APM Programme Management SIG Conference Equipping Programme Managers for Global Success -Programme Management: how digital competence creates market leaders, Jonnie Jensen, 10 March 2016

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Programme Management:
How digital competence
creates market leaders
Jonnie Jensen
CEO & Online Business Strategist
jonniejensen@liveandsocial.com
08452871181 / +44 7900183311
Connect with me at:
http://linkedIn.com/in/jonniejensen
http://twitter.com/jonniejensen
http://plus.google.com/+jonniejensen

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Creating digital competence
• I’m @JonnieJensen
• Worked in Internet Marketing since 1999
• The Market Leader Strategist & trainer
• Founder and CEO of Live And Social
• Helps business understand and effectively utilise
digital communication to grow their revenues.
• Father, friend and husband
• Likes the mountains, the beach, sport and music

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Factors posed to me…
• Organisations are being expected to work more
socially, to collaborate less formally and to use social
media and/or enterprise social networks.
• Programme Managers required to engage and manage
across multiple projects.
• Programme Managers deliver outcomes not output.
• Programme Managers increasingly required to provide
evidence of change and improvement.
…well that’s handy!

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Does programme management need social?
• To shorten the distance between leaders and
employees
• To give employees a role in shaping the future.
• To offer camaraderie and space to process uncertainty.
• To help drive employee behaviour change.
• Weber Shandwick employees who had gone through a
change event
– 55% wanted more digital and social engagement
– 42% wanted more face-to-face engagement

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IT IS ABOUT
MAKING LUNCH HAPPEN
Who is
hungry?
Quality control and
measuring results
Time
management
Invite restaurant
(supplier) to
collaborate
Sharing of menu to
pre-order
Scheduling car
share journey
there
Survey to identify
most efficient
route
Search any past
experiences
Ask experts best
burger in town
Identifying people
to join you
Acknowledging
team publicly
Posting experience
for future
reference
IT IS NOT ABOUT WHAT
YOU HAD FOR LUNCH

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No social media – just social business

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Digital competence is key to growth
• Companies with strong digital skills were one
third more likely to see growth than their
digitally-deficient counterparts
• Despite that, 25% of the CEOs surveyed feel
digital is irrelevant for their business
– Lloyds Bank 2015
http://resources.lloydsbank.com/insight/uk-business-digital-index/

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Digital competence is key to profitability
• Companies with strong digital competence are,
on average, 26% more profitable than their
industry competitors
• 77% of companies considered missing digital
skills as the key hurdle to their goals
– Cap Gemini
https://www.capgemini.com/resource-file-
access/resource/pdf/the_digital_talent_gap27-09_0.pdf

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How digital tech impacts the UK economy
• 4.4% rise in revenues and reduced costs by 4.3% (2014)
• Estimated £124 billon contribution to the UK economy.
• Professional and tech firms could gain the most
– adding £27 billion a year in industry revenues.
“The incredible pace of change means there is no place
to hide, or room to stand still. Any business with
ambitions to grow through digital needs to invest in the
right technology and skills”
– Virgin Media Business report 2015

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Business as usual – will kill you
UNSOCIAL – BUSINESS AS USUAL
PRESENT
ACTIVE
GROWTH
MARKET LEADER
Widening Gap
“Can’t catch up!”
Use of social media and
social technology in
everyday life. Based on
Moores Law you can’t
catch up
Digital
Competence

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Characteristics of a market leader
• Market Leaders…
– High profile in their industry
– Industry leading talent
– Utilising technology effectively
– Are trusted and valued
– Associated with other influencers
– Are well informed
– Train and empower their people
– Advanced systems and processes
– Utilise data and business information
– Responsive and open to change

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Creating Market Leaders
Where do
you sit?
PRESENT
ACTIVE
GROWTH
Systems

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Social business defined as:
The deep integration of social media
and social methodologies into the
organization to drive business impact.
- Brian Solis, Altimeter

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What has social technology done for us?
• Collaboration
• Effective communication
• Access to information
• Speed of information
• Quality control
• Knowledge exchange
• Productivity
• Business insight and analysis

