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Whereas companies can often see the value of a community manager to engage individuals outside of the walls of a company, it’s often far more challenging in reality to get buy-in and adoption inside the walls of the company.
Community Managers are often seen as the person who manages the Facebook account. This limited view is a huge mistake!
A good community manager recognizes their role as change agent, or evangelist for the switch to social business processes throughout the organization. Community managers need to empower themselves and show more value than keeping the company Facebook page fresh.
The case for change may be more effectively presented as a business case, a form that management is used to seeing. The business case captures the reasoning for decision makers to take action.
What is the ultimate benefit to the organization?
Understand your audience. Write in language that your audience understands. This is likely in business terminology, not IT jargon.
What actions are required? Think in terms of resources / funding to apply a structured change management methodology to the adoption of social business.
Check out the Prosci Business Case Toolkit for templates.
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Obviously, the great thing about electric cars is that you can plug them into an outlet to charge, rather than stop by a gas station and drop a bunch of money on gasoline.
The transition to electric cars raises some interesting legal questions.
The first reaction may be to scoff. I’d hate to be that guy in the lockup. “Hey, buddy, what are you in for? I was arrested for stealing electricity. I got away with less than 10 cents.” This crime is pretty embarrassing by today’s criminal standards.
Realistically, though police do not have the ability to judge how long a vehicle is plugged into the vast majority of unguarded electrical outlets. If we shift the cost of refueling our cars over to schools the schools would quickly feel the pinch.
It’s better to ask these questions now rather than somewhere down the road when it’s a multimillion-dollar question. There are a lot of cars on the roads here in California.
Digital transformation today is pervasive across organizational functions. There is no area within a company where digital had not made its impact felt. Nevertheless, most organizations have largely focused on the 'shiner' parts of digital transformation
Boards, Executives and Employees feel they are being forced to change. Complacency established by prior success causes resistance. Why should I change? What’s in it for me?
Organizations try to manage projects that change bits and pieces that customers see.
There isn’t enough questioning of the underlying assumptions - strategy. Is the old destination still valid?
Capgemini attempts to help clients rip off the shiny wrapper and look deeper.
Lead change. Your customers are changing and leaving you behind. They don’t care about your traditions. They care about receiving value for their dwindling supply of cash.
Newly anointed Federal Communications Commission Chairman Tom Wheeler said this week that it would be OK for Internet service providers to charge Netflix and other companies for a faster lane to consumers.
It looks like we are going to see a sea change on FCC governance of the Internet.
Having assured delivery, with the option of a fast lane would allow providers to decide on service levels based on market forces and corporate goals.
Service levels for assured delivery would have to be competitive with current speeds.
Perhaps giving consumers more options on Internet speeds will get ISPs off the mark on replacing the slow service levels in the US. Right now, we’re #8.
What does becoming a social business actually entail? A practitioner in the trenches shares his top strategies and techniques for driving engagement with social tools.
Social Business adoption is a business transformation, not a project.Granted there are similarities, but social business transformation is bigger.
Here's another resource on the subjet
PMI definition of a Project: http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx
"A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.
And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies.
The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects.
And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need".
As insurers invest considerable resources in large-scale, technology-enabled transformation programs, OCM helps them avoid common risks and pitfalls such as sub-par adoption of new technologies and lack of organizational alignment around new...
If management believes that corporate IT is separate from the business-side of an organization, it is likely more of your projects will fail.
If corporate IT staffers aren’t knowledgeable about the business they work in, it is also likely that more projects will fail. Technology is only as effective as the people who use it.
Data drives decisions in modern organizations. Bad data results in bad decisions.
OCM isn’t what many think it is. Do shareholders a favor and educate yourself.
Black Friday was a deliberate invention of the National Association of Retailers. It was not only the perfect way to promote stores during a super slow news day, but had the side benefit of creating a new cultural norm.
Black Friday is for consumers who don't understand marketing or strategy. There may be deals. The real question is whether you informed enough to know the difference.
Booz & Company just released a very interesting culture study. Here's the bottom line: Everyone knows culture is important, culture is not being effectively managed, …
Managing change is an oxymoron. Culture change is not managed it is led.
The most important aspects of your social media strategy are never seen in a Twitter feed.
Author of "The Now Revolution" describes the importance of changing how companies do business to be successful in social business. The technology is not the focus.
Announcement comes just days before the kickoff of the holiday shopping season and after Wal-Mart became embroiled in a Mexico bribery scandal
Wal-Mart customers get a new CEO for Christmas. Investors should be happy.
