Blog - Damarque ViewsYou are viewing a feed that contains frequently updated content. When you subscribe to afeed, it is a...
In terms of accountability and control, the collaborative leader looks at performance onachieving shared goals. This is me...
Accenture outlined Top 10 Challenges for investment Banks for 2012 fromthree respective aspects: Responding to regulation,...
company, but also including related informative contents from other               competitors, it might give followership ...
strong focus on the added value of an inclusive society is a first step in the creation of thissustainable common story.Ho...
Tags:trustsectornon-profitco-creationAcquisition And Customer Satisfaction Are Priorities inthe European Engineering Indus...
Source: deltek.co.uk via Damarque on PinterestCategories:Marketing and SalesTags:sectorengineeringmarketing
101 Examples and How to Build Your Own Social MediaPolicym                          14:09:02 | Gianluigi Cuccureddu       ...
Building your own social media guidelines       Connect your guidelines to your existing code of conduct. Most of the tim...
Rob Tarkoff, Lithium president and CEO said in a statement:Seventy percent of complaints directed to brands via Twitter ar...
Tags:cultureThe Link Between Sports, Business and ContinuousImprovementsz                         16:08:17 | Gianluigi Cuc...
Research by IDC has shown that there is a growing need for solutions thatincorporate external stakeholders such as custome...
Because big decisions will have to be made at executive level - perhaps the closure ormovement of physical assets; at the ...
Another result is where a hospital saw a 15% conversion of leads to sales using live tweetingduring orthopedic surgery. Us...
Source: hosting.ber-art.nl via Damarque on PinterestCategories:Marketing and SalesTags:social mediaEight Tips to Unlock Em...
Interesting article by Chris Bucholtz, where he outlines that success insocial CRM requires as much knowledge of processes...
In March 2012, the companys Open Innovation team launched a new online platform whichoffered experts the opportunity to fi...
This is a great video that you have to watch! Were all embedded in vastsocial networks of friends, family, co-workers and ...
A survey conducted by Econsultancy amongst 1,300 marketingprofessionals, shows a surprising result. 38% of the respondents...
What I find interesting is that some of these objectives are not linked to business objectives.Increased engagement, for t...
opportunity in terms of sustainable HR, happy and engaged employees that are able to fullyvalorize their knowledge and exp...
Recently I interviewed Mary Adams, an expert in intangible capitalmanagement (ICM), on the intersection of intangible capi...
Ultriva, a player in collaborative supply chain solutions, announced on theninth of October an enhanced version of its clo...
9:29:14 | Gianluigi Cuccureddu                   By combining deep insights about customers, competitors, and costs, a few...
(taken from Mckinsey article)Case 3: Medical-device manufacturerThe challengeAn acquisition created big expectations—and c...
How are you gathering these deep insights about customers, competitors and costs?Categories:InnovationTags:insightsThe Rol...
Business2Community further elaborates on the research:One word springs to mind when I read a list like this – Values. It i...
But what about those employees who stay? In a tough labour market, job choice is oftenlimited and hence employees may be u...
   Engagement      Leadership      Clear focus and vision      Training and self-development.      Passion for the jo...
build their collaboration capability. Then, based on that understanding, it lays four ways fordeveloping a collaboration c...
   Regular social activities to build trust and new social connections among team       members      Opportunities to pr...
Cisco Elaborates on its Corporate Social ResponsibilityPrograms On #CSRchatw                          22:41:57 | Gianluigi...
A5:After Sichuan quake built tech foundation to improve access to healthcare & education forrural residents http://cs.co/6...
CSRCustomer-Centricity Is Not An End Goalw                            22:20:43 | Gianluigi Cuccureddu                  For...
According to the Forresters report recent report "Global Processes Help toDeliver Relevant Local Customer Experience", com...
Categories:Customer Experience ManagementTags:customer experienceChange ManagementGlobal TechnologyProcessesresearchEight ...
