Social Networks

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Courtesy of Women's World Banking.
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Women’s World Banking: A Model Knowledge Network

Knowledge networks are helping members of organizations of all sizes learn quickly and collaborate productively. The most effective networks are clear about goals, allow for shared expertise and embrace online communication. Women’s World Banking, for instance, has a robust website where members discuss topics, share documents and collaborate on wikis.

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The Relevance of Data: Going Behind The Scenes at LinkedIn

It is an understatement to say LinkedIn is growing like a weed. With 238 million members in over 200 countries, 2.8 million active company profiles, and 1 million professionally oriented groups, LinkedIn has become the world’s largest professional networking site. Deepak Agarwal, LinkedIn’s director of relevance science, explains how his company uses data and analytics to sustain this growth.

Image courtesy of Flickr user DailyPic.

What Sells CEOs on Social Networking

In 2006, MIT Sloan’s Andrew McAfee coined the term “Enterprise 2.0″ as shorthand for collaboration and sharing tools would mean for enterprises. In a recent interview with MIT Sloan Management Review, McAfee looks back at the past six years and reveals what he’s learned about the triggers that generate CEO interest in social networking, what he misread and why the idea of controlling information flows is becoming obsolete.

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How to Get Your Messages Retweeted

Many companies are trying to leverage the power of Twitter to connect with customers and promote their brands and products. This article identifies factors that increase the likelihood of “retweeting” so that a company’s tweets will be shared with recipients’ networks.

There are several practices that don’t work well. The most important to avoid is blatant hard-sell messages. Twitter may be better suited for building brands than for building markets for new offerings.

Image courtesy of Flickr user le_huf.

Why CRM Fails — and How to Fix It

Customer relationship marketing was supposed to be a “new paradigm” that yieldied more loyal customers and more profit for companies. It hasn’t. Researchers from Cranfield School of Management write that the problem is fundamental: “Most senior management teams have an unbalanced approach to managing marketing investments, and this is particularly evident in the case of CRM.” Their suggestion: successful CRM investment begins with new capabilities to improve customer relationships and then backfills the capital investment as needed.

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Connecting the Dots in the Enterprise

MIT's Andrew McAfee has a new book that looks at Enterprise 2.0 tools as a way to span organizational networks. In an interview, he talks about the wide variety of organizations that are embracing the collaborative use of technology, the upsides of being able to identify who knows what, and why managers should be interested in Facebook.

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