Articles
Following up on yesterday's post exploring the mechanics and driving forces of social, today I will delve into the implications for business. And let's just say it now: some of your old sales practices need to be reconsidered. 4.
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Social Business takes its place right after art, love and pornography in the list of essential concepts that are difficult to define, discuss and create systematic approaches to. Like those other subjects, a wealth of insightful and inspiring writing wells forth from experts, philosophers and practitioners.
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Customer Experience Management (CXM) is the latest impossible to define, understand or implement concept coming at the enterprise. We think it might have something to do with Marketing or Customer Support or Metrics. It is owned by the CMO or maybe the COO or IT or Sales.
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Seriously. This past summer, I took a cab from SFO to downtown SF. I pulled out my credit card to pay the tab, and the cabbie hands me his iPhone -- with a little thing stuck in the earphone jack. It was a tiny little credit card swiper.
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The discussion of if the "Cloud" is a good idea, or if we are "going to the cloud" has been replaced with how we are going to the cloud and what if anything should stay in house. The fact is that doing otherwise is rapidly becoming unsustainable.
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People like to scoff at marketing these days. Even Daniel Pink -- the lawyer -- has deemed it an ignoble profession (he was (sort of) joking).
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"Social Business" is not about technology, or about "corporate culture." It is a sociopolitical historical shift that is bigger, broader and much more fascinating. A new perspective is changing how we think about society, politics, interpersonal relationships, science, government and business. New approaches are emerging. Learning and self-expression are exploding.
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Here is how some recent corporate news looks through the lens of "purpose" -- which I believe is a determining factor of a company's success. Through the Lens of Purpose Last week at the Enterprise 2.0 conference, I described purpose as the magnetic north that can align the thinking and
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Here's what we've learned. Successful leaders work with their team to create, develop, nurture and execute on a shared sense of purpose. It's an essential ingredient for great organizations. Without that purpose, everything is harder than it should be.
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I understand where this question comes from -- if you're a "collaborator" you must somehow be opposed to process. Not true. A process (in the more ideal than evil world) is an embodiment of learning.
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The way we currently think of working was formed by a command and control, industrial age of process, manufacturing and efficiencies of scale. Collaboration is a different model. It depends on people, not process. It depends on outstanding communication -- because collaboration requires thinking and acting together.
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It used to be about "mobile access" but that's not it anymore. Our portable devices are now access, participation and creation devices.
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Have you ever asked: what prevents people from sharing? You’re not the only one. Today at Open Text Content World, Deb Lavoy, director of product marketing at OpenText for Social Workplace, examined How Organizational Culture Impacts ECM Deployments. What we learned may surprise you! Sharing Isn’t Normal What
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Here's a theme that's been causing a lot of debate amongst my peers of late -- is a social intranet the same thing as a social workplace and the same as social collaboration? Can one product or set of features meet the needs of all of these requirements? The issue
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