Social Media Strategy Framework in Italian – Schema della strategia relativa ai mezzi di comunicazione sociale

Continuing our series of translations of Social Media Strategy Framework, today we are launching the Italian edition.

See the original post for the full overview of the Social Media Strategy Framework in English.

Click on image to download pdf

Please share this with any Italian speakers.

Also be sure to let me know if you can suggest any improvements to the translation.

Keynote on Creating the Future of Media including Six Strategic Issues for publishers

Yesterday I did a keynote for Publishers Australia on Creating the Future of Media, pointing to driving forces, key strategic issues, and action items for media companies today, with Iggy Pintado also presenting on leveraging social media in publishing.

The event attracted more attendees than any similar event organized by Publishers Australia so far, so clearly these issues are at the top of the agenda for the industry.

The slides to my presentation are below. As always, note that these slides are designed to accompany my presentation, NOT to be meaningful as stand-alone information. However many people tell me they still find value in the slides even without being able to attend my keynotes, so feel free to peruse them!

To complement the slides, here is a brief description of the Six Strategic Issues I covered in the presentation:

1. Scaling

The rise of low-cost distribution and the well-known phenomenon of the long tail means that there are now a multiplicity of media business models. The critical issue is understanding where you are along the curve, and appropriately scaling costs and revenues. One of the most critical competences in this world is being able to effectively implement "micro-niche" strategies across countries, industries, or industry segments. For more information see Key elements of media business models from our Future of Media Report 2007.

2. Network business models

Business and revenue models for media are proliferating. Advertising and charging for content are still fundamental models, but there are now many alternatives or complements to these. The most interesting models all have network characteristics, tapping the value of media as network. Note that the chart of media business models above is a first draft which we will refine and soon release more broadly.

3. Community

Community is becoming the heart of media. Some (though certainly not all!) media companies already understand this well, however media entities of all kinds need to work hard at increasing their competence at building relationships, creating value for communities, and crowd-sourcing content, which is at the heart of many scaled business models.

4. Link economy

Over the last six months there has been an extraordinary degree of discussion on the "link economy", primarily between major media institutions and Google. How should value be appropriated across the network of content and aggregators that comprise the extended media world of today? However savvy smaller media companies themselves have an opportunity to be aggregators and take advantage of the link economy.

5. Repositioning

In every industry today, but perhaps particularly in media, companies need to reposition themselves from their traditional positioning into new spaces. Our flow economy framework is a useful tool for thinking through this process. For details see our Future of Media: Strategy Tools framework and Chapter 7 of Living Networks.

6. Innovation mechanisms

Industry transitions can happen very swiftly, as shown by the shift from film to digital cameras. Innovation mechanisms in an organization facilitate the steps that will support rapid change. In particular, it is difficult in businesses that are experiencing challenging times to invest in businesses where the return is unpredictable. Internal structures for decisions on investing in future cash-flow can provide the discipline to take action when it is often easier to let current structures ride.

Video interview on the future of interactive marketing and online business

In the lead-up to my opening keynote at IPZ2009 Interactive Marketing Summit in Istanbul on 21 October, Turkish crowdsourced site Buzla did a video interview with me.

Click here to go the video interview in English, subtitled in Turkish.

As I explained earlier, the concept was that members of Buzla site spent two weeks submitting questions for me. The most popular questions as voted by the members were then posed to me in the video interview.

Click on the image to go to the video.

Again, I am preceded by the psychedelic teddy bears, which I am growing rather fond ot.

Here were the questions selected by the audience that I responded to in the interview:

1. You define yourself as "Futurist, entrepreneur, strategy consultant, best-seller writer" All these things somehow make you a fortune teller?

2. doesn't stock what it sells. It knows stock information of its providers and get products as it's sold. eBay is already a platform, it meets the customers and sellers. And we know that both companies are very profitable and successful. So, in the future what new e-commerce models do you expect? Will we get goods through social networks like facebook or by using our mobiles from people near us? What are your expectations?

3. In today's economy, companies which first use new business models gain huge profits. Then the others follow them. Which firms do you believe will be able to differentiate by establishing new models in the future?

4. Will "Digital marketing manager" position be in the top 3 position in business world?

With its non homogeneous and inconsistent economy Turkey is a tough place to establish an appropriate strategy. And here in Turkey there are 30 million Internet users. It's a vibrant but difficult area. What do you think about Turkish Internet market?

Case study: hitting the Billboard charts by free online streaming of the album

I notice that Imogen Heap is continuing with the free streaming of her album Ellipse . And no doubt significantly because of the free streaming, Ellipse is charting at #5 on Billboard. It is a glorious album, though I think we can pretty definitely count the free streaming of the album on the web as a very effective strategy. Perhaps it will become commonplace to stream music for free in order to maximize sales.

