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10 July 2009
Enterprise Social Networking Continues to Mainstream: 2009 Mid-year Adoption Snapshot
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 In January, I reported that enterprise social networking was showing many signs of mainstream adoption, and this conference bore that out. Wal-Mart’s Ben Newton offered one of the strongest signs: in a recent survey, fully 83% of Wal-Mart employees expected the company to provide social networks for them to communicate outside of work. If Wal-Mart isn’t a barometer for mainstream U.S. workers, what company is? Social networking managers from Sun, Intel, HP and Oracle shared their lessons learned, and these ran the gamut. They spoke as practitioners, not solution providers.
Los Angeles 2009 took place June 24-26, 2009 at the SLS Hotel in Beverly Hills. I was happy to see Digg talking about community and Nokia sharing a vision for mobile social networking. Yammer brought us current on enterprise microblogging, while Dow Jones mashed up business intelligence and business networking, Electronic Arts injecting the gaming element, and Google briefed us on marketing trends as only they can. And The Facebook Era was as enlightening as ever.
Between running a workshop and moderating a panel, I took enough notes to share the high points of most of the tracks, which I’ll summarize before offering Analysis and Conclusions. The reportage follows this convention: the summaries are from my notes of speakers’ remarks. For more information on my workshop, Succeed with Enterprise Social Networking Initiatives, see the description and preview. Click on logos for abstracts of the tracks.
29 December 2008
Conventional Wisdom Scuttled—Disruption Preview—Business in the Batter’s Box
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 Barack Obama’s presidential campaign was more than a major social media milestone because it ushered in a new relationship model among leaders and their supporters. Due to social media, an unprecedented number of individuals had a new kind of active, direct role in Obama’s campaign; moreover, I predict that the Obama campaign and imminent administration will change citizens’ and consumers’ expectations of “leader” and “follower” roles in government and business. Amazon.com changed consumers’ expectations about retail in general—information on demand, reviews, unbelievable variety at low prices—and a significant portion of Obama supporters will want to continue their support to “make the change happen.” These supporters will bring their changed expectations of action and collaboration to their vendors. That means your company.
The Obama campaign is very instructive to business leaders because business customers are changing expectations of their leaders, as we’ll discuss in more detail below. As the Global Human Capital Journal is not primarily focused on politics, I am less interested in the fact that Obama was elected than how he was elected. Moreover, I’ll go on record now as predicting that you will experience Obama’s use of social media increasingly in 2009, and I believe that the election will prove to be only the beginning: the Obama Administration will leverage social media in governing. Although Global Human Capital endorsed Obama, I have no inside knowledge of the campaign or its strategies. Obviously, this is a huge subject, so I will use this post primarily as a way to frame an ongoing discussion so that it may prove valuable to business and government executives.
Continue reading Web 2.0 Case Study: Barack Obama’s Use of Social Media
27 June 2008
How Consumer-Generated Content Is Contributing to Transparency in Healthcare
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 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Consumer-directed healthcare is an attempt to decrease U.S. healthcare costs by giving healthcare consumers (patients) a financial stake in the healthcare they access. At the consumer level, most programs consist of two parts, a high deductible health policy to protect against catastrophic expenses and a health savings account (HSA), which consumers use to pay the majority of their healthcare expenses. HSAs are tax-advantaged: in most cases, the consumer pays for healthcare cost pre-tax (healthcare costs reduce the tax rate). The consumer can save unused healthcare funds for following years.
Continue reading Consumer Disruptors: Healthcare Web 2.0 Innovator Case Study
26 June 2008
How a “Facebook for Health Conditions” Is Redefining Privacy and Collaboration
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 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S., which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
PatientsLikeMe is a digital social network where patients of chronic, life-changing diseases share detailed quantifiable information about themselves, their diseases and their treatments’ effectiveness. The goal of the site is to improve quality of life by sharing information.
Continue reading PatientsLikeMe: Healthcare Web 2.0 Innovator Case Study
25 June 2008
New Life Sciences Accelerator Leverages Digital Social Network—Inspired by LinkedIn and Facebook
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 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
24 June 2008
U.S. Physicians Learn the Power of Professional Crowdsourcing—Consult Each Other in Digital Social Network
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 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Sermo is a start-up that was founded by a doctor with a passion, to create a professional community in which often-isolated U.S. doctors can advise each other. Once confirmed as practicing physicians, members create pseudonyms that are attached to their specialties. No other information about members is required, but they can volunteer other information about themselves.
