectations of what success looks like.

From the agency perspective – as much as they try to understand what the client really wants or what lies behind the clients requests, there comes a time when they just think, ‘hey we need the revenue. Let’s just go along with what the client says and give them a generic campaign’.

While this scenario might fill some with despair, the reality is many in these situations can only deal with the scenario they are in. The client is unlikely to tell their board that they don’t get social so shouldn’t be involved in it and the agency is unlikely to walk away from the potential revenue. Hence we often arrive at campaigns that aren’t rooted in solving any real problem. Or put in ‘wanky’ business speak, moved the needle in any meaningful way.

I’ve probably oversimplified the situation, but in my view unless much more attention is paid to understanding the organisation culture, motivations and structure of individuals both on client and agency side, we’ll constantly go round in the endless (and tiresome circle) of clients getting disappointed with so-called social media results (whatever that means) and agencies coming up with campaigns to satisfy these requests but never properly scratching the itch. By the way, if you’re interested in understanding this more, I’d strongly recommend reading Attenzi – a social business story by Philip Sheldrake.

Disagree? As ever, I’m happy to be told or proved otherwise.

Disruption, disruption, disruption

For those of us that work in digital communications, it can be easy to forget there’s a whole world out there that are welded to an historical/traditional mindset and approach.

In itself that’s not necessarily a bad thing. Just because there are newer ways of doing things, doesn’t mean you have to throw out the baby with the bath water (so to speak)

Except there are instances when it’s clear an overhaul is needed.

Which brings me to my experience last with Nissan. Firstly I just want to say I don’t have an issue with Nissan or the person who was in charge of their twitter handle who I was sparring with. (Or even the leasing company ALD who still haven’t responded).

It’s more to do with the industry as a whole. I’ll explain.

I leased a brand new car about 18 months ago. It was a Nissan Qashqai (I’ve been teased about its Dad-status but that’s besides the point)

Haven’t not owned a car for 10 years prior to that, the responsibilities that come with owning a car (such as services it) had passed me by. Hell I was just excited to have a new toy.

18 months later I realise I should take the car in for a service. The service attendant at the Nissan Garage in Leyton informs me I’ve missed the first year service.

The conversation went as follows:

Nissan service attendant: “You realise you were meant to have serviced the car last year. Did you just forget?”

Me: “Well not really. I never got a reminder telling me it was due. In fact other than being sent a tax disc 6 months ago, I haven’t had any communication for Nissan or anyone.”

Nissan service attendant: “That’s pretty bad. I’d have thought someone would have got in touch with you somewhere down the line.”

So with that, I went through the formalities of booking the car in and as one who works in digital Comms, sent a tweet to Nissan saying, it’s not on that I haven’t heard from then since I brought the car 18 months ago.

The following exchange ensued:

  1. So @NissanUK I’ve haven’t had word from you since I leased my car and now I have to pay extra for an M2 service. Not happy
  2. @eba Hi Eb – sorry, don’t understand the context. Do you lease direct from us, from one of our dealers or via a lease agent? ^DP
  3. @NissanUK It was via a lease agent ALD automotive. Not heard a word from them since I leased in 2011 apart from to replace the tax ->
  4. @NissanUK Didn’t get a service reminder so missed 1yr service. After sales service has been non existent
  5. @eba Understood – isn’t your beef with ALD then and not us? We dont set the terms of a third party lease. ^DP
  6. @NissanUK Yes it is. But I lease a Nissan Qashqai not an ALD Qashqai. Plus I doubt they are on twitter
  7. @eba Then to be frank your being unfair complaining to us about your lease terms – anyway, their twitter handle is – @ALDAutomotiveUK ^DP
  8. @NissanUK Wow your tone is unbelievable. Considering it’s YOUR brand surely some recognition that as a customer I’m not happy is due
  9. @eba Come on Eb, your an experienced tweeter, you know its not cricket to complain indiscriminately – if I could help I could, I promise 1/2
  10. 2/2 but your issue is with ALD and the lease contract you have with them, not us or the car we lovingly built for you by hand 🙂 ^DP
  11. @NissanUK I don’t complain indiscriminately. But to tell me I’m being unfair when I’ve had a poor service from your BRAND is shocking
  12. @eba Hi Eb – this is turning a bit silly – your experience is with the ALD brand while driving a Nissan one. I am trying to help. ^DP
  13. @NissanUK Yes it is. What you should have done it give me ALD’s twitter and then said you’ll have a word with them about aftersales…
  14. @NissanUK Not say I’m being unfair complaining to you (again I add I’m tied to your BRAND) not ALD

Now as someone who as worked with car brands I understand the complexities of the supply chain. However, in the day and age we live in surely the guardians and owners of the brand have the responsibility to ensure that partners aren’t unduly treating their customers and ultimately potential advocates. (Ok I’m being a bit pedantic. At the end of the day all that happened was that I didn’t get a reminder. It’s not the end of the world).

My point is brands spend lots of money trying to connect with customers and influence them to buy into their product or services. But when someone does the systems behind the scenes more often than not, don’t live up to what is being portrayed.

After my twitter exchange with the guy he actually called me up and we had a good chat about how to avoid situations like this for other customers. I appreciate where he is coming from and also the challenges of trying to connect a company that has systems that aren’t designed for the digital age.

It boiled down to the fact that despite being a Nissan advocate, Nissan’s social media team have no way of knowing who I am or linking my online public persona to their customer data.

Nissan are certainly not unique. This story sums up this issue facing many organisations. While their is a lot of effort putting on a public face, things aren’t necessarily working that well behind the scenes.

And this is why a lot of social media efforts are viewed sceptically by the public. Many lack authenticity. And why? Because they aren’t a true representation of the company culture.

Even though social business is becoming another buzzword that’s being banded around, for me this is a real live example of the disruptive power social technologies and thinking will have on many industries.

FYI – I actually really like my Qashqai.