I truly enjoyed my CMO 2.0 conversation with Karen Quintos, the CMO at Dell. Karen has somewhat of an unusual background for a CMO at a high tech company. She spent almost half her career in the pharmaceutical industry and did a stint in the financial services industry before landing at Dell 11 years ago - a rich background that was clearly reflected in the conversation. Karen also has a passion for being close to the customer - a good trait for any CMO.
We first talked about social media, a topic we had discussed at length with Erin Nelson, the previous CMO at Dell, and Manish Mehta, the VP of social media and communities, during an earlier CMO 2.0 Conversation
. Karen confirmed that social media absolutely has to be built into the fabric of the company and that the (social) customer has to be at the core of everything. In fact, Karen believes that customer centricity is key to win in the marketplace. At Dell, they leverage social media as part of everything they do - product development, sales, marketing, HR, IT, finance, and service and support.
Karen then described the evolution of IdeaStorm, the Dell innovation communities, and how they now include Storm Session - focused and directed customer feedback sessions bound in time. Examples of successful Storm Sessions included discussions with CIO's around virtualization, sustainability, and data center-type solutions - where customers could discuss how they think about ROI and total cost of ownership rather than just talk about technology deployment issues.
The Dell Social Monitoring Command Center, which was launched last year, is set up for employees to monitor, respond, and trend the conversations that are going on about Dell all over the world. On any given day they get upwards of 25,000 different conversations about Dell. A small team of people triage the conversations by coding them red, orange or green, and feed them into processes like product development. Karen made the point that when it comes to social media monitoring companies need to realize that it should not be about hearing, but about listening and making sense.
"Leveraging social media cannot be a bolt-on strategy," said Karen, "it has to be built into the culture...it cannot be someone's second job, it cannot be something that they think of once a week. It has to be something that's integrated into their day-to-day operations." Right on! But amazing to hear that and then realize that more than 60% of those companies that participate in our Tribalization of Business Study
(co-sponsored with Deloitte and the Society for New Communications Research) have 1 or less than a full time person associated with these efforts. Those companies need to wake up and listen to truly Hyper-Social organizations like Dell.
There are of course risks associated with social media. One of the early risks that Dell identified was to react too quickly - either latching on to negative comments first or latching on to proposed product ideas that very few people want. Sounds a lot like not giving in to the "tyranny of the minority" and instead reacting to real trends. Another risk they identified early on was around transparency - especially when eager employees don't disclose that they work for Dell. Karen believes that many of the risks can be mitigated through training and education.
As many other CMO's at successful Hyper-Social Organizations, Karen pointed to the importance of having simple values to ensure consistency across the multiple employee touch-points that they have with their customers - in their case be open, be transparent, be simple, and be caring.
Next we switched to the topic of culture, which Karen believes is, if not the most important, one of the most important elements in a company's success. She considers Dell's culture fairly young at 27 years old, but truly believes that is what guides behavior and brand. She also believes that it is extremely important to link your own culture(s) with that of your customers - especially in the B2B and public sector space, which make up 80% of Dell's business.
An important part of culture is the culture of innovation. Over the last two years, Dell has fueled innovation not just from within but also through acquisitions. Interestingly enough, but not surprising (the world is not flat after all), Dell sees aquisitions from major innovation centers like Silicon Valley as being totally key to continue to bring the spirit of innovation within the company.
We closed the conversation by talking about a super-cool program that Dell is doing in partnership with the University of Texas - the Dell Social Innovation Competition
. It's open to higher education students around the world who have a passion for taking a social issue that they see within their community and coming up with a plan to address it. They submit ideas, business plans and videos which get voted on. The best ones get to travel to Austin where a finalist gets selected. With kids from India, Nigeria, France and the United States competing with one another, they are able to create a cauldron of diversity of thought necessary for innovation that would be hard to create in any corporate environment.
That is definitely something I would want to tell my 16 year old son about!
Other things we talked about include:
- The recommendation for companies to listen and engage with the both the good and the bad in social media, and how the sooner you engage the more successful you will be
- How Dell has training programs in place to teach people (9,000 people trained so far) how to listen and how to engage
- How to ensure that the proper experts get involved in deeply technical discussions
- The importance of trusting employees to do the right thing
- The importance of being able to trend conversations and launch more in-depth discussions with customers about important topics
- The importance of hiring people with a passion to win
- The importance of tying compensation and rewards to a set of behaviors - not just "what" behaviors, but also "how" behaviors
- The importance of social rewards in fostering the right culture
- The importance of employee rotational programs to foster innovation
As usual, you can listen to the CMO 2.o Conversation at the CMO 2.0 Site