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From Publisher to Platform: 14 ways
to get benefits from social media
Mike BrackenTechnology Director Development
Thanks Mark, and thank you to all of you who have taken time to be here today. Let me show you a little about who we are and what we do.
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Founded in 1821
2nd largest English language onlinereadership
Publishes the Guardian and the Observer and the Guardian.co.uk, & GuardianProfessional, in the education, media andpublic sectors
We are a small company, just 1600 people, with a huge brand. We have been publishing newspapers for over 200 years, and yet in the last 3 years our use of social media
is transforming both what we do and how we do it. Guardian.co.uk is a long time leader in the use of electronic and social media solutions. Let me show you a l ittle aboutwho we are and what we do.
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montage
Technology and the social relationships with a user in this country helped us to uncover the truth behind the death at a G20 rally in London. Our investment in social media
and technology allowed us to analyse and bring to life the largest information leak of modern times. Our reporting and films behind the scenes with US servicemen andwomen in Afghanistan has won awards. And our many brands and new products, from iPhone apps to Eyewitness, have social media at their core
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Massive change
Peter Sondergarrd at keynote: We have created a platform for massive change. Information will be the oil of the coming century Cloud, social, context aware and pattern
based computing will be the 4 areas of the future. For technologists in the media industry today, there is a massive change taking place today. At its centre, this change isthe change in relationships between brands, products and the consumer. Today Im going to show you 4 areas where use of social media and technology is core to dealingwith this change, but first a quick statement of our strategy:
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So what do we meanby social?
So lets define what we mean by Social.
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Social
Heres our definition
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Social = us + them/
you
Its starts ofbeing about us, meaning us and them, or you.
HTTP://WWW.FLICKR.COM/PHOTOS/TOASTWIFE/
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us + them/you =
Mutualisation
TOASTWIFE/
And its the heart of Mutualisation, a phrase coined by Alan Rusbridger, our editor, to describe increasingly active relationship between us and our audience
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All about lowering barriers
Its all about lowering barriers. But what sort of barriers are these?
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Between editorial and readers
Well, the first ones are obvious, such as the barriers between editors and readers. In our earlier video showing a policeman pushing Ian Tomlinson, who later died, to the
ground, this clip was sent to us by a visitor from the USA
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Between content producers and developers
But its also about changing the barriers between people who produce content, and developers who consume it, embellish it and re-distribute it to new audiences.
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Between business departments and entrepreneurs
Its about reducing barriers between commercial departments and entrepreneurs who can use our content to make money for them and us, and about getting out of the way
and letting them do it
HTTP://WWW.FLICKR.COM/PHOTOS/NATIONSTUDIO/
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The social media you may think Ill talk
about is what the marketing departmentdoes.
Adding a like button to your site is the beginning ofsocial...
What social isnt for us, is what you may have thought I would be talking about today
Just adding a Facebook Like button to your site for instance. This isnt social, its marketing
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The Guardian
Huffington Post
Huffington Post
The Guardian
The Guardian
Washington Post
To illustrate the point, here are some headlines from the day the Like button went live. As you can see, were in the information business, and its very dicult to Like a
plane crash or indeed, and oil leak. Of course social media has its place for this, but that place is usually found in the marketing department. The social media I am here toillustrate is core to our mission, technologically advanced, commercial in nature and fundamentally about.
HTTP://WWW.FLICKR.COM/PHOTOS/CURRYBET/
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Social is more important to your business if it is aboutproviding a culture within your organisation where thepermission to remove and cross barriers isparamount.
Its about people. Lowering barriers between internal and external developers, as witnessed at one of our regular Hack Day seen here.
HTTP://WWW.FLICKR.COM/PHOTOS/PIGSAW/
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Social is also about creating new businesses and
revenues
About transforming internal and externalrelationship
Its about bringing new businesses in, and being a proper partner with them to mutualise the opportunity
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If social technology is implemented by you, the
technology change agent, it is the key tounlocking huge cost savings and driving newrevenues
Crucially, social technology is also the key to unlocking huge cost savings internally and driving new revenue creation with minimal investment up front.
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How do you make it acore part of all you
do?
So how have we made it core at the Guardian? We believe there are 4 areas of social media transformation, so Im now going to give you some examples.
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Innovation
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SIGNPOSTINGProducts &business
Innovation
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SIGNPOSTINGProducts &business
Innovation Organization
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SIGNPOSTING TechnologyProducts &Business
Innovation Organization
Innovation. Products & Business development. Organisation. Technology.
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Innovation
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.Innovation is implicit, not a department.
Challenge your way of working from within.
