In Brian's new book, he outlines therising threat of Digital Darwinism, thephenomenon that affects organizationswhen technology and society evolvefaster than the ability to adapt. It's morethan social media. It's the confluenceof disruptive technology and theevolution of consumer behavior. Briandepicts how leadership can surviveDigital Darwinism by understandingcustomer and employee behavior,their expectations, and how it differsfrom traditional consumers of the past.He reviews disruptive technology,innovative business models, and newopportunities. He also demonstratesbest practices and methodologies toalign the organization with a commonand meaningful vision and strategy, andshared objectives.

1. Brian Solis
@briansolis

2. Digital Darwinism is the
evolution of consumer
behavior when society &
technology evolve faster
than your ability to adapt

3. This is a time for
introspection…for
reflection. It’s time to
lead and not follow.
But to do so requires
you to think outside of
the traditional use
cases. Instead…
Think.Like.The.
Customer

5. Employee and customer behavior & expectations are evolving.
They expect to engage in new channels…their way.
Traditional Consumer
Digital Consumer
CONNECTED CONSUMER

7. You are now marketing to an audience with an audience of
audiences - Strategies must engage and trigger the social effect

8. Connected
Consumers see the
world differently.
They’re ―always on‖
and that can work for
and against you. The
secret is to…
See the world through
the eyes of your
customers.

9. Consumer
Attention
Awareness
Interest
Evaluation
Decision The Customer
Action Decision Journey 1.0
Referral
Loyalty

11. WITHOUT AWARENESS
THERE CAN BE NO
CONSIDERATION

12. Gen-C takes to their social graph to make decisions
with a little help from their friends

13. A social consumer
hierarchy is emerging and
connected customers are
being incentivized to spark
word of mouth and
influence friends. A social
consumer hierarchy is
emerging.

14. Mobile engagement
introduces opportunities
to connect with
customers and guide
digital experiences
optimized for devices
and platforms

15. ―Tweet Your Way to
Savings!‖ American
Express encourages
group buying by activating
the power of the crowds
through co-branding and
gamification in social
networks

16. Customers shop for the best deal and advice. They will abandon the
transaction if you don’t engage – at the right time.
1. Best price
2. Information
3. Peer reviews
4. Experiences
5. Ideas
6. Support
7. Direction

17. Facebook friends go with you online & offline. Tying together the digital & real
world is something that Gen-C ―Likes!‖

18. The connected customer sees the world differently, uniting the online
and offline world for others to see & experience

19. Consumers split their attention between the destination web & activity
streams. To connect requires an engaged approach.

20. Online behavior is changing: Attention moves to a ―social‖ dashboard
Red = where users looked the most
Yellow = indicate fewer views
Blue = least viewed
Gray = didn’t attract any fixations
Green = boxes drawn on top of the images after the study to highlight the
advertisements

21. The fight for audience2 attention takes place where attention is focused

22. The ―customer voice‖ is
expressed through shared
experiences and must be
co-created.
Without design or
engagement, the collective
of customer experiences
become the ―brand‖ for
connected customers.

23. Whether we like it or not, customers contribute to the state of our
This is where co-creation begins…
brand simply by sharing their experiences.

24. The last mile of Anti- Social Business
experiences is paved
through engagement
and you are its engineer
Engagement Brand
Elements Experience
Representative Customer Engagement Customer

25. #INNOVATEORDIE

26. The
EXPERIENCE
Layer

27. Connected
consumerism is
linked through
share experiences.
These experiences
require design.

29. By design, businesses are optimized to work in
groups and collaborate in the matrix. When it
comes to co-creation we first ask, ―What’s the
ROI?‖ #FAIL

30. The Internal/External Social disconnect
43% block access to social networking sites*
Note: n = 521. “Not sure” responses were excluded from this analysis. *Society for Human Resource Management Survey, November, 2011

31. Discouraging internal usage, promoting externally
Yet 68% of companies surveyed in
the same study indicate they
utilize social media to engage
external audiences. Why the
disconnect?
Note: n = 475. “Not sure” responses were excluded from this analysis. *Society for Human Resource Management Survey, November, 2011

32. Invest in a culture of
innovation & co-creation

33. Over 40 percent of the companies
People are more comfortable
that were at the top of the Fortune
with how things are than how
500 in 2000 were no longer there in
they could be.
2010

34. the top 5 reasons for transformation
1. A new audience of connected customers is emerging, and they are
becoming more influential than your business.
2. Social platforms create new touchpoints and expectations.
3. The roles of the customer (and employees) are greater than the reach of
marketing, co-creation is the DNA of engaged and adaptive businesses.
4. Without co-creation, customer activity and shared experiences steers
conversations, impressions and activity without you.
5. Co-creation improves products and services, builds trust, and says to the
world, “we’re listening…we’re improving…thank you.”

35. "We're finally tapping into the knowledge housed in the world’s greatest
operating system in the world—the web—and unleashing the potential of
billions of creative minds to work together in ways we’ve never seen before.‖
— Michael Dell

36. We’ve arrived at a
crossroads and we need
to make a decision on our Social
role driving change within Media
the organization Expert Change
Agent
Go your own way,
We will follow…
@briansolis

37. The ―boundaryless organization‖ brings people
together…whether it’s employees, customers or
other stakeholders

38. A customer-centric
business focuses on Company
process, employees,
philosophy and
experiences.
Co-creation platforms are
enablers of customer and
employee-centric strategies
that is driven by desired
outcomes.

