The Power of Social
It seems to me the time has come to build a new department into the enterprise org chart, one that interacts with various departments just as product managers or IT do, one that has its own budget, operational plan and roadmap into the future.
If any incumbent department takes ownership, the company will lose far more than it gains. More important, so will the customers.Full article-Global Neighborhoods [/DDET]
Our networks will become engines of meaning. Bruce SterlingThe best approach to a social business initiative is experiential, test and learn. The idea is to quickly set up simple social technologies that will get people involved, familiar with the tools and provide a sense of how collaborative media will benefit them. A facilitator in the background is always present to sense both unidentified opportunities as well as blocks to progress, resolving them in real-time so that opportunities to improve are not wasted and there are no surprises.
If you want something while flying, don't push the call button, tweet about it. Porter Gale VP Marketing, Virgin America
- Develop the building blocks of a social business direction based on business case and understanding of the social channel's potential and constraints.
- Design an integral social business approach for a unified brand, company, culture, message, voice and purpose.
- Develop a resource plan (time, people, money) based on business objectives and estimated costs.
- Make assumptions about how qualitative results can be measured and tracked. Adjust.
- Perform internal social network user experience analysis along with coaching and facilitation to increase participation and collaboration.
- Perform ongoing community management services.
- Optional ongoing research, reporting, and knowledge system content population that fills in the "what you don't know you don't know" knowledge zone.
We use Twitter to engage, educate, excite and evangelize. Jeffrey Hayzlett, CMO Kodak
- Entrepreneurs: Our social business ideas get no traction because we don't know how to answer team members' unspoken greatest concern: "What's in it for me?"
- Management Team: Conflicting and contradicting philosophies and agendas block our social business ideas and initiatives.
- CIO: You can't reconcile your security and privacy objectives with internal social network participation and collaboration goals which are to increase: efficiency, speed, productivity, intelligence. Related: Getting People to Use SharePoint
- CEO: Because you see no personal reason for, or benefit of social media, you incorrectly assume its a passing fad that can't possibly replace traditional advertising or broadcast methods. Related:
- Small Business: You understand the power of a new channel but feel like there are too many things preventing you from using it effectively. Its risky.
- Solo Professional: Its difficult for you to get started or fully invested in social business because you don't think your content creation or social networking skills are good enough.