Leveraging Social Media to Enhance Collaboration in Manufacturing

Transcription

1 Leveraging Social Media to Enhance Collaboration in Manufacturing David Prawel, PhD Longview Advisors Inc. GPDIS_2012.ppt 1

2 Agenda Social Media in the F100 Leveraging Social Media Enabling Technology Adoption Managing Corporate Culture Managing Change and Transition Influence and Herd Mentality GPDIS_2012.ppt 2

3 Social Media % of Global F100 using: Twitter: 65% Facebook: 54% Youtube: 50% Blogs: 33% 79% (WW) of all use at least one 86% in US, 88% in Europe, 50% Asia 20% (WW) use all four! (28% US) Source: Burson-Marsteller Communications, 2011 GPDIS_2012.ppt 3

4 Corporate Tweeting of Global F100 82% tweet corporate news 38% respond to tweets 32% re-tweeting 1,489 average followers 731 average users companies follow 42% are getting tweeted about 4.2 average accounts per company GPDIS_2012.ppt 4

5 59% of fan pages have posts from the company 57% of companies have likes from fans 43% of fan pages have posts from other fans 47% of company posts have comments from fans 40,884 average fans per account 2.1 average accounts per company GPDIS_2012.ppt 5

6 Youtube 68% of channels have new videos from company 76% of channels have comments from viewers 38,958 average subscribers per channel 1.8 average accounts per company GPDIS_2012.ppt 6

7 Value 101 marketing executives surveyed 76% say online social networks are key to building brands 71% say that leveraging social media helps gain competitive advantage 54% have fully integrated social media into their work 38% have equipped and trained all employees to actively use social media 59% say companies that don t figure out how to embrace social media will ultimately fail Source: Forrester Research, December 2011 GPDIS_2012.ppt 7

8 Value of On-line Social Networks Corporate Communications Customer Engagement Cultural Development Collaboration & Sharing Content Product development Sales & Marketing Improving forecasting/visibility Source: Forrester Research, December 2011 GPDIS_2012.ppt 8

9 Key Enablers of Technology Adoption How technology gets adopted? How groups make decisions What makes things go viral? What makes people want to work together in groups? (a.k.a. social networks), or go it alone What makes behaviors spread in a population? What makes a leader step forward? (or not) What makes someone block apparently perfectly good new ideas? GPDIS_2012.ppt 9

10 Madison Electric Company Was third tier supplier, selling on price couldn t outspend competition Rob Fischer: we did a lot of monitoring and listening to discover what electrical contractors and distributors were discussing. Once we began par8cipa8ng, we kept the focus on addressing industry issues and trends. (speaker at 3DCIC last year) Created Sparks Innovation Center crowdsourced product development submissions, 6 new products launched Now leads their market sector GPDIS_2012.ppt 10

11 Managing Culture Michael Johnson, Univ. of Washington this may be the only remaining competitive advantage that organizations have Organizations that do this well, they tend to do really well financially too Teresa Amabile, Harvard Business School most important element of employee engagement: is helping them move forward on work they care about negative effect of these setbacks, - on motivation and emotion - is two-to-three times stronger than the positive effect of progress GPDIS_2012.ppt 11

12 The Power of Culture As many as 3/4 or re-engineering, TQM or strategic planning efforts fail, or create problems that could kill their companies. several studies report the most frequently cited reason for failure was neglecting the organization's culture Source: Diagnosing and Changing Organizational Culture Kim Cameron & Robert Quinn, Stanford University GPDIS_2012.ppt 12

13 And Dr. Chip Heath, Stanford; book Made to Stick getting ideas across to others Malcolm Gladwell Tipping Point What makes some ideas resonate with others and some not? Especially people in engineering and science GPDIS_2012.ppt 13

14 Managing Cultural Transition and Change William Bridges Managing Transitions Transition involves change on a personal, internal level whereas change may not. It is the personal and psychological side of change related to people s transitions that is difficult to manage, more than the explicit program of planned activity. People often attached to the old ways - people initially becoming angry, sad, frightened, depressed, anxious, confused. Starting point is not the outcome, it s the ending (to leave the old situation behind). GPDIS_2012.ppt 14

