go social or die: why digital competence can't be ignored

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www.liveandsocial.com

APM Project Management Office Event

Digital Competence: Go Social or Die

Jonnie JensenCEO & Social Media [email protected]

08452871181 / +44 7900183311

Connect with me at:

http://linkedIn.com/in/jonniejensen

http://twitter.com/jonniejensen

http://plus.google.com/+jonniejensen

mailto:[email protected]

http://linkedin.com/in/jonniejensen


http://gplus.to/jonniejensen

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Social Media Training

• I’m @JonnieJensen

• Worked in Internet Marketing since 1999

• The Market Leader Strategist & trainer

• Founder and CEO of Live And Social

• Helps business understand and effectively utilise digital communication to grow their revenues.

• Father, friend and husband

• Likes the mountains, the beach, sport and music

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Factors posed to me…

• PMO’s are being expected to work more socially, to collaborate less formally and to use social media and/or enterprise social networks.

• Conflict with PMO’s as they tend to bring governance and control.

…well that’s handy!

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Does Project Management need to change?

In the past, PMOs could assume:

• Most teams in a single office or geo-location

• Siloed skills and information

• Detached processes

• Too many emails

• PM software on a desktop workstation

• Rigid

• Weekly and monthly status meetings

• Formal

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IT IS NOT ABOUT WHAT YOU HAD FOR LUNCH

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IT IS ABOUT MAKING LUNCH

HAPPEN

Who is hungry?

Quality control and measuring results

Time management

Invite restaurant (supplier) to collaborate

Sharing of menu to pre-order

Scheduling car share journey

there

Survey to identify most efficient

route

Search any past experiences

Ask experts best burger in town

Identifying people to join you

Acknowledging team publicly

Posting experience for future reference

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No social media – just social

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Digital competence is key to growth

• Companies with strong digital skills were one third more likely to see growth than their digitally-deficient counterparts

• Despite that, 25% of the CEOs surveyed feel digital is irrelevant for their business – Lloyds Bank 2015

http://resources.lloydsbank.com/insight/uk-business-digital-index/



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Digital competence is key to profitability

• Companies with strong digital competence are, on average, 26% more profitable than their industry competitors

• 77% of companies considered missing digital skills as the key hurdle to their goals – Cap Gemini

https://www.capgemini.com/resource-file-access/resource/pdf/the_digital_talent_gap27-09_0.pdf



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How digital tech impacts the UK economy

• 4.4% rise in revenues and reduced costs by 4.3% (2014)

• Estimated £124 billon contribution to the UK economy.

• Professional and tech firms could gain the most

– adding £27 billion a year in industry revenues.

“The incredible pace of change means there is no place to hide, or room to stand still. Any business with ambitions to grow through digital needs to invest in the right technology and skills”

– Virgin Media Business report 2015

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Business as usual – will kill you

UNSOCIAL – BUSINESS AS USUAL

PRESENT

ACTIVE

GROWTH

MARKET LEADER

Widening Gap“Can’t catch up!”

Use of social media andsocial technology ineveryday life. Based onMoores Law you can’tcatch up

Digital

Competence

http://en.wikipedia.org/wiki/Moore's_law

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Characteristics of a market leader

• Market Leaders…– High profile in their industry

– Industry leading talent

– Utilising technology effectively

– Are trusted and valued

– Associated with other influencers

– Are well informed

– Train and empower their people

– Advanced systems and processes

– Utilise data and business information

– Responsive and open to change

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Creating Market Leaders

Where do you sit?

Systems

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Creating Market Leaders

PRESENT

ACTIVE

GROWTH

Systems

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Social business defined as:The deep integration of social media and social methodologies into the organization to drive business impact.

- Brian Solis, Altimeter

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What has social technology done for us?

4 Emails

10 people in project

Everyone CC’s

Total 40 emails!!

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What has social technology done for us?