Currently it’s cheaper to ship gas from Texas to Nigeria than it is to ship it to New York
Read this article if you're planning to drive over the river and through the woods to Grandma's house for Thanksgiving.
11 tips discuss how business communication relates to dating – what you can learn from the romantic world of social business. Too many companies are out shopping for a spouse and jumping right to the big question of ‘will you marry me?
Note that the first point relates to trust. The case for B2B relationships often focus on monetary savings. People run businesses. Without trust, all of the numbers can look great but the relationship is likely to fail.
We all know employees can be both brand ambassadors and brand detractors: But what we haven’t wrapped our heads around is that they are also our most important co-branding opportunity.
The idea of having a social media policy that is focused on your brand is a good one. Employees will still ask WIIFM. Why should I bother to change how I communicate so the company looks good?
Companies must give employees something in return. Invest in training everyone from executives to the loading dock how to communicate better.
The ability to write and speak effectively will benefit the employee and the company. Think about the benefits of a team of articulate individuals that happen to work for you. Win-Win.
Attention is paid to any employee on social media, not just those designated to speak on your behalf.
Organizations need incident response plans in place to mitigate harm to their brand and keep their customers.
I have to disagree with the author. Yes, having an incident response plan is good. Successful execution of that plan is better. As with most things strategy, execution is the rub.
Winning in court provides cover with the shareholders but customers aren't impressed by legal games. Digital transformation means that customers have a voice and a choice. A wary customer is not likely to trust you.
Now that customers can talk back, and to each other, companies must adjust their definition of successfully defending their turf in a data breach.
If the plan is limited to IT or Security, it is highly unlikely that business units will take it very seriously. The most likely cause is a person, not technology.
Often the person isn't acting maliciously. They are not trained in basic security or worse, management tells them to ignore good practices to get the job done faster.
When the alarm rings, most people in organizations simply don't know how to respond. Many managers don't see the connection between the business and a data breach. Their success or failure in keeping customer data safe is not measured.
More than likely, there are no goals associated with this in yearly evaluations. HR and senior management often drop the ball here.
Apparently no one knew what "social enterprise" meant -- not even the guys who coined the term.
How not to provide vision.
Data from thousands of Wall Street earnings conference calls suggests that many companies hide bad performance news by calling only on positive analysts
Corporations may be using a form of sentiment analysis to influence the message or tone of earnings calls.
Seems like a great idea from the corporate viewpoint. Investors, however, may have a different take.
If the SEC hears about this, they may form a committee to study the study. Then, watch out!
The majority of workers say they constantly have to attend to business matters when they're away from the office, and they do so from any location, at any hour.
The idea that we "go to work" is a nostalgic, quaint notion. Many of us are always working. That means that ideas, behaviors and tools had better change too.
Even more reason to manage worker outputs rather than hours worked.
We need to start with the perception that organizational culture is about people’s behavior, the values that drive them, and the meaning they derive from their actions and the actions of others. Cultures can be changed by changing values and drives, and therefore changing people’s behaviors. But ‘managing’ culture is next to impossible, because culture is the slowest aspect of an organization to change.
There is no magic bullet. Change is constant. Change is accelerating. There are many points of view. Stopping with Booz or Stowe Boyd is a mistake.
The article presents and interesting point of view on culture change. I agree that change is not something a company manages.
There is no magic bullet. Change is constant. Change is accelerating. There are many points of view. Stopping with Booz or Stowe Boyd is a mistake.
Expecting to manage that is a fools’ errand. It implies that change is a project. Culture change is part of a strategy that gives the company flexibility to change with the times.
As people, we only finish changing when we die. That may be even be a false assumption, depending on your religion or philosophy.
Leadership is the key ingredient in Change.
Leadership and management are parallel activities. They were never meant to be exclusive. Read Kotter’s books and articles on change leadership. Stowe may also gain some insights there. http://www.kotterinternational.com/books-and-resources
Management enters the equation as the company recognizes that the activities generating profit and care for existing customers must be maintained during culture change.
You may also gain some insights from IBM, a company that sees change as part of doing business. See this video http://www.youtube.com/watch?v=2ol9zYw4Chg. Download the study report http://www-935.ibm.com/services/us/index.wss/ibvstudy/gbs/a1030541?cntxt=a1000453
If reading studies isn’t your thing, see the preview of the book Making the World Work Better http://www-03.ibm.com/ibm/history/ibm100/us/en/book/ or buy it here http://www.amazon.com/Making-World-Work-Better-Century/dp/0132755106.
If your attention span is shorter, try this list of references, compiled by Prosci http://www.change-management.com/references.htm
1. Helping employees embrace change. This article provides a chart illustrating the correlation of effective change management to total value recovered based on a study with 40 projects.
