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In most of the visits I do with companies on social, the big question I get asked is what is the benefit of becoming a social business?
All of these benefits are possible, but unlikely until the organization learns how to embrace change at the top. That starts the ball rolling. Why? In most companies, the money and support for large-scale change is controlled by the C-Suite. This is a culture change, not just a technology change, and as such still requires buy-in from organizational leaders.
Some firms find a way to grow social presence organically and can make the business case to management by presenting results from an existing program. This is the exception.
Even when this does happen, the direction to change strategy and tactics for an organization still comes from the top and flows down through the organization. Since many firms out there still use a command and control management style, it takes buy-in from senior management to lead a sweeping change through the many departments and programs that social business effects.
Trying to change a large organization from the middle most often leads to a failed change. That failure leads to the popular slogan of change resistors “we tried that once and it didn’t work.”
Executive buy-in is only the beginning though. Cultural change is required of the firm's people. It can be argued that senior leadership's decision to adopt social business is itself a culture change; however the middle managers and their staff also have significant changes to make - both personal and professional.
While I agree with the substance of what Sandy Carter says, being aware of the size of the job is important for an organization to make sound decisions. Start small and begin the planning for further expansion after your approach is validated.
Are you sure you want to delete this scoop?
Most companies are marketing via social media. But are they archiving what they post for e-discovery purposes?
Include corporate social media in your data classification program. It will keep you out of hot water with the regulators. In one area, at least.
Customer surveys, customer feedback, customer loyalty programs: Despite all these tools, it’s still not clear how much the information being collected benefits either the customers or the companies.
I prefer to give feedback in-person. That offers the benefit of a 2-way conversation with a real person. It is tangible.
People want to be heard. An online form doesn't satisfy that need. Surveys and questionnaires don't capture the intent, or emotion of customer experience. They fail to link good behavior or poor behavior to the moment, or put it in context.
Many customers simply don’t bother filling out the forms. Only highly motivated consumers take the time.
Look at a Bell Curve. The bulk of the sample falls in the middle, not at the edges. Online surveys and even social media review sites capture the top and bottom 5% of experiences. It is not the real voice of your customers.
The current state of affairs doesn’t benefit the customer. It fails individuals who need training. Worse, it fails to recognize true ambassadors who should be rewarded. Often, a few great employees are carrying the load of others who give average to poor service.
If your strategy is to differentiate on quality, you are failing to get good data. In the end you hurt your own shareholders and customers.
U.S. employers have a trust problem. Only about half of U.S. workers feel their employers are open and upfront with them, according to a survey about work and well-being set to be released this week by the American Psychological Association. And one-quarter of Americans say they simply don’t trust the companies they work for.
The recession has created a generation of entrepreneurs and hourly contractors. Employees have learned to consider their careers and family first.
Many surveys show modern workers are not engaged. They are more likely to ask what’s in it for me. Part of this is due to culture change. Women, in particular are frustrated with the pay gap.
Untrusting workers are not looking out for your business and are likely poor ambassadors for your brand. The results of this survey affects customers too. Preoccupied employees will not do a good job servicing customers.
The bottom line is that workplace morale is a business issue, not an HR issue.
Robocog Inc., doing business as HiringSolved, used thousands of fake profilles on LinkedIn to harvest data for a recruiting service, the company alleges.
LinkedIn sued under the Computer Fraud and Abuse Act, the Digital Millennium Copyright Act and California's Comprehensive Computer Access and Fraud Act.
Stocks for companies on Fortune's "100 Best Places to Work" list have had double the gains of others for at least 17 years, Russell Investments finds.
Employee engagement pays off.
The sources of business complexity are, paradoxically, simple to trace. But separating out and subduing the strands of corporate convolution requires constant vigilance. Complexity spreads rapidly, like ivy, creeping into every function and department, squeezing the vitality from an enterprise. Trim it and it grows again, faster than before.
The full report, “Future-Proofing the Complex Modern Business,” can be downloaded at cfo.com/research.
Google has updated its terms of service to clarify that it can scan e-mails for advertising purposes. The change comes after a U.S. District Court found the terms were not sufficiently clear for users.
