Cycles Of Strategic Social Maturity

by Jay Deragon on 07/16/2012

There are myths about social media and even more myths about business strategy.  When you put two myths together you get lies and more lies.

The prevailing wisdom about all of these myths is perpetuated by the many whom have little experience with either subject matter. Given the state of change, both in social media and in strategic thinking, real wisdom is gained from the the maturity of understanding each learning stage rather than any one conclusion at any one moment in time.

Cycles of Maturity

Due to dynamic evolution of social technology, and the subsequent impact on strategic thinking, the cycles of maturity are accelerating to those that seek understanding rather than simple information.

Popular articles are appearing everywhere under the theme of “Social Business” which are promoting how organizations need to transform themselves for the 21st Century. Subsequently we see a race for thought leadership about how to get there from here.

The truth of the matter is that in order to get anywhere from here requires a change in thinking and a personal and organizational commitment to continuously acquire new knowledge that leads you to wisdom and understanding of what must change in order to get there.  The epiphany most have is that change is constant and it is the #1 competitive differential in the 21st century.

The cycles of maturity begin with an awakening for the need to change how we think about improvement in planning and what needs to improve.

In order to accelerate the cycles of individual and organizational maturity five things must change. These are:

  1. Plans and planning can no longer built in silos (group by group) or top down with one plan for all groups and the process can no longer be static.
  2. Plans and planning must be grounded in new knowledge and follow a common format.
  3. There is measurement and feedback on the strategic goals and plans.  What gets measured gets done but the people closest to the process must determine what gets measured and what is the opportunity for improvement.
  4. There must be a total management commitment to institute a vigorous program of education and retraining. Nothing can change unless people learn how to change.  The knowledge of what to change and how to change it doesn’t come from management rather it comes from people on the front line whom have been given the knowledge to know what and how.
  5. Plans are agile and iterative.  The planning process reacts to external  drivers quickly.  The impacts of changes in one plan are understood and shared across the other plans.

There is a lot to know and even more to learn in order to succeed in the 21st Century. Not understanding the cycles of maturity could be your biggest constraint.

{ 1 comment }

Jacob July 16, 2012 at 12:44 pm

Some good infographics here. Certainly one of the more exciting trends in pull strategy marketing . It’s difficult to put together a plan which, as you describe, is agile and iterative, but’s it’s worth the time investment if you want to move into the “optimized” bracket.

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