Note: this presentation is designed to accompany a live delivery and discussion. It will not make sense on its own in a static format.

© 2010 Chris Rigatuso for Skyfollow Consulting Group

MIND THE GAP

Stakeholder Analysis andMeasurement Challengesfor OrganizationalTransformation in the Age of Social Media

MIND THE GAPs

Do you See the Differences

Between (x – y) = G ?

• Assumptions and knowledge

• Personal and team goals

• Impressions and evidence

• Knowing and doing

• Abilities and desires

• Commitments and hopes

• Team and departmental goals

• Explicit and Tacit Knowledge

• Departmental and corporate goals

Common Complaints and Issues

At the intersection of Web 2.0, Social Media, Corporate Communications and Media

• Who’s in Charge?

• What disciplines are needed now?

• Who owns “social media”?

• What functional areas are needed?

• What does Alignment mean?

• How do we measure alignment?

• How to coordinate an interdisciplinary team around Social Media?

Stakeholder Communication Integration Map

Employees Customers Shareholders Communities

HR Marketing FIN

Corp. Social Responsibility

Internal Communications

PR

Competencies

Learning

Teamwork

Collaboration

External

Social & Internal

& Traditional Media

Advocacy

Respect

Employer Of Choice

Contribution

Affinity

Culture

Themes Memes Dreams

T M D

TMD

CIO

VPProd

TMD

• Themes– Initiatives that support corporate goals and mission statements

that require buy in across departments. These usually start with CEO, or other top executives and are communicated broadly but internally.

• Memes– Ideas that move through external media and peoples minds,

without internal coordination. Viral marketing when it works creates a new Meme.

• Dreams– Ideals that impact respect and admiration in the communities

that pertain to your company– We appeal to Dreams that exist; its nearly impossible to create

new ones since they are cultural and societal.

Interpreting the Stakeholder Diagram

• Why is stakeholder analysis important?– Getting People on the Same Page Requires a “Page”– Gaps create opportunities

• Who does it today?– Acknowledged, appointed, self-appointed, or de-

facto?

• Why does it not often work?– Differences across team in task scope, people roles,

abilities, assumptions and interpretations– Differences in time horizon, trust, authority, and

respect, and information sharing

What is the difference between looking down and looking up your org chart?

Which one is which?

Discussion on Stakeholder Diagram

• How to Resolve?– Recognition of differences as value-added, not detrimental

– Recognize team-skill-fit as multidimensional, not single

– Interdisciplinary teams require direct per-instance role negotiation

– Hightened need when there are temp assignments crossing departments

• What is the advantage of external consulting?– Innovation comes from outside the company, because it overcomes context and

assumption

– Does not require brilliance, but freshness and willingness to restate the obvious

– Its easier to recognize and seize external ideas

– Complimentary Data exists outside the company

– Incisive interpretations and context-dependent understanding mixes internal and external perspectives

– Skills with Tools, data, methods, a decision process

– Neutrality acts as smoothing tool to bridge internal differences and power struggles

The problem is this

“People don’t admit what they don’t do well.”

• Because of political pressure, job competition, and challenges in earning and maintaining trust and respect.

All organizations have this problem in spades,

• Because there is enough employees vying for attention and promotion, that someone always raises their hand to take on new tasks, to leave behind their old tasks

• Organizational Boundary points and committees that cross departments are the breading ground for Tension, Confusion, Disagreement, and Disdain.