Innovation is, as you know, a frame of mind. Its not a department. The surest way to demotivate anyone is by hiving them of in an innovation function as this is
inherently anti-social
HTTP://WWW.FLICKR.COM/PHOTOS/KAMSHOTS/
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Innovation cannot be engineered
or just delivered
But innovation wont just arrive. You cant just pick up the phone and order 6 boxes of it
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Create conditions for it to flourish.
Those conditions are human rather thanpurely technological.
As a technology leader, you have to create the conditions for it to thrive
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27
This is a panda, which like innovation is another animal which too is tough to cultivate. Its also our iPad app, and when we created it we faced a conundrum:
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We didnt want to release bad iPad app ormiss out on product launch.
How could we create a great product inminimal time which would show off aspectsof new device?
Of course, we didnt want to launch a bad application, but we wanted to be there at launch, so the challenge was to get a great product ready in a short period of time
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And how could we make it so compelling that our product would feature on launch advertising?
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Well it turns out that we had some internal prototypes. We had a product manager and an interactive developer at this for 3 days, and gave them the freedom to use
whatever tools and resources they felt appropriate
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After about 2 hourstheyd made this...
They used some classic social technology a whiteboard and Flash, and after 2 hours they had made this:
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And they made this. And it allowed us to get into new opportunities:
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Missed opportunity cost is not of not doingit, its of doing it wrong
Not just taking part in a new platform for media,
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320,000 new users
But attracting 320,000 new users. That is a few thousand more than the average daily sale of the newspaper in the UK
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Social Reputation:
Everybodys talkingabout it
And, as well see, people are saying nice things about us. This is our social reputation. But really, innovating around iPad apps is surely par for the course for a media
company? Fair enough. But heres the flipside of innovation
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.Innovate the middleware & back end to
reduce costs
The key innovation principle is to focus this type if talent on the middleware and back end costs.
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Make money by saving money
Now middleware costs dont make for as attractive slides as iPad apps, but in this audience I know where your costs are hurting. Like me, youve got ever more digital
channels, social technologies products to satisfy and yet, perhaps, uncertain rewards to come
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Web developers are
often excellent atscaling middle tiers.
Which is where Graham Tackley comes in. Graham is a very, very good web developer, from the same team as the iPad guys. Hes particularly good at understanding how
the infrastructure and middleware of web services work, and how web services scale, and theres a reason for this:
HTTP://WWW.FLICKR.COM/PHOTOS/
HOWZEY/
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They understand what users do, how usersflock and operate as a crowd and how best
to cache and make efficiencies
Developers like Graham understand what users do. How they interact, what they want to do on our sites and services and, crucially, how their expectations change as a
crowd. Or put it another way they understand users social expectations far more deeply than any technology services company
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So what Graham did was implement memcache to reduce the number of database calls. You can see here with the big red arrow to show when it was switched on. This
enabled us to scale spectacularly well. While our customer base doubled from 17 million to 37 million per month in 2 years, our scaling costs were expected to increase by$3.5 million in that time. Instead, we made a saving of
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Social technologists:There are no tiers
What this shows is that there are no tiers in the technology organisation no separated front end and back end team competing for resources. Success is celebrated
whether it be in the hands of the consumer or in real innovation in the infrastructure, and our people are expected to treat working on either in the same way. Socially,there are no internal tiers
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.Regardless of sunk cost, stop competingwith yourself.
Kill stuff. Fail fast
The third innovation lesson from social technology is about how to approach technology which already exists.
HTTP://WWW.FLICKR.COM/PHOTOS/
SONGZHEN/
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Don't spend all your time money and
resources reinventing wheels
In 2007/8 we spent money building our publishing platform, so that our editors and journalists, and commercial teams, could use it. And it worked. It was our set of
wheels, so to speak. A technology platform delivered on time and under budget, we then proceeded to turn it inside out
HTTP://WWW.FLICKR.COM/PHOTOS/
LOOP_OH/
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Make a wheel factory.Build a platform for
you and your partners to use.