39. W illingness
to O pen
new R oads
is K ey

40. Advisor
Peer
Decision
Maker
Idea
The roles of Generator
the social
Influencer consumer
Adversary
Customer
Advocate

41. Enterprise social networking is more
than ―Facebook behind the firewall.‖
It takes 1) Purpose, 2) Design,
3) Resolve & 4) Reward

42. What are we solving for?

43. Customer centricity begins with an idea on how to
improve something that may not ―be broken‖

44. six qualities that define engagement
Consumers cited "feeling
valued" as the most important
The Pillars of a Collaborative Business
element of brand engagement

45. The Future of iCommerce is the Digital Experience
Starbucks moved an executive from its Digital
Ventures team to lead the new role of Chief
Digital Officer. Starbucks is investing in the
#digitalexperience. The CDO controls web,
mobile, social media, digital marketing,
Starbucks Card and loyalty, e-commerce, Wi-Fi,
Starbucks Digital Network, and emerging in-
store technologies.

46. ―There’s been such a seismic shift that we needed to
pull it all [digital] together and make it a priority.‖
— Adam Brotman, Starbucks CDO

47. It’s time to change.
But change is not the
goal.
The goal is to
improve customers
experiences and
relationships…
Do this again and
again until it
becomes a way of
business.

48. The 10 Steps for
Transformation

49. Become the Champion:
1 Find the courage to take the first
steps…then prepare to make the
business case for experimentation.

50. This is your time…Fear, risk, and uncertainty are off the table.
Your work is an investment in creating a test and learn culture.
The key is not to be afraid. The worst
mistake you can make is to not try. This is
your time to use your voice. We would love
to be in a position to have to say no to too
many ideas
- Management

51. Run an internal audit for
capabilities, opportunities, and
needs.
2 Assess the roadblocks, hurdles
and other champions.
Identify your internal stakeholders
and start the process of earning
buy-in.

52. Understand customer behaviors,
needs, and opportunities. Create
a short list of engagement
3 initiatives to engage them. The
platform and the process – should
fit the objective, not the other way
around.

53. Scope and Metrics:
Bring customers into your organization
one project at a time…
4
Understand that where you are and
where you could be with customer
engagement today and co-creation
tomorrow. Pick a pilot program that
can demonstrate value.
Begin with the end in mind…define
what success looks like now.

54. Information commerce must be focused on high-impact
areas to learn and prove value
Research
and
Development
Problem Collective
Solving
Intelligence/Predication
Co-
Creation Co-
Transparency creation/Open
Innovation
Refinement
Creative,
Design

55. Platform Selection:
There’s a difference between
Enterprise Social Networking and
5 co-creation. Pick the right
platform based on objectives and
customer expectations.
AND define success before you
begin.

56. Community Management/
Rules of Engagement:
Define how best to approach customers,
employees, suppliers, and any other
stakeholders that can offer valuable
insight.
6 Determine if the program is private or
public.
Define roles and responsibilities.
Define a listening framework and a
conversational workflow.
Document new processes.

57. Transparency:
Transparency is critical. Set clear
expectations and give feedback to
7 your community: how will you act
upon input? For example, will an
idea with many positive votes be
implemented? If not, why not?
(e.g. not feasible?) If so, how and
when?

58. Identify patterns and trends in
stakeholder input. Depending on
8 the forum, they can do this for you
through
collaboration, debate, and voting.

59. Reward users for
participation, not with dollars or
9 discounts, but with
badges, points, and other forms
of acknowledgement.

60. Become the change you want to
see…
Create an Innovation Center of
Excellence and lead a culture of
10 innovation based on proven process
and results.
Introduce a co-creation playbook that
1) communicates best practices, 2)
shows how to launch co-creation
programs, and 3) offers training and
support.

61. This is the time of risk takers and visionaries.
Those who see what others don’t and those who
will do what others won’t

63. Connected consumers want a ―magical‖ and
frictionless experience

64. Deals are part of the
commerce ecosystem, but
personalization, gamification,
rewards and personalized
incentives will help trigger
buys and shares. Design
meaningful experiences that
outpace fatigue.

65. Apps ―know‖ when consumers are in store to deliver a personalized
experience and reward them for engagement.

66. ―as we’re all learning, social networks can do more
than simply play a role in just connecting
friends, family and co-workers for meaningless
banter or pleasant distractions.‖
@briansolis

67. Reality Check: An Undercurrent of Concern
Businesses struggle to sustain value creation and adoption of ESNs. Most
organizations see one or more of the following 5 scenarios:
1. An initial enthusiasm and usage followed by slow decline.
2. Only one department strongly adopts the ESN.
3. Culture confusion and lack of executive engagement stymied growth from
the start.
4. Lack of social business maturity.
5. Platform Proliferation‖ = another ―thing we have to do‖

68. Businesses must think through what
success looks like and they must do
so looking beyond the competition

69. Conversational Workflow
Mention
Local
Corporate Marketing
Community
Social Intern
Manager
Qualified
Requires Attention Read only
engagement
Community Mgr
Engagement Manager
Engagement
Review
cc:
Monitor for response Negative VPs/Directors
Positive Urgent Corp Comm Escalate 1
Acknowledge or Corporate Executive
Social Review Escalate 2
Express gratitude

70. It is not the strongest of the species that
survives, nor the most intelligent that
survives. It is the one that is the most
adaptable to change.

71. customers don’t really know what
they want, but they know when
they see it…

72. Before we can innovate externally, we
have to innovate within

73. Employees and customers “are” already social
Social networks permeated the enterprise from
the outside in. Because people use these
networks in real life, how they
communicate, learn, and share is evolving
beyond traditional enterprise tools in play today.
Engagement is at risk of decay.

74. As social media becomes
part of the everyday
lifestyle of connected
employees, a new genre of
engagement is required to
foster co-creation and
innovation

75. Have a grand vision for how you co-creation, but
start small to test and learn.

76. @briansolis