15 Bridges Transition Framework Endings can be managed by treating the past with respect, helping compensate for losses, giving people plenty of the right information, marking the endings, and helping define what is over and what isn t. Neutral Zone uncertainty about process and future. A time or risk and new opportunity manage carefully Temporary support systems, shorter-term goals, clear definition/redefinition of goals and activities Opportunity to find new ways of doing things Define 4 Ps : Picture, plan, parts, persons Be consistent, build momentum (quick successes), celebrate successes GPDIS_2012.ppt 15

16 Measuring Mood Using Twitter to study mood 500 M tweets from 84 countries! Moods positive in mornings, negative in afternoons including weekends (so it s not work-related) Happy in spring, somber in fall Across cultures and regions Source: Macy, Golder, Science, v333, 30 Sept GPDIS_2012.ppt 16

17 The Type of Tool Matters 4.6 B tweets over 3 years Corroborates previous findings Mood correlates directly with world events Global mood decline starting in April 2009 through H Japanese earthquake, global economic woes Sources: Aral, Proceedings of the National Academy of Sciences, Aral, Management Science, GPDIS_2012.ppt 17

18 The Type of Tool Matters 500K Yahoo msg users in 2009 Does social contagion affect new product adoption? Small role, but many confounders People rated the tool low 10K Facebook users New app to make it easy to invite/ collaborate with friends Contagion increased adoption 400% Source: Aral, PNAS, Aral, Management Science, GPDIS_2012.ppt 18

19 Personalize Everything Greater likelihood that a peer would adopt an app when the message to personal friend (word of mouth) Users preferred to use tools that personalize rather than broadcast When more friends adopt an app, a positive feedback loop results more apps more friends, etc. Source: Management Science, v57, 10:1287, 2011 GPDIS_2012.ppt 19

20 Natural Collaboration The benefits of collaboration drive the evolution of a population structure that supports collaborative behavior. If the cooperative people are allowed to benefit through work, not personally Driven by innate altruism Source: Szathmary, Science, v334, Dec GPDIS_2012.ppt 20

21 And Enabling collaboration of strategies, algorithms, and tricks - as macros and recipes in an interactive game These recipes spread through a population much faster than others and evolved faster much faster and higher quality than independently developed algorithms Source: Khatib et. al., Proceedings of the National Academy of Sciences, v108, , 2011 GPDIS_2012.ppt 21

22 Consensus Decision Which fish in the school decides? Intransigent minorities exert overly strong influence decisions The presence of uninformed group members in an otherwise noncooperative group promotes democratic outcomes and better, faster decisions Source: Couzin et. al., Science, v334, 1578, 2011 GPDIS_2012.ppt 22

23 Herd Mentality Michael Mauboussin More Than You Know: Finding Financial Wisdom in Unconventional Places People look to leaders of internal herds for guidance and adoption of new ideas Robert Cialdini Influence how to get people to align with colleagues, to make life a little better for everyone GPDIS_2012.ppt 23

24 Influential and Susceptible Members of Social Networks 1.3 M Facebook users Susceptibility decreases with age to 31 Men 49% more influential than women, but women 12% less susceptible than men Singles more influential than relationships, but both much less influential than married And married much less susceptible Influence exerted by married people positively contributes to product diffusion, without targeting Women poor candidates for targeted promotion, because they are less likely to adopt spontaneously Source: Aral and Walker, Science, v337, 20 July 2012, pg. 337 GPDIS_2012.ppt 24

25 Influence and Susceptiblity (Cont d.) 12 M Facebook user with 85 M relationships Highly influential users and not susceptible, and vice versa no one is both Influentials are less likely to adopt through natural influence Targeted introductions should focus on attributes of adopters, such as giving incentives to influence peers Influentials cluster in networks with influentials, so build and nurture networking groups for these folks Much more Source: Aral and Walker, Science, v337, 20 July 2012, pg. 337 GPDIS_2012.ppt 25

26 Good Review Article Valente, Thomas W., Network Interventions, Science, v337, 6 July 2012, pg. 49. The process of using social network data to accelerate behavior change or improve organizational performance. People-Network modeling software: Keyplayer, Borgatti, S., Analytical Technologies, Lexington, KY, GPDIS_2012.ppt 26

27 Summary Social Media is already big in the corporate / manufacturing world Powerful tools are emerging to leverage it Cultural issues are more important than technology New methods based on population-scale networked data sets are emerging to help guide cultural change and transition Considering and Managing Influencers and Susceptibles can help steer change and transition GPDIS_2012.ppt 27

28 Thank you. Longview Advisors Inc. Loveland, Colorado, USA