Source: visual.ly via Damarque on PinterestCategories:Human Resources and LeadershipTags:collaborative leaderLufthansa Car...
Th “       Gl l W f c S u y: E                m       R ” study byTowers Watson provides a snapshot of the attitudes and c...
w h ’        c   uc v    m      ng my best work. Creating a positive work                      environment is fundamental ...
question some of their assumptions, and root out major inefficiencies. Read what the SCCidentified as the five key supply ...
We live in an era of transparency, of an easyness to collaborate and share  f m       . Bu ’ l h              f distrust, ...
TechCrunch reports that Capillary Technologies, a social CRM companythat helps retailers engage over mobile, email, social...
We are investigating how transparency and collaboration –through theintegration of social technologies- can help supply ch...
C c ly u                     ch   h ’ ch ll        w ll h lp    uc      ch   h        cc lsupply chain innovation.Categori...
stakeholders and what more that need to be addressed effectively, if a social businesstransformation wants to happen effec...
finding the proverbial needle in the haystack. If I have a question in London and the          best answer is from someone...
channel but expect a seamless integration across online, social media, mobile and physicalstores.The study also highlighte...
Source: socialcommercetoday.com via Damarque on PinterestCategories:Business ModelsTags:retailsectorcapgeminiresearchCo-op...
I ’ x c ly h m         l c       c my w ’ l              f . Th      f    x mpl      u hcollaborative consumption initiati...
Holger Schulze conducted a survey and compiled the report B2B ContentMarketing Trends 2012. I ’         p             f   ...
contrast, last year, over 71 percent of respondents saw an increase in content production —looks like the pace of content ...
Data is a tool for execution. It doesnt execute, but rather leads our assumption about thefuture. Better data, Better assu...
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
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Social media as Enablers to achieve your business objectives Faster, Better and Cheaper

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The essence is how to achieve your business objectives faster, better and cheaper by the infusion of social media.

We write about topics such as Change management, Leadership, Social crm, Social media, Supply chain management, Big data, Marketing, Sales, HR, Human resources, Customer experience, Technology and many more.

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  1. 1. Blog - Damarque ViewsYou are viewing a feed that contains frequently updated content. When you subscribe to afeed, it is added to the Common Feed List. Updated information from the feed isautomatically downloaded to your computer and can be viewed in Internet Explorer and otherprograms. Learn more about feeds. Subscribe to this feedMeritocracy Enabled by the Collaborative Leader 10:19:51 | Gianluigi Cuccureddu A hyperconnected business world, spurred on by social media andglobalization, demands a leadership style that can harness the power of connections. Leadersneed to shed the commandand-control and consensus styles in favor of collaborativeleadership. Harvard Business Review research shows that collaborative leaders who getresults do four things well:Where meritocracy and collaborative leadership style meetC ll v l hp h c p c y p pl up u ’ f m lcontrol and inspire them to work toward common goals—despite differences in convictions,cultural values, and operating norms. Most people understand intuitively that collaborativeleadership is the opposite of the old command-and-control model, but the differences with aconsensus-based approach are more nuanced. Below are some helpful distinctions betweenthe three leadership styles.