I'd be keen to know the proportion of sales of this album and the songs on it online versus through CD. It would almost be surprising if she sold much in CDs at all, because her presence is so online..

I notice Imogen on Twitter now has over a million followers.

A bit tangentially, I just found this beautiful video of a beautiful song by Kate Havnevik, who I found through collaborative filtering and Imogen's music. If you like Imogen you'll absolutely like the extraordinary Kate. (note that it doesn't start for 10 seconds)

Social Media Strategy Framework in Turkish – Sosyal Medya Strateji Çerçevesi

Now having launched version 2 of our Social Media Strategy Framework, we will release it in a variety of other languages.

Since I am giving the opening keynote at IPZ2009 Interactive Marketing Summit in Istanbul on 21 October, we will kick off with the Turkish version, and release the other translations over the next couple of weeks.


Click on image to download pdf

Please share this with any Turkish speakers.

Also be sure to let me know if you can suggest any improvements to the translation.

Updated version of Social Media Strategy Framework

Our Social Media Strategy Framework released a few months ago has been getting a lot of attention and downloads. Based on the feedback we've been getting, one of the things that was missing in the first Beta version was a clearer explanation of the structure of the diagram, which has two simultaneous flows down the left and right sides of the circle.

We have clarified that in this version, indicating that the left side shows the three steps in the process of ENGAGEMENT while the right side shows the three steps in STRATEGY DEVELOPMENT.

For a complete description of the diagram see the launch of the original framework.

Click on the image to download pdf

This is still a Beta and we will continue to develop this, so please give us your input on how to improve it!

Video of Bruce Sterling keynote on the dawn of the augmented reality industry

Bruce Sterling , one of the founders of the cyberpunk genre, gave a fabulous keynote on the dawn of the augmented reality industry in Amsterdam when Layar's Reality Browser was launched a few weeks ago.

Bruce says that augmented reality s a techno-visionary's dream come true. He's been following the space since it began at Boeing in 1992 and has been blogging steadily about augmented reality over the last few months. He covers the problems of the space as well as the massive opportunity. Bruce is a fantastic guy to hear from to get some perspective on what will become a massive industry and undoutededly substantially shift how we relate to "reality".

Video: Bruce Sterling's Keynote - At the Dawn of the Augmented Reality Industry from Maarten Lens-FitzGerald on Vimeo.

There is no such thing as best practice for Enterprise 2.0

Dion Hinchcliffe has written a useful post titled Going beyond the hype: Identifying Enterprise 2.0 best practices, reviewing some of the work in the space, and with the intent of building a broader catalog of best practices.

There is already valuable information in the post, and I’m sure Dion’s research will yield useful insights. However I have to say upfront don’t believe in the concept of “best practice” with regard to almost any business activity, particularly with Enterprise 2.0. Managers may love the idea of finding and emulating “best practice”, but trying to do that is a setup to failure.

Just as our individuality as people is often hidden, we are gradually understanding that every organization is different.

For the last year in my future enterprise speeches I have been describing how there are two layers to organizations: the commoditized layer of standardized processes, and the differentiated layer of ad-hoc networks. Best practices can useful apply to standardized processes, but far less so in facilitating connection and collaboration across diverse organizations.


In his post Dion points to my Enterprise 2.0 Implementation Framework and says:

Ross Dawson has done a good job recently on the subject of Enterprise 2.0 methodologies with his Enterprise 2.0 implementation framework. As good as it is, it doesn’t emphasize what seems to be emerging as ground zero issues around risk, control, and trust with Enterprise 2.0. These are some of the key issues that will have to be managed most closely in any major social computing effort.

If these issues don’t appear to be emphasized enough, then I will need to redesign the framework. While Dion and I use slightly different language, anyone who has heard me speak or worked with me on implementing Enterprise 2.0 will know that I repeat ad nauseum that governance is the vital and critical enabler for Enterprise 2.0.

I also repeatedly emphasize the importance of the central element of the framework: Iterate, refine, experiment, and learn. The reason this is so critical is precisely that the solutions are different for every organization. It is impossible to import ‘best practices’ from elsewhere and expect them to work. The key competence is being able to try things in your own organization, see how they work, learn from them, and iterate to discover what works in one specific context.

There is no competitive advantage from using a guidebook of best practice. There is immense potential competitive advantage from going through the challenging and never-ending path of building a truly high-performance organization that fully taps the potential of its people.

I am sure that Dion’s work will prove to be very useful. But even labelling something “best practice” creates a mindset of replicating others’ processes that is likely to lead to failure in implementing Enterprise 2.0.

[UPDATE:] Dion has linked here from his post - he is clearly a genuine believer in the value of debate and discussion (and so absolutely qualifies for Enterprise 2.0 guru status :-) ).

