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The JWT’s trendspotters recently included The Rise of Shared Value in their Top Ten trends for 2012:
“The Rise of Shared Value: Rather than simply doling out checks to good causes, some corporations are starting to shift their business models, integrating social issues into their core strategies. The aim is to create shared value, a concept that reflects the growing belief that generating a profit and achieving social progress are not mutually exclusive goals.”"
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A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success.
"Yesterday Ben Horowitz published a solid post "When Employees Misinterpret Management," which should have been titled "When Management Misdirects Employees."
He gives three examples, the most fun of which is him trying to get his sales team at Opsware -- the company he and Marc Andreessen famously rode through the bust to a huge, huge win -- to not cram all their sales into the quarter's last week."
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I've long learned to embrace this dynamic at new companies by setting
a) absurdly low base salaries (think $30K to 60K)
b) absurdly high commission structures (10% to 25%)
Why?
It's a filtering mechanism for me to get the most insane, rabid and self-confident sales folks -- and filter out the lame "professionals. -
Those sales folks are death at startups. They lack the drive and creativity to sell new products because they are -- largely -- old, fat dogs.
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""No one here is hounding me for the ROI".
That’s the last sentence in "(Like) + (Retweet) = $$$?" an article from the July issue of FastCompany. The article is about the ROI of social media; from Likes, to Tweets, to contests to Social Business Software.
Here’s what I have to say about that quote: YIKES!
The article includes quotes from senior marketing executives from Audi, Home Depot and Sephora (who provided the one above), saying in essence that they have no idea about the value of their company's social media activities and investments. Worse yet, these executives indicate that no one is really asking them to demonstrate the ROI."
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This inability to show the ROI from marketing is a main reason why the average tenure of a CMO is under 24 months, which is less than half that of a typical CEO.
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Maybe the issue is we as marketers have forgotten how to do statistical correlations, don't get six sigma, can't be bothered with AB testing, or are not maniacal about numbers
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"How does your intranet help your customers? I mean your external customers. The ones who buy and use your services and products.
The ultimate purpose of an intranet
The ultimate purpose of an intranet is to help an organization better serve its customers or the public in the case of governments."
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- A sense of progress in aligning intranets to business needs, be it business towards customers or services for users
- Ammunition for those who need to push internally to go further in this direction
But times are changing and the results from this year’s Digital Workplace Trends survey will hopefully provide 2 things:
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- Front line workforce with customer contact (talking to many customers, selling products, following an organized process with some individual interpretation)
- Back office workforce (limited task area, very defined processes, high efficiency is king)
- Analytical work (experts, no defined processes, high need for knowledge networks)
Some enterprises are clarifying the business alignment of their intranet. A large bank recently told me how they broke their workforce into 3 groups:
These 3 groups will have very different expectations from the intranet. The bank intranet team have just begun to develop a strategy for each of these groups.
"Enterprise 2.0 has always been a closely knit community but at this event in particular it felt as though it needed a testosterone shot or two. As I discussed in my previous post, the enterprise world is predominantly a sea of cubicles, Windows XP, old browsers and Blackberries which is struggling with arteriosclerosis of the veins due to clogging with email and documents. I feel for the Enterprise 2.0 sales people who have to prove the value of their products (and frequently set up ‘pilot program’ tire kicking exercises) often against both waves of indifference and confusion about what the business value actually is"
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I sometimes have to swim upstream with clients in order to first flush out any bum information they think all this ’stuff’ is about and then get them dialed in to where the value is for them in the context of their business goals, and sometimes this includes software vendor philosophy and hyperbole
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The volume of debate, crystal ball gazing, conceptualizing, buzz words and names creation is increasing around Enterprise 2.0 just as it is on all other topics, because it is so easy to publish your thoughts - or more frequently republish someone else’s - online
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"It’s not something that will happen overnight. It certainly won’t happen in a kickoff meeting. And without a total organizational commitment to being customer first, building trust, and setting the company on a path where the idea of connecting with customers in real-time is embraced, it’s not likely something that will ever happen. And for some industries that may be okay, it’s still way too early to tell.
But for those companies looking for some guidance and a framework, I’ve broken the social business evolution process into four stages: Birth, Childhood, Adolescence, and Adulthood."
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Becoming a social business is begun by defining what “Being Social” and “Open” means to your organization.
The first and probably most significant realization one needs to make in this evolution process is that there is no single definition of “being a social business.” Every business should (read will) have their own definition and move at their own pace in getting there.
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Assess your existing culture.
How far off is your existing culture with what you defined in the “birth” stage? Chart the path ahead. - 4 more annotation(s)...
"Most managers and leaders have the unenviable task of trying to get other people to adopt particular goals. Companies have agendas, and employees need to support those agendas if the company is to succeed. However, if you want your employees to live up to their full potential, it’s not enough that they do what you tell them to."
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Autonomy is particularly critical when it comes to creating and maintaining intrinsic motivation. But in the workplace, goals have to be assigned. What’s a manager to do?
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Explain why the goal they’ve been assigned has value.
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"It's still a given that Enterprise 2.0 apps won't end up standing alone. But putting them together with goal management tools could give them a more pivotal role than if they just get sucked into generic collaboration or business software suites. "
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Since projects are usually tackled by people working in teams rather than individuals operating in isolation, that data needs to be presented in a team context.
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Sharepoint will not help you form or manage teams. It won't identify the data that's necessary to complete the project."
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"The effectiveness of an Organizational Design exercise depends on the fit of process, structure and behaviour that make up the organization and how they are aligned with both existing and desired future capabilities.
Social Business Design adds a new type of complexity to an organizational design exercise. In traditional organizational design exercises, it was paramount to identify both the current state and the future state of the organization, and then design a path to that final outcome. In Social Business Design we must identify not only the bounds but also the flexibility of the organization to adapt to new factors and to develop emergent outcomes."
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Integration of External and Internal ecosystems. What is the current and desired future level of interaction of the organization’s ecosystems? An understanding of the current and desired future sociality of the organization is critical.
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The organization and its partners must have the ability to design, manage and measure the changes being made to itself. This is often achieved through the use of both internal and external (consultant) resources. Before beginning a change exercise, it is important to understand what has come before.
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"Tapping a diversity of perspectives has been empirically proven to increase the quality of ideas. Indeed, this is one of the benefits of setting innovation communities. By investing some time in establishing a community management plan, organizations will see a nice return on their innovation efforts.\n\nThere are three distinct phases to innovation community management:\n\n 1. Pre-Launch\n 2. Early Community\n 3. Mature Community"
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- Advancing innovation
- Improving the way the company operates
- Use of social software
Early enthusiasts will be found among those with a demonstrated interest in:
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Providing direction is a key component of surfacing ideas that will make a difference. The focus areas can start out limited to a set of key opportunities and issues that need addressing. Organizations can also use their top strategic initiatives as their innovation target areas.
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