  2. 2. In terms of accountability and control, the collaborative leader looks at performance onachieving shared goals. This is meritocracy, being performance driven, also looking andpeople who lead collaborations. This takes out the hierarchy (more), increases employeeengagement and trust. There are a lot of cost-effective solutions that enable meritocracy once h z h c “ p up” m c ll v c.Do you allow for meritocracy to blossom?Categories:Human Resources and LeadershipTags:collaborationmeritocracyleadershipsocial mediaHow Twitter Helps Banking With Better CustomerExperience and Retention 8:55:27 | Gianluigi Cuccureddu
  3. 3. Accenture outlined Top 10 Challenges for investment Banks for 2012 fromthree respective aspects: Responding to regulation, focusing on clientsand restructuring forgrowth. The deployment of a microblogging strategy is a cost-effective solution to theserelationship (experience) challenges.A research by Ernst & Young, the Gobal Consumer Banking Survey 2012, shows thatincreased competition and greater choice have forced many banks to adapt their businessmodels to serve these changing needs.Worldwide, the proportion of customers planning to change banks has increased from 7% to12% since 2011.How can banks provide a better customer experience?  Make low-cost digital channels customers’ preferred choice. Banks should encourage customers to use digital channels whenever possible by using price incentives.  Prioritize investment on critical customer interactions. Banks should focus p l mp v m cu m ’ m v lu c p mz h resulting impact on attrition, dormancy and loyalty.  Use innovative technology to deliver the retail bank of the future. The use of technology is crucial to delivering a lower cost, more reliable, more flexible but still personal customer experience.In the European Union consumers switch mostly due to high fees or charges, poor rates onaccounts and poor branch experience (Go here to analyze data with the interactive module).Based on the abovementioned challenges how can microblogging help for banks in theiracquisition, retention and overall customer experience? Here are 5 practical strategiesprovided y LET’ E p . :  Content is still the KING: customers can easily distinguish marketing purpose posts and informative ones. Pushing though provoking byte-sized content is the only way to encourage active feedbacks. Properly using questions to invite discussion about new product idea, improvement or suggestions. Check my previous post about how CitiBank successfully built up active social media community with quality contents.  Follow your competitors: Microblogging provides a platform for businesses to monitor and interact even with your competitors. It is encouraged to observe the interaction between successful corporation and their followers on microblogging platform since it works as a good channel for market search.  Sharing is caring: If you see your competitors or other microbloggers post something which is really worth a read, share it. Using the feature like re-tweet on Twitter can easily pass on the valuable contents without hassle. Once the audience get to know that you provide not only beneficial posts for your
  4. 4. company, but also including related informative contents from other competitors, it might give followership a boost. When it comes to retention, customers care more about what you tweet than who you are.  Link back to your products, but not too often: When microblogging about something which can relate to your products or service, insert a tinyURL into the content to direct customers to them. Try to make the contents inviting and informative instead of pushing or exaggerated.  Integrate with other social media tools: Each social media platform provides different character and advantages for business owners to utilize, but make sure that you do the assessment of market research before jumping on it. Publishing appropriate contents on each platform in regard of different user expectation will never get you wrong.Content is still king, but a the diarchy with Context is important to be relevant and understandthe business landscape, which feeds back to content. Be a thoughtleader, there is much to talkabout in relation to banking, the crises for instance and what more. Become the trusted sourcefor people.Th “Sh C ”f w h h .O z tions can be/should be a connector, a platform, f cl .D ’ f f h cl fw m f m c mp . Cu m ’ w l w y pu ly h . Th f c h y u h h f mis much more importa h c c m h u uc .I’ c m f cuand creation.Categories:Customer Experience ManagementTags:twittersectorbankingretentionexperienceEU: Ensuring Citizens Trust Through Proximity and Co-Creationm 22:12:49 | Gianluigi Cuccureddu E u c z ’ u a major challenge for politicians and publiccommunicators. The majority of citizens – 54% – believe that their voice does not count in theEU. Mercedes Bresso is first vice-president of the EU Committee of the Regions, and she saysthat what is needed, is a new corporate story, not only for communication purposes, but alsof h EU’ wh l y. ‘Eu p ’ h Eu p yf wh h h