ABC Radio National: Discussion on the future of influence

ABC Radio National Future Tense this morning featured a discussion on the future of influence (click here for the podcast of both the radio program, and the unabridged discussion between Duncan Riley and myself). It kicks off with a quote from Chris Saad saying that influence and reputation are the currencies of the day, even more than attention.

When asked why we rebadged Future of Media Summit as Future of Influence Summit this year, I explained why “influence is the future of media”, and the five key trends in how influence is transforming society.

Duncan pointed to how the rise of Internet and social media means that influence can now be global. He also raised the issue of trust agents, and what it takes to be trusted as a publisher. We have more choice in what we look for, and so we need markers of credibility.

On the topic of business models for influence, I talked about two key ideas. The first is whether and how individuals can profit from their influence, and how that will develop. The second is the emergence of influence as a currency, and the companies that profiting from making influence explicit for companies.

Listen to the long version of the interview for more details.

The future of social networks and television distribution channels

Last weekend’s Sunday Telegraph published an article titled Tech to the future that looks at what’s coming next in consumer and social technologies. Unfortunately it isn’t available online, however here are the sections where I was quoted:

Futurist and author Ross Dawson says the next big shifts will pivot around how we connect to other people and “how we share the content of our lives with others. It’s all about the social use of technology.”

Analysts predict that rather than a new Twitter-styled platform emerging, social networks will move towards being meshed or interconnected. They say private and public data will blur together and an advanced version of the social networks of your choice will be your browser of entry point.
Now that we have as a society discovered sharing the content from our lives, the floodgates are open. Interoperability across social networks is evolving slowly, but is what we are coming to expect. Then later in the article:
“This is not the death of the traditional broadcaster,” Dawson says, “ but the role of terrestrial broadcasting of television will significantly decrease as the internet grows as a distribution system.”

“Twitter set up the idea of sharing everything as we go; the next phase will be documented via sharing video.”

“For Australians, the chance in video consumption habits will also be market by the NBN, in allowing IPTV (internet protocol television) to become a reality in most people’s living rooms.”

One of the inexorable shifts in moving image viewing will be in distribution channels. Given the existing investment in broadcasting infrastructure this is not going to disappear in a hurry. But an increasing proportion of video content will be delivered over IP. Much or all of the content currently available on free-to-air will be available over IP, meaning it can be consumed across multiple devices and many situations. Managing that transition is perhaps the most prominent strategic issue of the next five years for TV channels.

Will Influencism supplant Capitalism? The emergence of the influence economy

One of the most interesting topics at the recent Future of Influence Summit was the emergence of business models for influence. Some particularly intriguing issues were raised in the Business Models for Influence and Reputation panel, suggesting that one of the key currencies of the future will be influence.

The panellists generally agreed that total revenue in the influence sector, including the companies represented on the panel (Rapleaf, Buzzlogic, Klout) is around US$100 million. The primary business model is providing insights to companies on who the influencers are in their customer base.

One example given is a hotel that asks guests checking in for their Twitter name, swiftly ascertaining how influential in social media they are, and treating them accordingly. If someone who has real reach is their guest, the hotel might upgrade them or otherwise treat them in a way that they are likely to rave about.

Another example is a clothing company that assesses how influential a customer is by seeing how many people in their personal network buy similar items of clothing to them. If they determine they are indeed influential in actually impacting others’ buying decisions, they may give them gifts or other rewards which will flow on to further sales.

The second of the Five key trends in how influence is transforming society is “influence can be measured”. This is a very recent phenomenon, driven by a wholesale shift of most influential communicators onto online channels, and the richness of information available on many social media platforms.

What this means is that companies can start differentiating at a high level of granularity how they treat their customers. Instead of simply taking into account wealth or spending power in treating people differently, influence is rapidly becoming an important factor.

As Auren Hoffman noted in the panel discussion, companies are moving beyond ‘total customer value’ to consider the additional customers that may be referred by someone, sometimes called the ‘customer network value’.

This suggests a world where those that receive the most preferential treatment are not the wealthiest, but the most influential. Capital wanes in its power relative to influence. Most critically, influence becomes a currency that buys things with real value: free goods, discounts, special treatment, and more.

We could call this Influencism: a world in which influence holds sway, sometimes even beyond capital.

There was heated debate at Future of Influence Summit as to whether differential treatment based on how influential you are is a good thing or not. More on that discussion later. However like it or not, we are swiftly entering that world.

A short video review of MD80 – smallest video recorder in the world (no not the iPod Nano)

A few months ago I bought an MD80 video recorder - supposedly the smallest in the world, and smaller than the iPod Nano, which David Pogue reviews today as the smallest camcorder.

I thought I'd do a video review of it, discussing both its use and demonstrating its video quality. In fact the biggest problem is the audio quality. I love how I can just clip it on my jacket and take ambient video as I walk around, but the audio is not good enough for doing interviews of people. A very nifty device and certainly with its uses, but not quite there.

