digital darwinism and digital dinosaurs
TRANSCRIPT
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Digital Darwinism and
Digital Dinosaurs
Dr Jim Hamillwww.energise2-0.com
@DrJimHamill
www.linkedin.com/in/drjimhamill 1
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Digital Natives
By 2025, Digital Natives will account for 70% of the global workforce and they will be shooting dinosaurs
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The Digital Challenge
What will Local Authority/Public Sector communications look like in a Gen C era –
an era of constantly connected customers?
Do we need to ‘adapt or die’?
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Generation C
• Hyper connected
• Constantly researching for inforamtion
• Information overload and short attention spans
• Distrust of brand messages and traditional advertising
• Influenced by peer reviews and key influencers
• Part of a community/tribe
• Like to share
• High expectations - expect brands to engage not broadcast
• They are in control and they know it
• Intelligent and make informed decisions based on the value of online content and the online customer experience
• Narcissistic? Yes – to some extent but not all 4
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Declining effectiveness of traditional approaches to marketing communications
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Questions
If you have any questions, don’t bother asking because I don’t really care if you have any
questions, what your opinion is or what you think. If you ask a question I will ignore you
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Stop and Reflect Questions
How many companies treat their customers that way?
How many LAs treat their customers that way?
How ‘social’ is your organisation?
Four out of five companies do not respond to customer comments on social channels
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How social is your Council?
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Summary of Results
• All 32 Scottish Local Councils are now active on Twitter
• A significant increase in the number of Twitter followers since 2011 – from 63,878 followers in October 2011 to 238,228 in early December 2013; an increase of 273%.
• The 32 Councils have posted a total of 134,038 tweets – an average of 3 per day - significant variations by Council
• Only 4 per cent of all tweets were ‘replies’.
• There are only four Councils where ‘replies’ account for more than 15% of all tweets sent
• Local Councils in Scotland are using Twitter as a broadcast PR channel rather than for customer engagement
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What do the following products and companies have in common?
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In Common?
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In Common?
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Digital Dinosaurs
All have become (or could become) Digital Dinosaurs due to their failure to adapt to Disruptive Technologies
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Who Will Be The Next Dinosaur?
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Take Your Pick
• Local Councils?
• Business/SME support organisations?
• Public transport?
• Advertising, PR, Marketing, Web Design, Social Media Agencies?
• Accountants?
• Trade Associations/Chambers of Commerce?
• Telecom providers?
• The United Kingdom?
• Call Centres?
• Senior Executives?
• You?
• High streets?
• Television?
• Meetings?
• Business Travel?
• What about Higher and Further Education?
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Who Will Be Next?
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MOOCs
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The Future of Education
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Spot the Dinosaur
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The Future of Higher Education
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‘Terminal Degrees’ – the Economist
‘If universities were to face the same conditions over the next 10 to 20 years that daily newspapers faced
over the last 10 to 20, then revenues would fall by more than half, employment in the industry would drop by
nearly 30% and more than 700 institutions would shut their doors.’ (Economist, 2014)
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Digital Darwinism
A further 70% on current list will fail within the
next decade
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So why now…..?
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Convergence of Disruptive Technologies
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Convergence of Disruptive Technologies
Social Media + Mobile + The Cloud + Big Data + Gen C
= The End of Business as Usual
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The Connected Customer
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The Connected Customer is also the Connected Employee
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Digital Natives (2005)
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The Connected Customer
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The Internet of Things
50bn connected devices/products by 2020
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Implications?
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No organisation too big to fail, nor too small to succeed
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Do we need to adapt or die?
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Digital Darwinism
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Power Shift
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Power Shift
Social media empowers customers, empowers the network
We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online
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Customers in Control
• How relevant is the traditional ‘outbound’ approach to sales, marketing, PR and service in an era where the customer/buyer is in control?
• Do we need to move to a new ‘inbound’ approach based on:
– Authentic storytelling
– Content that adds value to our customers/buyers
– Data and analytics
– Real time engagement
– Creating excellent online customer experiences
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Rethinking Marketing & PR
• Unlearn marketing – it is no
longer ‘about us’
• New ‘mindset’ required
• Stop telling people how good
we are. Prove it. Spin is dead.
• A shift from Outbound Marketing to Inbound/Content Based
Marketing
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Leading Edge Thinkers
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Brian Solis - Ultimate Moment of Truth
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Reality Check
Customers are no longer passive sheep
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Create Music Not Noise
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Social Customer Service and Real Time Engagement is the New
Marketing
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Constantly connected customers (especially Digital Natives) require constantly connected
Social Customer Service Excellence
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Time for us to
‘Shut Up and Listen’
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It’s Social
A conversationnot a broadcast platform
Conversations are taking place relevant to your brand – are you listening?
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Social Media Listening
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Social Customer Service
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It is no longer just abut Social Media, it is also about Social Business –
‘Enterprise Social’
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The times they are a changin'
• Current leading-edge thinking is that we are on the verge of another tectonic shift: from Social Media to Social Business
• A Social Business is one that develops innovative new work methods and processes by applying social thinking, social strategy, social culture, social organisation and social technologies to everything it does (internally as well as externally). Social across the value chain.
• Organisations who ‘get this’ will survive and prosper - those who don’t will become 21st century dinosaurs
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Not sure? – then consider the following……..
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Productive Time
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Productivity Busters
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Global Workforce Survey 2012
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eMail v. Social
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A Better Way to Collaborate
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If we need to adapt or die, do we have the Digital Leaders to drive
change?
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The evidence would suggest NOT….
• ‘The State of Digital Business in 2014’ - only 15 percent of companies have the capability to implement digital strategies (Forrester Research, 2014)
• Successful digital business transformation requires the full support of CEOs to drive investment priorities. However, few CEOs fully understand digital
• We are facing a Digital Execution Crisis. Missing digital skills are the key hurdle to digital transformation in 77% of the companies surveyed (see also - ‘The Digital Talent Gap: Developing Skills for Today’s Digital Organizations, 2013’ – CapGemini)
• Leading US Business Schools such as Harvard, Stanford, MIT and others have responded to the digital business skills shortage by offering Executive Programmes in ‘Driving Digital Change’. The majority of Business Schools in most other countries have been much slower to respond
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Digital Leaders Urgently Required
• A new breed of senior executive is required – Digital Business Leaders
• Executives who combine high level business knowledge and experience with the ability to develop Digital Transformation Strategies fully aligned with and supportive of agreed business goals and objectives
• Executives with the personal skills and confidence to drive organisational change
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Digital Leaders Urgently Required
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The Digital Challenge
What will Local Authority/Public Sector communications look like in a Gen C era –an era of constantly connected customers
Do we need to ‘adapt or die’?
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The Challenge
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The Citizen
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The Frontline Worker
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The Senior Manager
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The Local Politician
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The Social Media Revolution
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#Socialnomics 2014
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