The Sermo story reflects the limitless applicability of Web 2.0 collaboration, in healthcare and other industries.
23 June 2008
Renowned Health Center Lets Patients and Employees Share Experiences in Facebook—Podcasts, a New Way to Leverage Multimedia
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 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Mayo Clinic is literally a pioneer in that it was founded on the U.S. frontier in the 19th century. The world-renowned medical center has innovated many of the practices that evolved into the modern medical practice. It became organized as a nonprofit in 1919 and, as the Mayo Foundation, it has played a lead role in supporting medical education at the University of Minnesota Graduate School.
It may be natural, then, that Mayo Clinic began to pioneer the way in enabling patient-to-patient communication with Facebook, one of the most popular public Web 2.0 venues for many-to-many interaction in 2008. Mayo Clinic practitioners understand the power of word of mouth, which is embedded into its culture.
22 June 2008
How Blogs and Wikis Add Value in Global Organizations by Supplementing Enterprise IT—Contagious Grassroots Enthusiasm
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 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Pfizer is the world’s largest pharmaceutical company by sales, having in its stable numerous bestselling drugs, from Lipitor, Lyrica and Diflucan to Zithromax and Viagra. It also has the industry’s largest R&D budget, a global workforce and a tremendous need for its people to collaborate seamlessly across boundaries.
All pharmaceutical companies are struggling to invent new drugs because much of the “low hanging fruit” has been harvested, and their R&D staffs need to try new things to discover and bring new drugs to market.
In this case, Pfizer’s experience suggests the power of applying Web 2.0 tools internally, a practice termed “enterprise 2.0.”
21 June 2008
Collaborating with Customers to Achieve Corporate Strategy—How Small Steps Can Lead to Large Impact
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 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
CDC Business Drivers
CDC’s charter is to protect public health. The agency serves as a resource to mitigate the impact of infectious diseases, environmental health, bioterrorism and others. It fulfils its mission by connecting with people and educating the public; it seeks to partner with people to increase their knowledge of health hazards and how to respond appropriately in the face of threats.
21 October 2007
Web 2.0 World Challenges Brands to Understand Value Propositions—Inner Human Desire Is the Keel
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 The Global Human Capital Journal’s coverage of the Forrester Consumer Forum 2007 continues with this session on Playboy Enterprises’ experience with integrating social technologies into its multichannel offerings. Christie Hefner, Chairman and CEO, gave a doubly-valuable presentation because she addressed her company’s journey to online customer engagement and explained how Playboy’s transition was affecting its advertisers. It was obvious that she is a leader who rolls up her sleeves and understands her business.
The Global Human Capital Journal published the overall conference wrap as well as in-depth coverage of several sessions. Access all through the link to the conference logo. Other articles will be published in the days ahead, and we invite you to subscribe to the forum’s RSS feed to be notified as they are published.
Hefner’s advice for senior marketers was to remember that human beings are not fundamentally being changed, even though the way in which they relate and communicate may be changing dramatically. Our humanity, desires and impulses are a constant. Moreover, the value that your company offers to people must be focused on their humanity. The mechanics of how, where and when you deliver the value are crucial “implementation details.” If you are in touch with your customer’s human desires, you can see beyond the product and the technology.
Playboy has been transforming itself since the 1990s, when Hefner decided to embrace Web 1.0, and Playboy became the first major magazine with a Web presence. Changing or broadening your reach via different media requires rethinking what your value is and how you can deliver. Embracing cable in 1982 and online in 1994, Playboy has always had a significant social and community element. Understanding how your customers want to use emerging social technology to connect with your value proposition is what you need to understand.
- She opened with some eye-opening points: if MySpace were a country, it would have the sixth-largest population in the world. Fifteen percent of today’s newlyweds (U.S., I believe) meet online.
- Human impulses remain the same. Technology enables people to act on them differently. The technology may change, but the impulse is constant.