  5. 5. strong focus on the added value of an inclusive society is a first step in the creation of thissustainable common story.How can the EU communication strategy be adapted to reconnect with the citizens?Mercedes Bresso elaborates:I l v w m c c p : ‘ proximity’ ‘ co-creation ’.Proximity is about shortening the gap. It starts with a clear focus on the themes and topics thatare the closest to the daily life of our citizens. Technical and legislative issues, how importantthey are for our institutions, should not dominate the communication.Proximity is also about engaging the right communicators. The information and the dialoguemust be led by our stakeholders on the field: communicators who understand the specificcontext of our diverse target audience, who are known and trusted by our citizens. Here theCommittee of the Regions plays an active role in activating its members; the elected people atlocal and regional level.Thirdly, proximity is about choosing the right media mix.With all due respect, we should not just be content with the publication of our press releasesin specialised EU publications or high-profile quality papers.If we want to be seen and heard by our citizens, and if we want to involve them in a dialogue,we should be on the platforms they use: regional television, local newspapers, social media,town hall events, etc.The second key concept is co-creation. EU communication should be more than just a sum of ch u ’ p c . C mm c mmu c p xch f xpbetter coordination and cooperation – full p c f ch h ’ p c f c p n in theEuropean policy process – should have a strong influence on our communication efforts. Theprocess of co-creation should also include other governance levels: national, regional andlocal authorities, as well as stakeholders from civil society, who are involved in implementingthe EU project in the daily lives of our citizens. A common strategy with many collaborativeoptions.Finally, co-creation also means an active role for the citizens themselves. Publiccommunication has evolved drastically in the last decade, thanks to evolutions in society andin the technical world, allowing citizens to contribute to the public dialogue. We must makeuse of these opportunities: civil participation improves the quality of our policy making and isthe best guarantee for getting our strategies accepted.Today, more than ever, Europe is front page news for all media. Next year will celebrate theEuropean Year of Citizens. And in 2014, all citizens will be able to make their voice heardduring the European Parliam l c . L ’ u h m m um j f c cnew common story for Europe.Categories:Open Industry and Open Economy
  6. 6. Tags:trustsectornon-profitco-creationAcquisition And Customer Satisfaction Are Priorities inthe European Engineering Industrym 14:45:36 | Gianluigi Cuccureddu Deltek conducted a research in May 2012 on the trends and priorities in theengineering industry. You can find the full research on their website. The top priorities areacquisition and customer satisfaction which will improve retention. Have a look at theinfographic and how CRM, collaboration and social technologies support these.The research shows that there is an intrinsic link between winning new projects andimproving satisfaction. The quick wins are:  Ensure harmony  Sync your systems  Internal collaborationThese three quick wins are supported by CRM (as stated in the infographic) and enhanced –collaborative- processes. Another aspect that supports the three quick wins is culture, theability for the organization to collaborate internally, to synch people and systems and work inharmony.Social media supports you in winning projects and improving customer satisfaction as cost-effective enablers. Think about monitoring to let you quickly and continuously understandopinions and challenges. But also think about social technologies that helps you to improvethe quality of the service, such as a platform or customer care channel.
  7. 7. Source: deltek.co.uk via Damarque on PinterestCategories:Marketing and SalesTags:sectorengineeringmarketing
  8. 8. 101 Examples and How to Build Your Own Social MediaPolicym 14:09:02 | Gianluigi Cuccureddu If y u’ h p c fc c lm policy for yourorganization, the following 101 published examples of social media policies can help youmould and create your own.KokaSexton created a list of 100 examples of social media policies, which you can find here.It has a good mix of different kind of organizations which gives a good mix of results andinsights.Example 101 I came across on M lc um’ w and it concerns the social media policy andguidelines at TNT.The guidelines then address some basic principles that need to be taken into consideration inany online social interaction: 1. Know your business principles: As mentioned, the guidelines provide a framework to advise employees in their dealings with colleagues, customers, suppliers and other stakeholders online, using the TNT Business Principles as a template. 2. Point out that you are not an official spokesperson: Be sure to make clear in some way that your profile is not an official TNT communication channel. Also, you should state clearly that you are expressing your own views and opinions, especially when cu pc h l TNT’ u ( p l c c.) If c y cl m ( . . “Th p p xp my w ’ c ly fl c h f TNT.”) c h y u p behalf of the company. 3. Respect the TNT brand guidelines: Use the latest artwork. Do not squeeze or otherwise distort the logo. Do not use the logo in combination with a product name. Use the correct shade of orange and the other corporate colors. 4. Recognize that you are entering a social system: Social media is like any social event – a meeting, a party or the coffee corner. Behave as you would in such an environment. The same good manners apply: uc y u lf ’ p m l ’ u up up h c v f h . Take care to ensure that your actions and behavior are consistent with the image you want to portray in the office and with your clients. Keep in mind that you are sharing social space – online or offline – with your boss, colleagues and clients. 5. Remember that Google never forgets: Everything you post stays online for a long time. Think before posting something you might regret later.The following five tips are given to create your own social media guidelines.