But what we realised is, in a mutualised world, our advertisers, partners and users needed to use it too, so we set about building a wheel factory
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Its called the Open platform, a set of APIs and data constructs, a platform for us and our partners
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Use the platform to speed up productdevelopment and reduce risk of tryingsomething new
We now use this platform to speed up our product development, and by using our platform were able to innovate quickly, succeed and fail fast, and cheaply. Youve seen
this panda before, its our iPad app
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And it was developed very quickly, in about 3 days, and people say nice things about it
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.Open up. Allow your customers & partnersto innovate with and for you. Celebrate and
reward them
The final innovation point. Open up its hard to innovate when all you know is yourself. As were in Florida, let me show you one quick example which may resonate
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At the recent UK election a third party developer created Voter Power Index, which shows the true weight of each voters power, as due to our electoral system some seats -
as Florida was here are marginal and important, while some seats barely see a real competition for votes
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This application shows the relevant voting power by ratio across the UK
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And shows how some seats are barely competitive. We would probably not had the time or resources to build this, but it happened quickly as a result of us opening up our
innovation capacity. And who knows, as in the UK weve just elected a coalition govt for the first time in decades, perhaps it was more important than we can guess.
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.Empower domain specialists: Productmanagement demonstrates immediate
success
Weve had some great success with product management
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We took our existing comment system. We believe the social conversations with our users are so crucial that we invested our development resources into this platform.
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on Thursday 16th September
1 comment every 6seconds
As you can see, its a very busy platform, with live engagement with hundreds of thousands of our users every day
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345386 users who have posted at least onecomment
$220k CAPEX + development cost
63 per user
commenting
We took this in house, saved over $300,000 as a result, and have much more control over our future in this area. Its the perfect circle for us: A decreasing cost per user,
daily feature additions and innovation, negligible scaling costs. Enables new revenue streams.
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.Social media is quick:
Prototype to product speed: from 3 monthsto 3 days
The next issue is speed. Every piece of work is categorised as 3 day, week or month
HTTP://WWW.FLICKR.COM/PHOTOS/PDCAWLEY/
You can now build working
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You can now build workingsoftware in less time than it
takes to have the meetingto describe it.
Simon Willison
We knew this sort of innovation pace and thinking was possible with social media tools, but possiblydidnt appreciate just how efective this could be so quickly. Mark gave some great examples yesterday heres ours
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This application captured over 300,000 individual MPs expense records, and allowed our users tocrowdsource them. Suddenly, our readers can see where exactly UK MPs expense spending has gone,and take part in the reporting and classification system
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Hosting cost $600(no ks or ms on the end of that number)
The crucial part of this application is not just the speed, but the cost: By using Amazon EC2 the entire hosting cost was $600. It was done in 3 days.
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.Technology *is* business developmentA personal bugbear, but when I hear CIOs and CTOs talk about the business I know theyre failing. There is nothing more demotivating, more inherently anti-social than
to tell developers they are not part of the core business, and if your core business is about making profits, so be it
HTTP://WWW.FLICKR.COM/PHOTOS/WORLDECONOMICFORUM/
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This guy knows it, but his answer is not social. One of the biggest problems to the paywall approach isthat it breaks the interlinked nature of the internet and moreover makes social distribution hard if notimpossible. If you had to ask your friend to pay when you passed them a physical newspaper for themto read a story it would seem odd. Online never imitates real life.
HTTP://WWW.FLICKR.COM/PHOTOS/WORLDECONOMICFORUM/
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paying forcontent
vs
paying for
utilityWe dont believe he is wrong to charge for content, just that the mechanism is wrong. We believe that users will pay for functionality and utility, and our technology teamhave proved it
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This is the Guardian iPhone app. Its beautiful and, contrary to conventional wisdom when launched in October 2009, it charged for news. It came from the technology
department, was developed in just over a month, and the results speak for themselves:
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200k+ new users
$0.45 million+
Over 200,000 new users and a healthy profit already
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Second mover advantage is often best.Understand possibilities first.
Second mover advantage is often best.
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Organization
I now want to talk about the most important part of our social technology.
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.Sit close: get to know your internalaudience
Its how we organise ourselves.
HTTP://WWW.FLICKR.COM/PHOTOS/PIGSAW/
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Kings Place is a social building. Last year we moved from 8 buildings to 1, removed nearly all ocesand integrated our teams. What we efectively did was.
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Build a social network
Build a social network.
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Build a social network
out of your building.
With our building, and its the most important part of our success. It may signal the end of the technology function. So what?
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.You cannot achieve long termorganizational change with hired help talent is everything
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28
developers
105contractors
This shows the position I found in 2007, so we turned the recruiting system inside out. Peer reviews, peer recruiting and attraction of talent via social media was key. I was
asked by one CIO here whether to turn Facebook on its a productivity problem apparently. If your people are not on Twitter and Facebook telling their peers how good itis to work there, then why not?
HTTP://WWW.FLICKR.COM/PHOTOS/PIGSAW/
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Talent begets talent
But to deliver on social media its vital that the users of these technologies are a key part of thebusiness. So we invited the right sort of people who could do it to join us and work with us.
