Lane Becker of GetSatisfaction.com on "Work Like the Network"
Businesses can only see explosive success in the networked economy if they can retool their structures, their cultures, and their base philosophies to be more like the Internet itself. The way people interact, communicate, and make decisions needs to become looser, edge-based, decentralized, open, highly interconnected, and transparent -- just to name a few. In this talk, we'll range around between the lofty and the practical, talking not only about what has to change but showing examples of how companies have done this and the kinds of success that can follow.
14. When Social Systems
meet Customer Service
Product Ideation Immersive Testing Launch Customer Service
New Products, Buyers, Features, Buzz, Promotion, Problems, Questions,
New Uses Pricing, Service Marketing Ideas
15. When Social Systems
meet Customer Service
Customer Service Product Ideation Immersive Testing Launch
Problems, Questions, New Products, Buyers, Features, Buzz, Promotion,
Ideas New Uses Pricing, Service Marketing
16. When Social Systems
meet Customer Service
Customer Service Product Ideation Immersive Testing Launch
Problems, Questions, New Products, Buyers, Features, Buzz, Promotion,
Ideas New Uses Pricing, Service Marketing
Social Effects
37. Three things
1. Organizations understand their
customers are out there now.
2. Every part of the organizational value
chain is now aware of the customer
and the impact that can have on their
piece of the business.
38. Three things
1. Organizations understand their
customers are out there now.
2. Every part of the organizational value
chain is now aware of the customer
and the impact that can have on their
piece of the business.
3. Most organizations have no idea what
to do about that.
46. We can handle it
“They walk fast and they walk
adroitly. They give and they
take, at once aggressive and
accommodating. With the
subtlest of motions they signal
their intention to one another.”
William Whyte, City (1969)
65. Pixar is a community in the true sense of the
word. We think that lasting relationships matter,
and we share some basic beliefs: Talent is rare.
Management’s job is not to prevent risk but
to build the capability to recover when
failures occur. It must be safe to tell the truth.
-Ed Cartmill, President, Pixar (Harvard Business Review)
84. Three things
1. Organizations understand their
customers are out there now.
2. Every part of the organizational value
chain is now aware of the customer,
and the impact that can have on their
piece of the business.
3. Most organizations have no idea what
to do about that.
86. What does all this mean for...
1. Customer service?
2. Marketing and Brand development?
3. Product development?
4. Business development?
5. Advertising?
6.Human Resources?
87. Lane Becker
Email at lane@getsatisfaction.com
AIM at monstro9
Twitter @monstro
Facebook at /laneb
Phone at 1-415-867-1708
http://www.flickr.com/photos/blackbeltjones/
Editor's Notes
Also my background: Organizational structure and process (grad school, AP, Get Satisfaction)
Interested in the translation function. How do I make these ideas relevant to people who don’t have time for ideas?
You can take advantage of the benefits of the networked economy outside your organization only if you shift the internal organization of your company to mimic the structure and philosophy of the network
In other words, if you want to succeed in the new world: BE LIKE THE INTERNET
the best founder.
just a figurehead now.
You can take advantage of the benefits of the networked economy outside your organization only if you shift the internal organization of your company to mimic the structure and philosophy of the network
In other words, if you want to succeed in the new world: BE LIKE THE INTERNET
Expensive to operate, painful to fail, people DIE when you fail (with railroads)
Cheap to operate, no one dies if you fail. The economics have inverted.
All products have information content. The less a product has the more it’s commoditized.
What was once expensive is now free. CD -> mp3s. GOODS VS. BETTERS
AT THE MARKET LEVEL: Since information is so cheap to distribute (and often produce), it's made available for free. And when it's not, people copy and share it anyway. It's digital!
With competition for visibility and context, linking becomes the central activity. ...Instead of hording or hiding stuff (including ideas), value is created by making it available.
Cheap to operate, no one dies if you fail. The economics have inverted.
All products have information content. The less a product has the more it’s commoditized.
What was once expensive is now free. CD -> mp3s. GOODS VS. BETTERS
AT THE MARKET LEVEL: Since information is so cheap to distribute (and often produce), it's made available for free. And when it's not, people copy and share it anyway. It's digital!
With competition for visibility and context, linking becomes the central activity. ...Instead of hording or hiding stuff (including ideas), value is created by making it available.
Linking creates new value chains. Really, an infinite number of value chains. Which means that most of the value in your offering exists outside of your business. It's both the pathway in, and an implicit part of the offering
the linking allows for faster, more lightweight connections, which means a company's footprint becomes smaller relative to its market activity. It also insulates it against the unpredictability of the accelerating change that the network enables
Value to the business exists externally. What’s happening outside matters more, and is more valuable, than the work going on inside. Fining the balance, building the relationships, is what matters.
