This is part 10 of 12 from “Social Business: What Are Companies Really Doing?” a report on the findings of the 2012 Social Business Global Executive Study and Research Project.
To understand the challenges and opportunities associated with the use of social business, MIT Sloan Management Review, in collaboration with Deloitte, conducted a survey of nearly 3,500 business executives, managers and analysts from organizations located around the world. The survey captured insights from individuals in 115 countries and 24 industries and involved organizations of various sizes. The sample was drawn from a number of different sources, including MIT alumni and MIT Sloan Management Review subscribers, Deloitte Dbriefs subscribers and other interested parties.
In addition to these survey results, we interviewed executives, academic experts and subject matter experts from a number of industries and disciplines to understand the practical issues facing organizations today. Their insights contributed to a richer understanding of the data and to the development of recommendations that respond to the kinds of strategic and tactical questions senior executives address as they operationalize social business within their organizations. We also drew upon a number of case studies to further illustrate how organizations are leveraging social business and illuminate how real organizations are putting our recommendations into action in different organizational settings.