The shift from corporate brands to personal brands

Was just catching up on Ray Wang and Jeremiah Owyang joining Charlene Li's Altimeter group from Altimeter.

Jeremiah is quoted in the New York Times:

Mr. Owyang said that his story holds lessons for other companies. “I think this is an interesting trend that many companies are going through — personal brands are here to stay, alongside corporate ones, and the key to success is to make sure they help each other,” he said. “But now the power is shifting to the workers, because they can take their network and a lot of what they know with them, with these social media tools.”

The third trend in my recent Five key trends in how influence is transforming society is:

Reputation shifts from the corporation to the individual

I strongly believe in Jeremiah's point that individuals and corporations need to support each others' brands. In fact one of the important reasons I have pointed to as to why companies should support use of social networks is that it helps their employees to build their own brands, to the benefit of both individual and company.

Now, as personal brands grow in relative strength, corporations need to consider how they can best reflect and tap the influence of the individuals working for them. As Jeremiah notes, social media means that personal brands are immensely portable, as are personal networks.

This is about power to the worker, absolutely, but those companies that understand this and tap this shift can do extremely well. They can attract those with strong personal brands and create immense value from their influence, simply by focusing on building the brands of their key staff as much as they do their corporate brand.

Inside Knowledge review of Implementing Enterprise 2.0

I just came across Inside Knowledge magazine's review of my most recent book, Implementing Enterprise 2.0.

Full details of the book including free chapters and the Enterprise 2.0 Implementation Framework mentioned in the review and pictured below are available on the Implementing Enterprise 2.0 website.


Enterprise 2.0 Implementation Framework

It's a useful review - here are a few excerpts:

There is a need to move beyond puppy-eyed enthusiasm on one hand and cynicism on the other, which is where Implementing Enterprise 2.0 comes in.

The real value in here is in the sensible framework used to describe Enterprise 2.0 implementation and some of the associated templates and case studies. At the framework’s core are the principles ‘iterate and refine’, and the need for technology evangelists to work very closely with those in their businesses. Any Enterprise 2.0 project that fails to do this risks suffering the fate of many KM projects – where bright and shiny tools were ignored by users who had not been involved sufficiently in their scoping and development.

Public debate about Enterprise 2.0 is now focused around return on investment. Can we demonstrate that these tools offer benefits to organisations? These discussions mark the maturing of social software use inside the enterprise, but they are not proving easy to resolve. The report tackles this issue in a number of places. Again it takes a pragmatic approach in outlining how to create a business case and discusses other techniques that help, such as balanced scorecard and social-network analysis.

I have to declare an interest here. I am one of many people who think that KM and social software tools are made for each other. However, we’re still working out how to use these tools in our organisations and what the implications will be for the future of work. The more resources we have to help us, the better.

Catch-up with Peter Williams of Deloitte Digital – the intersection of digital and professional services

I had a very interesting meeting yesterday with Deloitte Digital's CEO Peter Williams, someone who is always on the vanguard of innovation in professional services. A few things he mentioned about what they're up to:

* Yammer (enterprise micro-blogging) has taken off and is getting substantial use across Deloitte Australia. They did a security test on Yammer for some clients and it came out solid. They are still using the free version though are talking to Yammer about a paid version.

* Deloitte has implemented an internal 'Innovation Academy' which among other functions enables idea submission and voting, which they've created by mashing up several tools. The system has generated ideas already worth $15 million to the company.

* One of the ideas was GreenID, a joint venture between Deloitte, Edentiti and Global Data Company that provides fast online identity verification for clients who have traditionally done this offline.

* They have also created an XBRL gateway to facilitate conversion of accounts into XBRL format.

* A collaboration with Cooperative Research Centre ACID yielded an interesting visualization and view of the mental models of how ideas are generated in the professional services frontline. Unfortunately this is not available online yet.

Lots of nice things happening here.

I recently wrote from my own experience about Six high-return initiatives for driving innovation in professional services, and Chapter 9 of my book Living Networks is primarily about how digital channels are changing how professional services firms operate.

Paris Hilton and the iPhone – I said it first

A CNN blog titled its story Is the iPhone really the Paris Hilton of mobile phones?, referring to a recent report saying that iPhone's are not profitable for telecom firms.

It says that the term first appeared on December 5, 2008 in a newsletter from Strand Consult, referred to in an ITWire story titled iPhone - the Paris Hilton of mobile phones?

Well, for what it's worth, I said it in September 2008. Following is an excerpt from my opening keynote for a five-city national roadshow for Optus Business, just after the iPhone was launched.

I don't think I was making quite the same point though - the iPhone was enormously glamorized, feted on all sides for a couple of months, truly the center of attention, just over a year ago. However the difference with Paris Hilton is that the iPhone has great social value.

BTW I haven't managed to track down the author of the photo in the movie - please get in touch if you want attribution or for me not to use it.