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Changing expectations on business
• Utilising technology
• Senior management
• Reports and analysis
• Ease of communication
• Control and systems
• Productivity
• Cost efficiencies
• Reporting and measurement
• Tenders
• RFP’s
• Partners
• Suppliers
• Customers
• Talent
• Investors

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Real control and collaboration
SOCIAL
PM
Collaborative
documents
Wikis
Instant
messenger
Google
Hangouts /
webinars
Remote
access
Shared
calendar's
Apps and
plug-ins
INFORMATION
MANAGEMENT
QUALITY
CONTROL
SYSTEM &
PROCESS
MEASURNG &
REPORTING
Programme
Manager

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Tool Selection
• Cost
• Industry relevance
• Current infrastructure
• Requirements of the project
• Skills of the project team
• Scalability

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Staying competitive
• Gartner predicts that a lack of digital business
competence will cause 25 percent of businesses to
lose competitive ranking by 2017.
• Businesses need to move technology from a
supporting player to a leading player in innovation,
revenue and market growth
http://www.gartner.com/newsroom/id/2745517

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Social Technologies Raise Productivity
Improved communication and collaboration through social through social technologies
could raise the productivity of interaction workers by 20 to 25 per cent

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Big Data
• Collaborative data is shared and open
• Real time monitoring and accuracy
• Forecasting and nowcasting of events
• Modelling success in decision making
• Overlaying information to reveal hidden opportunities
• Need based product development
• New business models based on data

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Big data revolution
• Smart data not big data
• Its what you look for and how you use it
• Insights will revolutionise your business – or your
competitors
• SMART data model
– Start with strategy
– Measure metrics and data
– Apply analytics
– Report results
– Transform your business
Bernard Marr ”Big Data: Using Smart Big Data Analytics and Metrics to Make Better Decisions and Improve Performance”

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The Cultural set up for social
business success

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Emotional Response To Social

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Top Down
• Business leaders active on social media
• Have vision
• Aligned with business goals
• Aligned with individual needs
• Clear guidelines and social media policy
• Agile and prepared to respond to information
• Training and encourage peer based support
• Supportive and committed under pressure
• Contributing to quality and efficiency of daily work

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Meets Bottom Up
• Part of everyday work
• Active users of social media
• Understand the vision
• Confident and empowered
• Motivated by the opportunities
• Shared company values
• Goals aligned with peers
• Inspired by leaders
• Supportive of others

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Digital competence is vital

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Support And Relate
• Shared values
• Common goals
• Provide training
• Mentor
• Evaluate
• Acknowledge

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Symantec cultural change case study
CHALLENGE
• Symantec developed a culture of many cultures after several acquisitions
and rapid global growth. To create one culture, leadership needed to
repurpose the company values and clearly articulate the business strategy.
SOLUTION
• The “Applause” recognition program supports and reinforces Symantec’s
goals and values, operating like a social network to spread goodwill across
the company and help unify the workforce behind a shared culture and
purpose.
RESULTS
• Launched globally in just three months, Symantec saw 1,500 employees
recognized in the first two weeks and nearly 40% of all employees
recognized in the first five months, doubling recognition without increasing
program budget.

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Symantec cultural change case study
“Our Applause recognition program has fundamentally changed the way that we are
doing business at Symantec. Employees love the ability to recognize people for their
achievements. They love to be recognized. The ability for employees to cross-functionally
thank and recognize other employees has taken us where we need to be.”
TOM AURELIO
VICE PRESIDENT

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… go social or die
You’ll never be a
chicken if you stay
an egg!

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+44 (0) 845 287 1181
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@JonnieJensen
jonniejensen@liveandsocial.com
+44 7900183311
Connect with me at:
http://linkedIn.com/in/jonniejensen
http://twitter.com/jonniejensen
Connect with
@LiveAndSocial
www.liveandsocial.com
0845 287 1181
Creating advanced levels of digital competence in your business.
Speak to me today about how we can help you increase revenues
and stay ahead of your competition

33. This presentation was delivered
at an APM event
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