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"When I worked for IBM, the customer was always right. In today’s column I interview Vineet Nayer, CEO of HCL Technologies, one of the largest I.T. outsourcing firms in the world. Vineet argues that how it got to be one of the world’s largest IT firms is by putting employees first and customers second. Sounds radical, but when he explains, it makes sense."

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"After a turbulent spell and a change in leadership the company decided to open up innovation to the community, initially through the Ambassador program created in 2005, allowing not only collaboration with customers but also suppliers that would enable Lego to churn out more advanced products. This modular approach was borrowed from the open source community and allowed manufacturers to design for the Lego ecosystem."

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"Despite all the wonderful things in the second paragraph of his letter that Mr. Sheffer says about GE, Wall Street has had persistently negative view of the firm: GE’s share price has declined by 35 percent over the past ten years. GE is one of three firms in the list (along with Wal-Mart and Johnson & Johnson) that is doing markedly worse than the S&P 500, which is at +32 percent over the ten-year period.

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"
Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?"

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"Kodak has recently declared bankruptcy. Usually, when this hits the news it is analyzed by the numbers people who, looking at five years’ worth of financial data, give their quantitative and financial explanation of the failure. More qualitative types will go back 10 years sometimes, and even go beyond finances to talk about strategy, CEOs, competition, and the like. Recent well-done Financial Times articles (here and here) go back even further for Kodak. And yet people still fail to see Kodak’s real problem."

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"PepsiCo vient tout juste de recevoir le titre de la meilleure entreprise où il fait bon vivre en France. L’occasion de faire un zoom sur une initiative très 2.0 de ce grand groupe.
PepsiCo permet à ses employés depuis peu de diffuser de l’information interne de l’entreprise sur les réseaux sociaux publics.
Ce type d’initiative, qui vise à faire des employés, des ambassadeurs de la marque, devrait être placé dans un contexte plus large de relations publiques …"

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"An idea that is pervasive in corporations in both America and Europe and prevalent in business schools, management journals and textbooks is that the goal of a firm is to maximize shareholder value. It’s prevalent even though leads to unsound management practices. Jack Welch, considered by many to be a leading practitioner of the idea, recognized in 2009 that shareholder value is a result, not a strategy. Worst of all, maximizing shareholder value creates the risk of disruptive innovation."

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"Blue Shield of California finds social apps and rewards engage its employees in wellness programs, sees potential for its insurance customers."

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"It used to be that company communication was all top down. Messages that are ‘pushed down’ from the C suite to the cubes and the employees.
Missions are proclaimed. Messages are delivered. Employees and partners are fed the party line.
Today, things are changing fast – as the tools and networks for communication are broken wide open."

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"It has become accepted wisdom that weak ties — your acquaintances, distant colleagues — can provide more novel information than close ties. But new research by Marshall Van Alstyne, associate professor at Boston University and a visiting professor at MIT, suggests that in some cases strong ties are better."

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"IBM CIO Jeanette Horan has plenty of IT projects and systems to worry about, but perhaps one of the most pressing and timely is Big Blue's ongoing BYOD (bring your own device) rollout, which is aimed at including all of the company's 440,000 employees over time."

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"By tapping into the knowledge and enthusiasm of thousands of longtime users of its products, Lego has been able to enhance its product offerings — without increasing long-term fixed costs."

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"This was my first experience with American Airlines and I want to share that with you, so my trip out to San Francisco via Chicago went without a hitch from checking in at Manchester to getting to Chicago and being rushed through with an orange express card was great, I didn't miss my flight and got expressed through security which was a strange experience as I normally fly through Newark and tend to get “If you are waiting for a flight well tough” treatment, so a week at work in Santa Clara and the return leg home which started on Friday March 2nd 2012."

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"We then had a presentation from Derrick Ahlfeldt, SVP HRM at Visa Europe with a case study from his organisation that demonstrated these points. In fact, Derrick’s story provided a great demonstration of much of what I’ve been blogging about here over the last couple of years too."

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"I actually believe there are qualities or behaviors that are distinctly different from business-as-usual and that can help businesses extract value from social media behaviors and technology. To me, they are what define a social business (and, yes, I do mean a business aligned with social media-based behaviors not necessarily a more socially responsible company. This latter definition is important just not my particular focus for now.)

We are a social business. That means we practice what we preach to our clients. There are 5 key behaviors of a social business that we focus on. I would love to hear what others think: "

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"Social media tools such as Twitter and Facebook have helped Kaiser Permanente — the nation's largest nonprofit health care provider — grow its positive media mentions close to 500% in the last five years, says Vince Golla, who oversees the organization’s external digital reputation. "

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"Si elle encadre trop ses collaborateurs qui s'expriment sur leur métier, la marque risque de transformer une prise de parole en communication institutionnelle. Un équilibre est à trouver.



Entretien avec Alexis Bernard, Online Reputation Manager à la SNCF."

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"Banks have had a bad rap of late, so it was a really pleasant surprise to see the work they are doing. It did not seem an obvious home for an ambitious social learning project, but it is what we found there. In less than a year the project has launched about two-dozen communities of practice. They have established a process for starting new communities and a framework for guiding their evolution. They are reaching the stage of forming a community for community leaders."

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