Ah l’entrepreneurship! Effervescence, intelligence d’affaire, stratégie, fougue et passion sont au rendez-vous. Ce vendredi le 20 août, j’ai la chance et le privilège de faire partie du jury 2010 qui sélectionnera la future “startup” ou entreprise en démarrage créée de toute pièce par les étudiants de l‘École internationale des jeunes entrepreneurs de Sherbrooke édition 2010 (ÉÉIJE). De futurs entrepreneurs ont eu deux semaines, soit du 8 au 22 août, pour monter un plan d’affaires de toute pièce qui sera présenté à un jury. J’ai bien hâte de savoir ce qu’ils nous ont cuisiné.
Vous pouvez accéder au programme complet de cet atelier de l’ÉÉIJE.
Bonne chance à tous!
Katheline
I enjoyed reading my friend Éric Adechi‘s blog post named “Social media marketers are falling into the chasm“. I am very found of taking blames for a community, the community of social media “conversationalists”, in order words, people who are paid to work, strategize and start social media conversations and campaigns for a brand. Which is what I have done for years now.
I love this image of the chasm from Geoffrey A. Moore’s Crossing The Chasm, highlighted in Éric Adechi’s blog post.
I have learned to adapt my speech to my audience (analytical, pragmatic humans running Fortune 500 corporations, most often with a background in finance). C-Levels run companies. They report to shareholders. Yes, they are creative and are open to innovation. But they need executive dashboards with feasible items and expected ROIs. Which is sometimes a lot to ask. You can attempt to do sit. But there is no guarantee of the best return. Us, Social media strategists, can put all the right elements together to make the “exquisite mix” happen. But if you push to us a creative we know will not “stick” but we still have to run your campaign, it might fail. It will fail. You might need to trust us with the execution/proposal of a creative or not hire us at all… You might need: (1) the brand openness and flexibility to jump on edgy concepts, (2) money, (3) no brand ego and a (4) what’s next attitude, because the conversation just started. The show is now on. Enjoy the improv.
The Hyper Social Organization: a framework for companies
One surprising book I discovered recently is the Hyper Social Organization, from Deloitte professionals (yes, I am preaching for my choir). One book I do recommend, which is from Deloitte is the Hyper Social organization. It analyses social media change or optimization opportunities in many different spheres: customer service, finance, product development, etc. Worth taking a look at it.
In summary:
- Hyper-Social companies think differently: a recap
- Think tribe, not market segment
- We need to find groups of people who have something in common based on their behavior, not their market characteristics
- Think knowledge network, not information channel
- The most important conversations in communities happen in networks of people, not between the company and the community.
- Think human-centricity, not company-centricity
- The human has to be at the center of everything you do, not the company
- Think emergent messiness, not hierarchical fixed processes
- People will want to see responses to their suggestions, even if it does not fit your community goals – FAST
And an end note from this book:
“…affinity groups will quickly become the dominant social force in the emerging world economy, changing how we think about markets, fads, social movements, and, ultimately, power”
- Tom Hayes, Jump Point: How Network Culture is Revolutionizing Business – 2008
