1. Major changes are happening in utilities markets due to barriers to entry being removed and relationships/ecosystems becoming more important than fixed positions. 2. While internal structures of large firms remain a barrier for innovation, social media teams can help drive change by connecting good practices, capturing social insights, running change agent networks, and experimenting with new ways of working. 3. By better connecting internal and external engagement, social media can help firms evolve and become more agile in responding to changing market conditions.

1. Creating a social company from
the inside out and the outside in
POST*SHIFT@LeeBryant / SMI Utilities / London

2. POST*SHIFT
ConsultingSoftwareResearch

3. major changes ahead in utilities markets

4. major changes ahead in utilities markets

5. major changes ahead in utilities markets

6. Trust improving, but from a very low base in the UK

7. barriers to entry no longer provide positional defence

8. platforms, ecosystems, relationships are the new power

9. why reform existing firms when we can create startups?

10. ‘Industrial Internet’ & IoT : we cannot live by apps alone

11. we are making progress with digital transformation

12. but internal structure remains a barrier for large firms

13. 11
combinatorial innovation demands real org change

14. 11
combinatorial innovation demands real org change

15. agility is now the number one change goal for large orgs
Source: Jon Husband's logo for Wirearchy

16. typical target capabilities for an agile company
{ }
Example characteristics of a
social / connected company:
1. customer-centric culture
and an outside-in configuration
2. small teams, agile working
and a responsive structure
3. focus on tasks to be done,
not fixed positions / roles
4. networked, data-driven,
with intelligence at the edges
5. constant re-focusing
to meet changing markets
Hot iron! by Tinkerbrad

17. how can social media teams
help stimulate change ?

18. social engagement hard to achieve in a top-down culture
cubicle city by LongitudeLatitude
businessinsider.com

19. social engagement hard to achieve in a top-down culture
cubicle city by LongitudeLatitude
businessinsider.com

20. social engagement hard to achieve in a top-down culture
cubicle city by LongitudeLatitude
businessinsider.com

21. social on the outside, anti-social on the inside won’t work

22. social on the outside, anti-social on the inside won’t work

23. beyond cats and cupcakes: real business goals for social
Smirking Cat by Post Memes

24. 4 ways your social team can influence org improvement
SOCIAL MEDIA
TASK FORCE
CHANGE AGENT
NETWORK
SOCIAL MEDIA
INTELLIGENCE
Birdland at Bourton on the Water 23-09-2013 by Karen Roe
Colours in the sky by Maarten Nijman
Parrots by Martin Pettitt
https://www.flickr.com/photos/karen_roe/13387510265
EMBODY NEW WAYS
OF WORKING

25. 1. task force: find and connect islands of good practice

26. Maersk Line have
approached social by
empowering a panel of
employees to run their
corporate Twitter account.
This is a simple and effective
way to create transparency
and to bring out employees’
expertise and diversity.
Maersk’s award winning approach
Source: Maersk Line Social
example of the ‘task force’ distributed approach

27. employee advocacy: an authentic face to the market

28. reverse mentoring to get leaders on board & comfortable

29. 2. capturing social media insights to change the firm
Catching a falling star by Peasap

30. insights for all, not just management reporting
Catching a falling star by Peasap

31. employees and customers as a ‘human sensor network’
Sheeren mosaic 2 by Paul Wells

32. create organisational health indicators for key capabilities

33. use this to drive rapid iteration and small-scale changes

34. 3. spark the change by running a change agent network

35. you don’t need permission to improve the organisation

36. social teams make a great hub for change networks

37. the ‘Power of Small Things’ can create sustainable change

38. change agents are often the leaders of tomorrow

39. Shift*Groups.com : a community of change agents

40. 4. start with yourself: experiment with new ways of working

41. what new ‘connected’ capabilities can your team create?

42. small agile teams driven by ‘market pull’
see http://www.organizeforcomplexity.com

43. there are many new ways of working techniques emerging

44. social media is not just
a.n.other marketing channel,
but also a ‘sense & respond’
tool to help firms evolve in
response to rapidly changing
market conditions

45. perhaps you can create more
value for your firm and your
customers by connecting internal
and external engagement to
create a more agile company

46. thank you for listening :)
{ }Please continue the
conversation with us:
• @leebryant / @postshift
• lee@postshift.com
• www.postshift.com
POST*SHIFT

47. Additional image credits and references
http://www.flickr.com/photos/tinkerszone/3948664111
http://www.flickr.com/photos/kheelcenter/5279194177/
https://www.flickr.com/photos/ranopamas/15021075201
http://verd2go.com
https://thington.com
http://www.tesla.com
http://www.slideshare.net/EdelmanInsights/2015-edelman-trust-barometer-energy-sector-results
https://www.flickr.com/photos/flissphil/52158537
https://www.flickr.com/photos/ideowl/4529488634/
https://www.flickr.com/photos/jurvetson/6219463656
http://www.businessinsider.com/huge-social-media-manager-does-all-day-2014-5?IR=T
https://www.flickr.com/photos/kheelcenter/5279194177
https://www.flickr.com/photos/sneakerdog/315377551
https://www.flickr.com/photos/christianhaugen/3527748298
http://i.imgur.com/Qr3xx.jpg
https://www.flickr.com/photos/fabolous/15728923718
https://www.flickr.com/photos/kaypikefashion/14208705756
https://www.flickr.com/photos/81133120@N06/14911009117
https://www.flickr.com/photos/peterkaminski/1688635/
https://www.flickr.com/photos/freelearninglife/7098001041/
http://www.organizeforcomplexity.com
http://www.gapingvoid.com/Moveable_Type/archives/002145.html
https://www.flickr.com/photos/stevendepolo/4613540568/
https://www.flickr.com/photos/vandalog/9445960751/
http://www.mckinsey.com/insights/business_technology/The_digital_tipping_point_McKinsey_Global_Survey_results?
cid=DigitalEdge-eml-alt-mip-mck-oth-1406