We're living in a period of unprecedented uncertainty and volatility and he trendy acronym for this environment is ‘VUCA’ - volatile, uncertain, complex and ambiguous. And it's not just the economic unpredictability that is so challenging, but the rate of change.
Good suggestions for Leaders dealing with faster rates of organizational and personal change.
The health of an organization is based on the ability to align around a clear vision, strategy, and culture; to execute with excellence; and to renew the organization’s focus over time by responding to market trends. Health also has a hard edge...
What's your favorite recipe? Are you Leader Driven, Market Focused, Executive Edge, Talent and Knowledge Core, or none of the above?
Had the Hare avoided hubris (and his famous nap while racing the tortoise), he would have handily trounced the tortoise, and moved on to signing autographs and giving press interviews. Pride did not just goeth before the fall; it actually caused the fall.
The workplace, marketplace and our personal lives change more quickly than ever. Being the Hare is more dangerous now than ever. Avoid the attitude and win the race.
Fewer IT pros are being thrown into leadership roles and challenged to just figure things out. That's a huge problem.
I learned a lot by getting thrown into the deep end. I was willing to lead.
Those experiences led to my involvement with Terrorism, Military Attacks, Weather Events, and a Stock Market Crash. It wasn’t all disasters. I merged business and IT by bringing products to market, worked with Start-ups, on JV, M&A, and Outsourcing. I worked across the US, in the EU and Asia.
If the calls I get from recruiters are any indication, finding new opportunities has become a word matching exercise rather than a search for potential leaders.
Companies now seem to look only for people who already held a certain title or have 50 years’ experience with some obscure technology. This is how you find Managers, not Leaders.
Thank goodness this wasn’t always the case. The question I have is how do we turn this battleship around?
Spend just five minutes with Jill Rowley and you will know that her tenure at Oracle Corp. was doomed from the start. Gleefully extroverted, Rowley likes to speak - no, shout - her inner monologue even when she knows better.
Oracle asked her to teach its sales reps how to use their social media accounts to sell its products. They made it her full time job.
Oracle may have been thinking evolution while Ms. Rowley was thinking transformation. The end goal may have been the same but the speeds the parties thought in conflicted.
This was a massive change initiative. The problems were predictable and preventable.
What went wrong? Here are some resources to help the change leaders out there.
Avoid 8 common leadership errors in organizational change efforts.
Leading Change: Why Transformation Efforts Fail
10 Common Leadership and Management Mistakes - Avoiding Universal Pitfalls.
Advertising Age interview with Jill Rowley:
Oracle Puts Its Employees' Personal Social Media Accounts to Work - Software Giant Giving Social B2B Selling a Real Shot
While the digital age has changed the rules of marketing, a panel of experts at the recent Wharton Marketing Conference suggests that the most effective outreach, even for international brands, centers on personal connections rather than random tweets or texts.
Just knowing a lot about someone doesn’t mean you have a relationship. You want to make it personal.
Collecting massive amounts of data just to target a sale can make customers feel like you're rummaging through their trash bins.
Blurting out random facts is not the best path to your intended’s heart. That’s creepy!
People want to feel wooed. We all have suitors appealing to our head and wallets every day.
First you have to build trust. Trust means I will go out of my way to do business with you, not just for a deal.
Concentra Health Services, Addison, Texas, a subsidiary of Humana and a provider of occupational medicine and other health services, has agreed to pay the Office for Civil Rights more than $1.7 million in a federal Health Insurance Portability and Accountability Act privacy and security rule settlement, the HHS agency announced.
The problem here isn't a failure to encrypt laptops. The problem is bad management.
Of course you’re already a good boss, or you wouldn’t be reading this article. You may even be a great boss. But how do you stay at the top of your game?
Great bosses learn early on that it's not all about them and their goals.
To succeed a boss has to inspire employees to excel. They have a goal, and a plan to get there. They recognize talent and nurture employees.
That does not make them soft and cuddly. They know getting results through their people will help them rise. It makes good business sense.
The shareholder derivative litigation against Target’s board of directors may be the start of the next wave of shareholder class action litigation – an action taken when shareholders allege that the board of directors has not satisfied its duty of care to manage such exposures.
6 steps to help organizations maintain financial and brand success by preventing data breaches and the losses related to them.
The CFO should guide the Board to exercise due diligence and direct management.
