Charlene Li interviewed by Richard WallisOnline Information Conference UK 2009
13 November 2009
Time: 42:30
The Impact of Social Media in your organisation
Reflections on the podcast
True dialogue without control (12:00)
The hard part is having a true dialogue. This means that you need to define the relationship that you (your organisation) has with clients, which also indicates that you need to understand who your clients are (client/market segmentation). What is even harder for most organisations is giving up control!
Social interaction for a purpose (13:20)
Social interactions will vary depending on the sector (and as previously indicated the audience/client/customer/market); however these interactions should be frequent and ongoing in order to enable key drivers for social engagement: sharing of information and knowledge for decision making, and improvement in organisational transparency.
Dialogue to mobilise action (15:00)
Governments are now focusing on encouraging dialogue to engage to constituents to take action, for example data.gov collaboration (24:30)
It’s not about giving up control (16:00)
Those in the field of academia who are questioning a demise in their authority haven’t grasped the notion that these tools aren’t about breaking down authority, but about having to teach and lead in a different way.
It’s also about a cultural change (18:00)
Change in technology facilitates sharing at scale, which brings about a cultural change which may be difficult to translate into the work environment where a particular culture already exists.
You need to understand and anticipate how internal change will occur through social media (and example is the changing role of market research (35:00) - what type of research, what qualifies as quality data; i.e. twitter responses? )
On sharing (20:00)
Sharing is happening in parallel with and driven by social networking
Orchestrated openness (21:00)
While tools such as Twitter speed up collaboration, people cooperating to produce solutions should be supported through orchestrated openness (rules, guidelines, etc.) as decision making and information sharing openness (metadata, standards, etc.) are not tool driven.
Social media as an enabler for change (26:00)
An example is the change in conference presentations by twittering. Twitter feedback allows presenter to better understand what interests audience, how they are interpreting speeches, allows adjustment by presenter (before and also for next presentation).
Three top tips (31: 20)
1. Know your audience to spark the right conversation >> where are they, what are they doing, how social are they, are they talking about same thing
2. Define your strategy >> learn, diagloue, innovate
3. Understand and anticipate how internal change will occur through social media
A new media business model (37:00)
The media business model is being challenged and is threatening the established craft; though there is opportunity to develop an respond to the new emerging journalism. A key is to understand the new business model which has shifted from a content business to an audience business.
An expectation of availability (40:00)
Social technology will become more and more pervasive and if these technologies are not where people are, people will question why, as there is an expectation of availability no matter the location.
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