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The people you hire
are your newrecruiters.
So the key message is: social media is inherently based on peer review
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0Technology is a first class citizen. There isno business, its you.
Something Ive touched on already is inclusion
Dan Meg
HTTP://WWW.FLICKR.COM/PHOTOS/MEG/
HTTP://WWW.FLICKR.COM/PHOTOSTOBYBARNES/
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Once you have this talent theres no point inconstraining it to a small area where it cantdo stuff.
Talent like Dan and Meg here require a central place in our business. Dan lead development at Flickr, the photo sharing site which is one of the primary social media
services on the Internet
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After 2 months, in his words, playing with a newspaper, he delivered to me: a napkin
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Which, using free, social media tools and services, delivered Zeitgeist, a brand new way to show the news. Its colourful, deeply addictive and optimised for the iPad.
Crucially, before the iPad existed
HTTP://WWW.FLICKR.COM/PHOTOS/PIGSAW/
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So, rather than take it from him and give it to the marketing dept, we encouraged him to talk directly to our clients
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Let your talent drive,and then tell the story.
No-one has the passion for social technologies more than those who create and use it, so let them drive
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Technology
Finally, a word on technology
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1.Apply web 2.0 & open source to theenterprise.
This is a no brainer
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We have reduced our opex costsby roughly 65% and the project
paid for itself within the firstyear.
Increased comms. Skills take-up. Virtual working increased. Speed and low cost of internal development on internal systems.
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Oh, and people can
collaborate better. Itsmore social.
Socialising the enterprise is an absolute must. If the only way to get something done whether it be a helpdesk call or a request for investment is social, then everyone
becomes social by default.
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2.Find the right tools, use them. Write off theinvestments
The other part of enterprise renewal with social media tools is the headshift to start throwing stufaway
Sometimes you
HTTP://WWW.FLICKR.COM/PHOTOS/BONNIERD&D
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So et es youneed a containership sometimes youneed a speedboat.
Chris Thorpe
This is Chris, one of our developer advocates, who has helped usher in the use of tools like Google appengine and various open source databases and tools
Bring things in house whereappropriate
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In 2009/10, the use of social technologyto replace existing enterprise and
license software saved 70% of the totalcost of the development
costs of the business
And the financial results can be staggering
Use external resources where appropriate
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Use external resources where appropriate
MPs expenses - Amazon EC2
Zeitgeist - AppEngine
These are some of the services we use in anger, but there are many more
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Compute on demandand platform agnostic
means less cash spentand more friends.
And crucially, these costs scale, both in terms of money, but in terms of the size of your social graph.
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.Bench strength: open up to externaldevelopers & partners
Finally, social media is inherently scalable
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Our social network.
This is our social network. You should have one too
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.Peer reviews wins every time stick to it.People will validate your results.
Social is important to your mission. We found that when we did the first 13, then the 14th thing to happen was validation
HTTP://TWITPIC.COM/ELEMENTARI86
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This social power brought us to the attention of our Government
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Who, seeking to be open, gave us a hard to understand finance data set. Basically, UK PLC on a USB stick. Within a week, our social network had pulled apart COINS, and
made the finances of the UK open to everyone
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And people with big amplification power notice, and use their social tools to tell others
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When people like this talkabout you publicly, others
listen and influencespreads.
And this is where influence comes from, and why Im here today to talk to you. So, if you want governments and communities to talk about you, if you want to reduce
costs, get closer to your users and drive your business, then social media is the way to go. If you want to use the Like button from Facebook, knock yourself out, but this issocial media. Lets just recap these points:
Innovation
Innovation is implicit, not a department.
Challenge your way of working from within.
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1.2.3.
4.
Innovate the middleware & back end to reduce costs
Regardless of sunk cost, stop competing
with yourself. Kill stuff. Fail fast
Open up. Allow your customers & partners to innovatewith and for you. Celebrate and reward them
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Organization
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8.
9.
10.
You cannot achieve long term organizational
change with hired help talent is everything
Sit close: get to know your internal audience
Technology is a first class citizen. There is nobusiness, its you.
Technology
11. Apply web 2.0 & open source to the enterprise.
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12.13.
14.
Find the right tools, use them. Write off the investments
Bench strength: open up to external developers& partners
Peer reviews wins every time stick to it. Peoplewill validate your results.
i l h
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Social = us +them/you
Mike BrackenThe Guardian
Web:www.guardian.co.ukEmail: [email protected]
Twitter: leftback
Social media is about us and them/you.
http://www.guardian.co.uk/http://www.guardian.co.uk/http://www.guardian.co.uk/