Shareholders to corporate America: Can you hear me now?!?
A function that CFOs love to complain about actually adds to the bottom line.
Failure to find what you don’t look for is just a self-fulfilling prophecy.
It should be no surprise that when companies operate their compliance function on an ad-hoc basis they frequently find themselves scrambling to keep up.
These organizations teach employees that compliance is an annoyance. Small wonder that when management valuation is low, employee engagement is also low. Garbage in – Garbage out.
State Medicaid agencies could be putting beneficiaries' personal information at risk by offshoring administrative functions, according to a report from HHS' Office of the Inspector General.
Agencies may have Business Associate Agreements (BAA) with contractors as required by HIPAA, to ensure patient information is secure.
The ability to effectively enforce those agreements may vary.
Outsourcing includes arrangements inside the US (domestic outsourcing) or outside (offshore outsourcing). It can be direct (when a Medicaid agency contracts with an offshore contractor) or indirect (when a Medicaid agency's contractor subcontracts to an offshore contractor).
The report is available here:
Increasing dependence on technology has implications for corporate strategy, the CFO's role, the set of tools they use as well as how they interact with the rest of the business. CFOs are prioritizing technology initiatives that can drive efficiencies and revenue.
CFOs will be essential in driving business transformation as business models shift to become increasingly digital.
General Mills took time out today to explain that they are not trying to prevent consumers from suing them.
They are taking a stand against the unethical practices of lawyers and the evils of class action lawsuits.
Here's your coupon!
Decision-making is no longer exclusive to executives at the top. Here are five ways to instill leadership across your organization.
Command and Control are out; Collaboration and Teamwork are in. That means that corporate and personal accountability are required. How would you put this in place at your business?
WIIFM – Companies must communicate what’s in it for the employee. Rewards must be tangible and matter to the person.
After many decades of being a business owner and salesman, I have never, ever changed my Golden Rule of Selling: Know Your Customer. The company isn’t your customer. There’s a person in that company who makes decisions about how the company is going to spend money, and who will get their business. That’s your customer.
Customer profiling and social business are not new. I began using the Mackey 66 to profile customers on Wall Street. I worked in corporate finance and wanted to improve DSO (Receipt of Cash).
To give you some perspective, the Black Monday Stock Market Crash was news. Networking and Lotus Notes were new. I combined them with behavioral and social psychology.
The result was that I became a better credit professional. I got a crash course in organizational change, privacy, security and audit at the same time. Today this is standard business practice.
We are all in Sales and Marketing. The technology changes but it's not about the technology. It's what you do with it.
My strategy is simple. Make your company someone your customer wants to do business with - especially during the hard times.
Getting rid of managers may seem like just another tech trend, but much of the skepticism around going “bossless” or flat is due to misleading terminology.
Will your company copy Zappos' example in organizational culture transformation?
No Managers Required: How Zappos Ditched The Old Corporate Structure For Something New
More and more executives are acknowledging the strategic value of IT to their businesses beyond merely cutting costs. But as they focus on and invest in the function’s ability to enable productivity, business efficiency, and product and service innovation, respondents are also homing in on the shortcomings many IT organizations suffer. Among the most substantial challenges are demonstrating effective leadership and finding, developing, and retaining IT talent.
I have worked on both Business and IT. My clients are large firms around the world.
You've got a big problem when IT and business are still thought of as separate.
Businesses should be using both technology, and all of their people, to engage customers. Anything less is a cultural disconnect.
There are risks being overlooked. Worse, there are likely a lot of missed opportunities.
The Board ought to get involved. Shareholders should not be forced to accept the risk of IT without realizing increased benefits.
IT under pressure: McKinsey Global Survey results
Microsoft wants to make sure you remember the famous image of the blue sky and rolling pasture that graced so many computer screens for so long.
Looking back on this shot is like looking back on the history of Microsoft.
MS transformed this picture into an iconic background for its now defunct XP OS.
Ironically, the picture was captured on analogue film.
Wide open green pasture and blue sky. This was Microsoft’s view of the World back then. Bliss!
Today, there would be a little green robot, and maybe a penguin lurking.
Both are staring at a tablet and cell phone while a desktop PC sits waiting.
Now we wonder, "Can MS transform themselves for the 21st Century."