• Collaboration

• Effective communication

• Access to information

• Speed of information

• Quality control

• Knowledge exchange

• Productivity

• Business insight and analysis

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Changing expectations on business

• Utilising technology

• Senior management

• Reports and analysis

• Ease of communication

• Control and systems

• Productivity

• Cost efficiencies

• Reporting and measurement

• Tenders

• RFP’s

• Partners

• Suppliers

• Customers

• Talent

• Investors

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Real control and collaboration

SOCIAL PM

Collaborative documents

Wikis

Instant messenger

Google Hangouts / webinars

Remote access

Shared calendar's

Apps and plug-ins

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Real control and collaboration

SOCIAL PM

Collaborative documents

Wikis

Instant messenger

Google Hangouts / webinars

Remote access

Shared calendar's

Apps and plug-ins

INFORMATION MANAGEMENT

QUALITY CONTROL

SYSTEM & PROCESS

MEASURNG & REPORTING

SOCIAL PMO

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Tool Selection

• Cost

• Industry relevance

• Current infrastructure

• Requirements of the project

• Skills of the project team

• Scalability

https://company.podio.com/

https://company.podio.com/

https://www.yammer.com/

https://www.yammer.com/

http://www.salesforce.com/uk/chatter/features/communities/

http://www.salesforce.com/uk/chatter/features/communities/

http://office.microsoft.com/en-gb/sharepoint/

http://office.microsoft.com/en-gb/sharepoint/

http://google.com/apps

http://google.com/apps

http://basecamp.com/

http://basecamp.com/

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Staying competitive

• Gartner predicts that a lack of digital business competence will cause 25 percent of businesses to lose competitive ranking by 2017.

• Businesses need to move technology from a supporting player to a leading player in innovation, revenue and market growth

http://www.gartner.com/newsroom/id/2745517

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Social Technologies Raise Productivity

Improved communication and collaboration through social through social technologies could raise the productivity of interaction workers by 20 to 25 per cent

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Big Data

• Collaborative data is shared and open

• Real time monitoring and accuracy

• Forecasting and nowcasting of events

• Modelling success in decision making

• Overlaying information to reveal hidden opportunities

• Need based product development

• New business models based on data

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Big data revolution

• Smart data not big data

• Its what you look for and how you use it

• Insights will revolutionise your business – or your competitors

• SMART data model– Start with strategy

– Measure metrics and data

– Apply analytics

– Report results

– Transform your business

Bernard Marr ”Big Data: Using Smart Big Data Analytics and Metrics to Make Better Decisions and Improve Performance”

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The Cultural set up for social business success

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Becoming a social PMO

• You can’t learn 20 years experience on YouTube

• How are you supporting your career?

• How are you supporting your business?

• Project managers are no longer behind the scenes

• Raise your profile

• Be Known, Liked, Trusted

• Attract new business

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Emotional Response To Social

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Top Down

• Business leaders active on social media

• Have vision

• Aligned with business goals

• Aligned with individual needs

• Clear guidelines and social media policy

• Agile and prepared to respond to information

• Training and encourage peer based support

• Supportive and committed under pressure

• Contributing to quality and efficiency of daily work

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Meets Bottom Up

• Part of everyday work

• Active users of social media

• Understand the vision

• Confident and empowered

• Motivated by the opportunities

• Shared company values

• Goals aligned with peers

• Inspired by leaders

• Supportive of others

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Not Everyone Wants To Go Social

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Support And Relate

• Shared values

• Common goals

• Provide training

• Mentor

• Evaluate

• Acknowledge

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Thomson Reuters case study

• Common problems

– Too many emails lost and disconnected

– Information ‘filed’

– Disparate site from company news and information

– Static and rotting

– Permission maintenance

– Geographically dispersed team

– Meetings, meetings and more meetings

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Thomson Reuters case study

• What they wanted

– Fewer meetings

– Easier to find people

– Less playing monkey in the middle

– Easier to find information we can learn from or reuse – less duplication

– Faster way to get a project team up and running

– Higher quality project deliverables – higher customer satisfaction

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The Hub – a new way to run projects

http://www.slideshare.net/jivesoftware/how-to-use-social-for-it-project-management

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What Thomson Reuters experienced

• Less meetings

• Documentation with improved meaning

• More connected team

• More engaged team

• More experts

• Improved stakeholder engagement

• New team members up to speed faster

• Better delivery

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What Thomson Reuters learned

• All team to use The Hub for all project communication

• Keep at it

• Used the Outlook and Office connectors

• Watch for non-responsiveness and bring back stragglers

• Watch for rogue emails, bring them back in

• Project management requires collaboration

• Project managers need to lead

• Project managers need to change

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… go social or die

You’ll never be a chicken if you stay an egg!

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@[email protected]

+44 7900183311

Connect with me at:

http://linkedIn.com/in/jonniejensen


Connect with @LiveAndSocialwww.liveandsocial.com0845 287 1181

mailto:[email protected]

http://linkedin.com/in/jonniejensen


http://www.liveandsocial.com/