Wednesday 30 July 2014

Dear Potential Client. I've been here. Waiting for you. For so long. On social media. But you never turned up. Where are you?


This is the short story of an independent professional who was told everyone is online.
Thousands of hours later he realised they aren’t.

I get social media. Or as I like to call it: social business. I get the model.
It’s totally collapsed the old cost of starting or running a business.
This was music to my ears when I launched my independence.
Three years on and after thousands of hours dedicated to my digital strategy, here’s what I’ve learnt.
These observations have not brought about the end of my digital strategy. Three years is nothing in the life of a business, digital presence or otherwise.
But like any good strategy it’s important to review the landscape and know what you’re dealing with.
For that is what makes your strategy even better.
So here’s what I know to be true about the business of social business:
  • People are not online as much as we are led to believe.
  • The term ‘social media’ killed its adoption by businesses.
  • Businesses do not consider social business as real work.
  • The true value of social business is reduced operating costs.
  • Social business upgrades the disciplines that should already exist in businesses but don’t and so is poorly understood.
  • Social business and old habits don’t mix.
  • Social business does not mean out with the old and in with the new.
  • Light entertainment is not social business.
  • Someone’s social business strategy just poached 5 of your key customers while you were reading this.
  • Someone’s social business strategy just poached 5 of your key employees while you were reading this.
  • Social business has become the excuse of choice rather than the opportunity of choice.
  • People are still not convinced about blogs.
  • Most businesses have forgotten they have a web site.
  • People think LinkedIn is Facebook.
I’ll keep waiting for the others to arrive.
Sick of waiting?  Tell us about your experiences with social business by clicking in the work comment below.
We look forward to hearing peoples' thoughts.

Friday 4 July 2014

The murky waters of uncontrolled enthusiasm.

I am helping a client re-build his fertiliser business.
It has a bright future.
It’s been a bumpy ride.
I am astonished at what he has achieved.
It is a credit to his bold vision and sheer guts and determination in what is a very congested industry.
This is a familiar story for so many of our amazing small enterprises.
It’s also the same that during the initial journey these businesses will have the first sense they are starting to lose traction. Things are just starting to get out of control.
A few people are nodding their head right now.
This is a legacy of what I like to call uncontrolled enthusiasm.
I love uncontrolled enthusiasm.
But it needs to be kept on a leash and reigned-in when it’s time.
The challenge with uncontrolled enthusiasm is that on the surface everything about the business looks great. There’s a great vibe. Things are happening.
But it can mask the fact that strategic decisions are not being made. The business is heading into murky waters.
Beneath the surface ugly monsters are starting to grow out of the business and will tear it down. These monsters need to be tackled.
A great tool for reorganising control of the business and implementing strategic management is the Balanced Scorecard; or scorecarding.
Scorecarding delegates and keeps track of the progress of specific strategic activities and constantly measures what outcomes they are producing and how this is performing against key measurements.
So that’s what I’ve been doing: tackling monsters.
But that’s the life of an interim manager. We love jumping in with our clients and getting dirty on the job.
If people need help they get more bang-for-their-buck that way.