When Adam and I set up DLA we spotted a gap in the market, which was the lack of understanding about social at a strategic level.
I'm not talking about teaching the CEO Twitter, which seems to be the "rabbit hole" that people in social seem to go down.
This is about teaching the Board (as we say in the UK) or the C-Suite (as people say in the US) why they need to look at social from a strategic perspective across the business.
Social is now used in Marketing, Sales, Customer Service, Human Resources (HR), Supply Chain, Procurement etc. It's also replaced email. We run our business on social.
In my last company we got a 25% efficiency increase across the employees by using social. A 30% increase in new revenue by using social, as well as taking market share.
Such figures have to be understood by the Board as they are transformational. In fact Social can be used as a "quick win" as part of a digital transformation.
It's time for the board / C-Suite to get the social strategy and to make time for it.
Another barrier to strategic thinking may be internal. At least in the United States, research shows, busyness is a sign of social status. As Silvia Bellezza of Columbia Business School and her colleagues put it, “By telling others that we are busy and working all the time, we are implicitly suggesting that we are sought after.” In addition to the very real demands on our schedules, then, there’s also an incentive to lean into the frenzy: It’s a marker of our professional success. Executives may therefore be subconsciously reluctant to give up the self-esteem benefits that being busy confers.