Corollary: Its big transition for (some) companies to outsource anything. Some startups build this into their business model early due to complete lack of resources

Domination

Innovation

Differentiation

Collaboration

Opposition

Price Wars/ Ad Wars

Competition

Coopetition

Conversation

Participation

Destruction

Disintegration

Unaligned

Mistrust

Harmony Alignment

Synergy

Trust

Tension

B

A

Corporate Mission and Goals

(actual – target) = Mind (the GAP) = Variance

Visual Transformation of Energy and Attainment

Getting from (A) to (B) is not a linear path…

Market Realities, Economic Realities, and Personal Pressures combine to create barriers of acceptance

External Intangible

Internal Intangible

Internal Tangible

External Tangible

1:1

1:M

N:M

1:1

1:M

N:M

BrandMeaning

Advocacy

Community

Culture

Sales

AdvertisingMarketing

Social Media

Title Compensation

Boss

Meeting Presentation

Collaboration

Role

Trust

Reliance

Respect

Integrity

Resilience

Influence

Spheres of TMD InfluencePersonal – Team – Dept – Division - Corporation

Functional Silos x Amorphous Concepts

= Perpetual Tensions & random misunderstandings

Rife with political conflicts

Ways to make the Amorphous concrete?

VisualizationRole Playing

Specific Customer ExamplesSpecific Competitor Scenarios

Add a Catalyst, Agree on a MetricResolve to a Target

Assign OwnersAgree on Latitude

Objective

SpeakerVision As A

Story

Demographics

Psychographics

Behaviors

Audience

Assumptions

Beliefs

Preferences

Attitudes

Relevance

Reason

Meaning

Call To Action

Impact

Benefit

Sleep

Detriment

Goal – Audience - Person : Content – ImpactGAP : CI

ImpactDrives Change

Not Always Nice

Leadership & Communications for Organizations: Emotions that Move the Audience to Act

Selling Ideas is Like Selling:Consulting, Information, Analytics, Coaching, Spiritual Philosophy

• “The value to the reader will greatly depend on the purpose of the purchase.” (anonymous amazon book review)

• “The interpretation of the charts will depend on the experience and goals of the reader”

• “the decisions for change, will depend on the title and clout of the decider”

• “the acceptance of the discovery will depend on pre-concievedbiases and opinions of the reader”

• The value is the interdependency from knowledge, capability, understanding and action

Dimensions of the Gapsmuch more than (x – y) = g

• Interpretations

• Personal history

• Unspoken Assumptions

• Personal gripes

• Political mistrust

• Authenticity

• Tacit Knowledge

• Company and department history

• Clout as a function of context and organization culture

• Scope of mission or project

• Time Frame of mission or project

• Proper Metrics Used

• Proper Target Value

• Alignment of sub goals and contribution

• Perceptions of the leaders

• Notion of Responsibility

• Bidirectionality of the buy-in

• Concept of Control (GOM = geometry of meaning)

• Ways to work “around” the process

• Negotiations as way to foster tighter teams

All metrics have dimension, often simplistic and implicit

Overcoming the Gaps

• Get them on the table• Understand issues and style sensitivities from advance

conversations• Timing and wording are key• Form a reason to prioritize them• Form a consensus ranking order• Decide an Auditor per Gap to certify its measurement,

interpretation, resolution (MIR)• Decide which data is worthy, which is not• Decide a representation scheme, graph or dashboard

that satisfies the MIR Criteria

MIR: Measurement, Interpretation, Resolution

LL/T2

ML

ML2

ML/T2

ML2/T2

L/TML/T2

ML2/T2

ML/T2

ML2 /TL/T3

velocity CHANGE

force BEING

power KNOWLEDGE

mass control ESTABLISHMENT

acceleration SPONTANEOUS ACT

moment of inertia FAITH

moment SIGNIFICANCE

control CONTROL action

IMPULSE

momentum TRANSFORMATION

position OBSERVATION

work FORCE

M = 1200 T = 900 L = 300

Physical Quantities Correlated With Their Equivalent English Meanings

The Rosetta Stone

Actions

Position L

Velocity L/TAcceleration L/T2

Control L/T3

States RelationsMoment ML

Momentum ML/TForce ML/T2

Mass Control ML/T3

Power ML2/T3

Inertia ML2

Action ML2/T

Work ML2/T2

Control & Causality

Audience ExerciseDiscuss the apparent differences of these images

and the analogy to your team, corporate goals and structure