- Marketers and journalists overuse and overgeneralize the concept of “brand.” Hefner defined brand as a set of beliefs and attitude. Some of Playboy’s beliefs and approaches (dare I say “tags”?) are”freedom,” “sexy,” “fun” and “lifestyle.” It is also an adult brand. She likes to see the appearance of new magazines like Maxim because they engage younger readers and encourage them to become magazine subscribers who can “graduate” to Playboy.
- She also emphasized that Playboy has always had a strong social element. Rather than showing professional models, the focus has always been more on “normal” girls, and clubs have always had a social thread. In fact, they arose from fraternities, which organized Playboy-themed events. The company subsequently made a business out of it. She showed how the social element plays out in several media. Two of the magazine’s three most popular features are social: The Playboy Forum and the Playboy Advisor (the most popular is the Playmate Interview).
- In 1982, when Playboy moved to television (cable), management had to reexamine everything and get in touch with what their business really was. They had to reexamine the brand (abstract away from the business and get to the idea). Social networks demand a similar treatment. In 1994, they moved online and pitched the offering primarily to couples, not “lonely guys,” as Hefner wryly put it. Thus far, online was the most transformative for Playboy (because it was interactive). It broke the media template of “one to many.” It introduced “small D democracy” of content.
- In general, social technologies can serve to diminish the authority of large organizations. She gave the example of healthcare, in which people habitually informs him/herself online and connects with other people with similar conditions. It’s no longer just listening to the doctor. This makes markets far more dynamic.
- Many people fear that online social technologies will throw marketers a curve by removing the human element, but Hefner sees the opposite. Referencing Nesbitt’s “High Tech, High Touch” principle, she gave the example of the resurgence of Playboy clubs around the world. People like to connect with other people in the physical space as well as online. The two are complementary.
- Playboy’s view of social technologies is that by understanding your value proposition (and brand), you can have authority (if you resonate with customers). You can marry this with customer participation. For example, online (members) select Cybergirls, some of whom subsequently appear in the magazine. Playboy has contests on campus in which members vote to select the best-dressed.
- Playboy is investing in a space on Second Life, and the value currently lies in understanding how virtual worlds will affect entertainment as a whole. It’s a laboratory. Virtual worlds also project the brand, which is a key strategy for Playboy.
- PlayboyU is a social networking site that recently launched. Members must have “.edu” email addresses, and it enables members to generate content for Playboy Radio and TV. The company really believes in embracing consumer content and integrating it with its content.
- Critical to success is thinking holistically and breaking down silos. She stressed that media companies have well defined silos that (usually) do not serve the customer anymore.
- Playboy is a global brand as were the companies represented in the audience. Marketers ask themselves what they can learn from abroad.
- Mistakes: do not assume that you know what your customer wants. PlayboyU is evolving quickly based on customer interaction. Customers get mobilized when they know you are open to listening. “We foster something of value. We want them to use it,” Hefner commented.
- As far as managing content and offerings, Playboy has always had some free content, which enables prospects to discover the brand. Content does not have to be free. Playboy aggressively prosecutes piracy, but Hefner stressed that “you want people to rip you off some.” If your content is good and relevant, people will use it. You have to keep a perspective.
 Some surprising revelations: of Playboy’s $1 billion apparel business, 75% of customers are women. Roughly 40% are from EMEA (Europe Middle East Africa), 40% Asia Pacific and 20% USA.- Advertisers especially value Playboy’s ability to reach people across media, and Hefner sees their business trending this way even more in the years ahead. The days of people buying the magazine only are admonishing rapidly. Instead, they are moving to a “brand hub,” and they strive to expand the brand’s footprint. They have a global perspective.
- On a humorous note, when asked by an audience member how to convince 50-something management that the media business was changing, Hefner advised to bury them with too-ample evidence that customers were in control. If they still don’t get it, “Shop your resume.”
Analysis and Conclusions
- Picking up on Hefner’s theme of not assuming you know customers’ desires: you no longer have to. Approach everything as being “in beta” because you can listen to your customer and adjust offerings. It is now economically feasible to listen to and interact with customers because digital communications are easier to work with (than analog) and relatively inexpensive.
- If you are in touch with your customers’ human desires, you can see beyond the product and the technology.
- Hefner echoed the mantra at Digital Hollywood: make content available how, when and where the customer wants. The distribution medium (i.e. TV, radio, podcast, print) matters less and less.
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