This affects everything.
Opposites to frame the discussion, my favorite consultant’s trick
Opposites to frame the discussion, my favorite consultant’s trick
You are a node
You can have a pretty big node, but it's still just one node
And it's not the size of your node that counts, but the number and quality of the connections
And the relative verbosity!
Thinking about it in explainable terms.
That’s what it means to be a small part of a large, large network
Small biz in SF, you don't control your message like you used to, your customers control it. People start their business search on Google, increasing the importance of Yelp in the world
The internet is fundamentally about giving up control
Wikipedia gave up editorial control and that's when it succeeded
Google gave up (traditional) editorial control and that's where it succeeded
You don't control the conversation anymore
You can't predict what will happen, much less control it
Bit players have huge impact
You should always feel slightly out of control of events, because that means you're paying enough attention
William Whyte, author of the Organization Man studied foot traffic in NYC
Complexity of the network makes predictability impossible
Actually, it’s always been impossible, but now it's obvious on a regular basis. Story about Hong Kong harbor. Change needs to be baked into your process. Agile development: “Part of the process is changing the process.” Wisdom of crowds. (Maybe steal an example from the book?)
From long-term strategy to scenario planning. Not "our six month strategy" but "here are the things that might happen, here are the ways we might respond". Directional, not determined. Which one you follow depends on what happens next, and you can never look that far ahead
So what can you use to guide you in this? If you can't control any of the myriad factors, constantly adjusting and adapting in real-time. That's the pattern that drives this new model
Industrial age models are not only rigid and hierarchical, they're also slow and require multiple levels of management
Quality Assurance every step of the way
Product development teams are adapting to manage the speed and uncertainty of the network.
The waterfall to the washing machine. waterfall approach to customer service, trouble tickets to “closure.” flow transforms. Away from the waterfall, assembly line approach, which is tied to complexity and increased cost -- solving for problems we no longer have. Towards the washing machine, fast, iterative
Get rid of the documentation that nobody develops, nobody reads, identify new ways of solving problems and expressing solutions to the team
How can you achieve this?
Most documentation is just a record of failed collaboration
Historically paper, but with a good developer, Ajax works too! Plus with Ajax you can see what happens when people get in there (people are the integral part of the system)
One group led by a Scottish research at the Univ of Edinborough studies other species, to see how they communicate
In a fear based world, any show of weakness was an opening for your competition
But if we're focused on connections and innovation over competition, we have a enormous amount to lose by trying to shut down. The most important thing is to engage and connect -- when somebody criticizes you, that's a conversation! That's an opportunity. When someone reports about a wrongdoing, that's an opportunity.
In a network where everybody is a node, you can be a 22 year old kid in the publication department of the world's largest HMO and shake the foundations of the business
Everybody gets to play deepthroat now
Example: Jetblue, YouTube apology
They created an environment where open discussion and opinions are welcome and where it’s OK to challenge ideas because as Brad Bird says “ The good ideas can withstand” those challenges and the weaker ideas fall away.
Secrecy used to be a staple (industrial-style), now is a hindrance.
You have more to gain by talking to other people about it than keeping it to yourself, because that's where connections, ideas, transformations occur. You want to be a verbose node on the network.
again, the nature of a network
It’s not clear where your interests end and others begin
What if we let people plug our content into their own sites, instead of trying to get everybody to come to our site to view it? Did that, became synonymous with video on the Web.
Create ecosystems around their businesses, more relationships, more value for themselves as an extremely verbose node.
So many in the Internet space: Dell Ideastorm, Ubuntu Linux. Yahoo's open APIs, Google's open maps.
Flattening hierarchy. Away from the notion of the "consumer" to everyone being a creator!
Create ecosystems around their businesses, more relationships, more value for themselves as an extremely verbose node.
So many in the Internet space: Dell Ideastorm, Ubuntu Linux. Yahoo's open APIs, Google's open maps.
Flattening hierarchy. Away from the notion of the "consumer" to everyone being a creator!
Create ecosystems around their businesses, more relationships, more value for themselves as an extremely verbose node.
So many in the Internet space: Dell Ideastorm, Ubuntu Linux. Yahoo's open APIs, Google's open maps.
Flattening hierarchy. Away from the notion of the "consumer" to everyone being a creator!
The most successful businesses don't think of themselves as the owners of property but as stewards of a mission or a community
Success of businesses like Wikipedia and Google in direct proportion to how much control over their business they try to stake out
GOOGLE: Their business interests and their community interests are as aligned as they can make them. Make sure all the grain runs the same way.
GOOGLE: Their business interests and their community interests are as aligned as they can make them. Make sure all the grain runs the same way.
GOOGLE: Their business interests and their community interests are as aligned as they can make them. Make sure all the grain runs the same way.