- LaClair, J. and Rao, R. Helping Employees Embrace Change, McKinsey Quarterly, 2002, Number 4. http://www.mckinseyquarterly.com/Helping_employees_embrace_change_1225
2. Why CEOs get fired. This article presents the findings from interviews with 286 organizations who fired their CEO, listing the top-five reasons for this action. The number one reason was mismanaging change.
- Murphy, M. Why CEOs get fired, Leadership Excellence, September, 2005. (research by LeadershipIQ) http://www.leadershipiq.com/news_mismanagement.html
3. Best Practices in Change Management report. This report provides charts showing the correlation between change management and 1) meeting project objectives and 2) staying on schedule and 3) staying on budget; based on study results with nearly 100 project teams.
- Best Practices in Change Management, Prosci, 2009. http://www.change-management.com/best-practices-report.htm
4. Creating organizational transformations. This study presents the findings from interviews with 3,199 executives involved in major transformations, and summarizes the key lessons learned to achieve successful change. Of the top-five lessons learned, four relate directly to effective change management.
- Creating organizational transitions, McKinsey Global Survey Results, McKinsey Quarterly, July 2008. http://www.mckinseyquarterly.com/links/31143
5. Success Rates for Different Types of Organizational Change. A literature review of studies on the success rates of various types of organizational change including Strategy Deployment, Restructuring and Downsizing, Technology Change and Mergers and Acquisitions. Shows that a majority of change efforts do not meet their objectives.
- Smith, M. Success Rates for Different Types of Organizational Change, ISPI January 2002 http://www.ispi.org/pdf/smith.pdf
Social customer service matters more to customers than social marketing. Don’t believe it? That’s what the research says. In recognition,...
Social Customer Service is not a new idea folks. Smart companies have been doing this ever since there have been companies. That is not to say there isn't value to be gained from reading this. The majority of companies are still not customer-smart.
Black Friday is often billed as the best day of the year to find deals. But, in many cases, shoppers are either being enticed to spend more or to buy lower-quality products.
America, stay home and enjoy your turkey with your family. Don't fall for the hype.
Dickens may have penned A Christmas Carol back in 1843, but the ghost of bad management is still haunting workplaces in 2013.
If you still can't understand why people think Scrooge was a bad person, you probably need to read this.
Statewide, the number of IBM employees has dropped to under 10,000 from 13,000 in 2009, according to leaked internal IBM data.
IBM is a good transformation case study. The company is both a leader of, and subject to digital disruption.
Today we live in VUCA World. It’s the new normal.
Kmart's 'Show Your Joe' spot is doing well online, but it's polarizing consumers and not performing as well as 'Ship My Pants' and 'Big Gas Savings.'
Kmart may be targeting millennials and middle-aged women but they may get a rise out of the sensitive fundamentalist Christian market. Come to think of it, the spot may garner interest in the gay male segment as well. Is Kmart's attempt to redefine itself working for you?
It's a long-standing military truism that "generals always fight the last war." The same goes for marketers. I urge you to break that mold.
The socially aware and capable consumer is a new player in the mix for many companies. Fail to change tactics to address the new landscape and you will only annoy customers. Worse, you will delight your competitors.
23andMe Inc., the Google Inc.-backed DNA analysis company co-founded by Anne Wojcicki, was told by U.S. regulators to halt sales of its main product because it’s being sold without “marketing clearance or approval.”
While personal genetic testing is innovative, proper process must be followed to ensure that consumers receive the advertised value.
Inaccurate test results could cause damage to consumers due to panic or self-treatment.
It would be a huge mistake to expect that the traditional medical establishment would give up market share of disease testing without a fight.
Expect further developments in the legal wrangling over genetic testing. There is a lot of money at stake.
Traditional genetic testing done through a physician’s office typically costs more than a service like 23andMe.
Do not dismiss the importance of trust in such services and diagnosis.
You know the cliché: 1-800-BLA-BLAH, enter your account number, press 2, press 1, press 4. Then, when someone answers, tell that person your account number (again) and explain why you are calling (again). The truth is, customer care is better than that, much better.
The author makes a good point about the benefits of social customer service.
Since it is easy to post a problem on Twitter, for example, there is an opportunity to fix the problem before the customer is angry.
Since this is done in public, the perception of a caring company is more likely to spread.
Waiting until a customer is angry, enough to call customer care means that the sentiment is more likely to be negative even if the problem is fixed.
Psychology still trumps technology when pleasing customers. It is better to prevent problems in the first place. If you get a bump in public opinion, even better.