Social Business

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Nonprofits Get More from Social Media with Metrics

In a Q&A, author and consultant Beth Kanter explains the special challenges nonprofits have in taking advantage of social media. In her book Measuring the Networked Nonprofit, Kanter and co-author Katie Delahaye Paine write, “Affecting social change is, of course, the ultimate goal for non-profit organizations. But you can’t get to any destination without a road map and some signposts along the way. Measurement is your map, and metrics are your signposts.”

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Social Business: Flat or Hierarchical? A Surprising Answer

The most effective social businesses of the future may start to look more like organizations that long predate modern corporations — so-called “loosely coupled” organizations such as military, education and religious institutions.

These organizations remain deeply hierarchical, argues Gerald C. Kane, but these hierarchies operate differently than modern corporations, pushing decision-making capabilities down to people who can better deal with conditions on the ground.

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Turning a “No Comment” Company into a Social Media Advocate

Danish shipping and energy company Maersk Group had nearly 100 years of history as a strong, silent type before corporate brand manager Anna Granholm-Brun came along. In a conversation with MIT Sloan Management Review’s Robert Berkman, Granholm-Brun explains how the company has shifted from one end of the transparency spectrum to the other, why there’s so much value in a good story and what it took to sell social to company executives.

Image courtesy of Flickr user Mayo Clinic.
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Mayo Clinic Leads Social Conversations About Healthcare

The Mayo Clinic has been able to leverage and enhance its reputation as a trusted source of health information through a robust online presence and expansive social media program. Through its YouTube channel, Twitter feed, and Facebook page, it brings health information to hundreds of thousands of consumers. The Mayo Clinic Center for Social Media coordinates and focuses the Clinic’s various social media initiatives and programs.

Image courtesy of Flickr user Lil Larkie.
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Procedural Versus Strategic Approaches to Social Media

Is your company’s social media team grounded in the culture of your organization? Younger employees often have a procedural understanding of social media tools but need strategic vision, argues Boston College’s Jerry Kane. The most effective social media initiatives may be partnerships between younger employees experimenting with social media technologies while more experienced employees harness their enthusiasm and ideas to give them strategic direction.

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Social Business: Shifting Out of First Gear

A 2013 research report by MIT Sloan Management Review and Deloitte shows the growing importance of social business to solving many corporate challenges. Seventy percent of survey respondents agree that social business is an opportunity to fundamentally change the way their organization works. The authors explain why some businesses are reaping value from social business, and what is holding others back.

Image courtesy of Flickr user trialsanderrors.
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Valuing Influentials Means More than Just Counting Connections

New research shows that marketers who want to determine the value of a particular online influencer need to look beyond just the size of a person’s network connections. Zsolt Katona, assistant professor at the Haas School of Business, UC Berkeley, found that the value of an influencer depends on underlying factors in the network structure of that individual with the target set of consumers. Specifically, Katona found that people who provide sole influence over consumers are the most valuable.

Image courtesy of Flickr user PhotKing ♛.
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One Size Does Not Fit All in Social Media

How can corporations get more value from their use of social media? They can start by paying attention to research into developmental psychology, argues Boston College’s Gerald C. (Jerry) Kane. Understanding why people use social media differently at different ages can provide considerable insight for corporations that want to interact with customers.

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The Executive’s Role in Social Business

A majority of respondents to a survey by MIT Sloan Management Review and Deloitte say that their companies’ social capabilities are at an early stage of developing social capabilities. However, executives are increasingly recognizing the value of social business to their organizations, and a majority of C-suite respondents believe that social business represents an opportunity to fundamentally change the way work gets done.

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Social Business Is Fast Gaining Ground Across All Industries

In the second annual survey from the MIT and Deloitte Social Business Global Executive Study and Research Project, businesspersons from 12 industries were asked if social business was “important to their organization today.” Respondents from all industries reported an increase in importance from the previous year. The energy and utilities industry had the biggest year to year increase, while the technology/media/telecommunications sector rated social business as highest in importance for both years.

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How Companies Can Move Past a Trough of Disillusionment in Social Business

Dion Hinchcliffe, Chief Strategy Officer of The Dachis Group and co-author with Peter Kim of Social Business by Design (Jossey-Bass, 2012) says some companies are facing a “trough of disillusionment” with social business, but that this is normal, and there are strategies a company can take to move forward and become a more fully enabled social business. Among these are building social media literacy, integrating existing initiatives, and connecting social tools to how work gets done.

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

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.

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Ray Wang Surveys the Evolution of Social Business

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 Emergence of Chief Digital Officers

The emergence of social media in business, along with related digital initiatives, is causing more organizations to appoint a chief digital officer, or CDO in the C-suite. While the position was initially found in media, education, and retail, an increasing number of industries of all types are considering the position to consolidate and focus its social and other digital activities. Many feel that the CDO needs to report directly to the CIO, but that reporting relationship may not fit all cases.

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What Can Managers Learn about Social Media from the Boston Marathon Bombing?

Now that the crisis and chaos of the Boston Marathon bombings and the hunt for the suspects have passed, managers can consider the critical role that social media played in identifying and apprehending the bombers. Key management lessons can be gleaned from these awful events: (1) recognize what is possible for your organization and (2) effective collaboration is a learned skill that, with time and leadership, can improve productivity for a significant number of employees.

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Can CIOs Step Up and Be Leaders in Social Media?

CIOs support social business and want to increase their knowledge about social media in the enterprise, but they face barriers to expanding their role. One of the big challenges is the increase in the IT capabilities and resources of the CMO as more digital tools are used in marketing functions. The roles of the CIO and CMO may be blurring, so the future of the CIO as a leader in social business is uncertain.

Dr Ed Tucker, VP Janssen Research & Development, a Johnson & Johnson company

How Pharmaceuticals Can Avoid the Side Effects of Social Media

In a highly regulated area like pharmaceuticals, companies need to tread carefully when it comes to dealing directly with customers via social media. In this interview, Dr. Ed Tucker of Janssen Research & Development LLC, a Johnson and Johnson company, explains how social media platforms offer benefits, but also describes the requirements and obligations firms in his industry must comply with when it comes to patient safety reporting, privacy, and other sensitive matters.

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CMOs Using Social Data to Flex Their Muscle

Recent studies show that CMOs are highly involved and supportive of the use of social media for their function, and are enthusiastic about its potential role it may play throughout the entire business as well. This strong and growing relationship between CMOs and social media data may be leading to a growing influence and strength among CMOs in the C-suite and throughout the enterprise.

Jon Bidwell
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Redesigning Innovation at Chubb

As new markets emerge, large multinationals can find it hard to respond to them quickly. In the mid-2000s, specialty insurer Chubb felt it needed to move faster, both in its product development and in the way it responded to questions and issues field representatives had. Chubb integrated multiple social media tools into a social business platform that has improved response time. It also has held more than 50 online innovation gatherings, yielding several successful new businesses.

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Get Social: A Mandate for New CEOs

New CEOs need to quickly establish themselves and communicate their vision. Traditionally, CEOs communicate through e-mail, memos and Q&As. They walk halls, attend meetings and issue press releases. In many cases, social media is a more effective and efficient way to communicate with a wide range of stakeholders. Social media has already become a state-of-the-art leadership tool that surpasses many traditional approaches to listening and communicating with stakeholders.

Showing 21-40 of 126