Social Business

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Social Business

What is Social Media, Anyway? (And Why Managers Should Care)

Gerald C. Kane

Despite the considerable amount of attention paid to social media by business, the press, and academia, managers still don’t have a clear understanding of what social media actually is. Managers need to understand the nature of social media so that they can understand its strengths and weaknesses for their own business. If they don’t — in a market environment increasingly influenced by social media — they may find themselves at a competitive disadvantage.

Social Business

Ray Wang Surveys the Evolution of Social Business

R "Ray" Wang (Constellation Research, Inc), Interviewed by Robert Berkman

R. “Ray” Wang has been a highly respected analyst of social business in enterprises for years. Here he discusses how social business evolves in more socially developed businesses, how uses are growing in the area of service and support and hire to retire on the on-boarding side, and innovation and ideation. He also examines the critical role of leadership, gamification and how social business is changing the future of work. Wang lays out the specific signposts that a business can look for as it moves from step to step along the path of being a more fully socially enabled enterprise.

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The Social Business Initiative

Collaborating Sponsor DU-Press_logo_63px

03-Social-Business-500

This Big Idea Initiative is supported by Collaborating Sponsor, Deloitte University Press, with whom MIT SMR is collaborating on the development of research materials connected with Social Business and management innovation.

This Social Business Big Idea Initiative supplements the collaborative research content with a range of relevant, independently produced editorial, including MIT SMR original articles, interactive data, blogs, videos and case studies.

Following are links to research that Deloitte has developed separate from this collaboration:

Social Media in the C-suite

Social Business

The Emergence of Chief Digital Officers

Robert Berkman

Companies are appointing chief digital officers to focus their use of social and digital strategies.

Social Business

CMOs Using Social Data to Flex Their Muscle

Robert Berkman

CMOs are very involved in leveraging social media, which may be expanding that function’s strength.

Social Business

CFOs’ Anti-Social Tendencies may be Changing

Robert Berkman

Data shows that within the C-suite, CFOs are the least supportive of social business initiatives.

Social Business

CEOs’ Passive/Aggressive Approach to Social Media

A study of senior executives’ and social media found CEOs more active on Twitter than other forms of social media.

Online Networks that Work

How different types of company benefit from online collaboration

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Research Report

Social Business: What Are Companies Really Doing?

May 30, 2012 | David Kiron, Doug Palmer, Anh Nguyen Phillips and Nina Kruschwitz

The rapid adoption of technology-based social networking has been transforming politics and social norms on a global scale for a decade. Will social networking and social software also transform business? MIT Sloan Management Review and Deloitte surveyed 3,478 managers from companies in 115 countries and 24 industries. This report identifies how social technologies are creating value and innovations in the marketing function, but also in product development, operations and leadership.

The New Era of Take-out Innovation

Social Business

The Age of the Consumer-Innovator

Eric von Hippel et al.

It has long been assumed that companies develop products for consumers, while consumers are passive recipients. However, this paradigm is flawed, because consumers are a major source of product innovations. This article suggests a new innovation paradigm, in which consumers and users play a central and active role in developing products. The article also summarizes key findings from studies on consumer product innovation conducted in the United States, the United Kingdom and Japan.

Social Business

Creating Employee Networks That Deliver Open Innovation

Eoin Whelan et al.

Companies such as Procter & Gamble, Cisco Systems, Genzyme, General Electric and Intel are often credited with having attained market leadership through open innovation strategies. By tapping into and exploiting the technological knowledge residing beyond their own R&D structures, these companies outmaneuvered rivals. But while other organizations try to follow their example, many are failing because they neglect to ensure that the outside ideas reach the people best equipped to exploit them.

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