  9. 9. Building your own social media guidelines  Connect your guidelines to your existing code of conduct. Most of the time it covers this kind of scenario already.  M h m y. I ’ h v l l x h c u .  Get connected to your employees where they are. Listen to what they are saying, u why ’ y p h mu c l p c .  D ’ c .S c lm ood thing.  U h “p w f m y”. Th h y u h h lp f everyone in order to make a difference.Which policies do stand out?Categories:Digital and Social MediaTags:guidelinespolicyLithium Acquires Social Dynamx Call Center Social CRMApplicationz 18:40:35 | Gianluigi Cuccureddu Social CRM company Lithium Technologies has acquired fellow customercare application Social Dynamx. The financial terms of the deal were not disclosed. Lithiumturned it into Lithium Social Web, a social customer care service capable of responding to thedeluge of social commentary now found in the mobile, connected world.What is Social Dynamx?TechCrunch elaborates:S c l Dy mx’ pl f m f l p cu m call centers toidentify, prioritize and manage millions of one-to-one social conversations on blogs, socialnetworks and more in real-time. Lithium Technologies was founded in 2001 and focuses on abroad range of social CRM solutions. Lithium previously acquired brand tracking applicationScout Labs.Social Dynamx customers include Time Warner Cable, DISH Network and Convio.Social Web is available now and is integrated with Lithium Communities. It improves agentproductivity by more than 25 percent, Lithium says.
  10. 10. Rob Tarkoff, Lithium president and CEO said in a statement:Seventy percent of complaints directed to brands via Twitter are ignored.With the Social Dynamx technology at its core, Social Web can manage social conversations,respond to posts and measure performance on Twitter, Facebook and across social media.Categories:Customer Relationship Management (CRM)Tags:social crmsocial media monitoringlithiumsocial dynamxLeaders Are Platformsz 16:40:28 | Gianluigi Cuccureddu Ch ph l ph L Tzu “F l h p pl h y f l hyou. But of a good leader, who talks little, when his work is done, his aim fulfilled, they will ll y ‘W h u lv .” H m h rvation more than 2,000 years ago. Somethings never change. Leaders inspire trust and create a vision which people can build upon.Leaders are platforms themselves for others to succeed RT @valaafshar: People ’ vleaders. Leaders serve people. - @leadershipfreak— G.L. Cuccureddu SMP (@glcuccureddu) October 14, 2012In which organizational and management culture do you think that a leader as a platformexcels best?Ch l H y “Gods of Management” mp cl fy f u c m mcultures that exist within all organizations. He uses the ancient Greek gods to symbolize thesemanagement cultures or philosophies. There are four types of management cultures orphilosophies present within all organizations. The four cultures are the club (Zeus), role(Apollo), task (Athena), and existential (Dionysus) cultures.As Sinek says, being amongst people who believe what you believe, that is key.Categories:Human Resources and Leadership
  11. 11. Tags:cultureThe Link Between Sports, Business and ContinuousImprovementsz 16:08:17 | Gianluigi Cuccureddu Yesterday I was listening to juridical program on BNR, a Dutch business .I ’ m m h x c m f h p v w u h hbeen an laywer, then went into sports and then back into the legal sector. He shared hislearning from sports that can be translated to business.His learning was that –in (t)his case, laywers, being conservative should look at sports, wherethe culture of continuous improvements is much more embedded, every week looking at waysto improve performance, strategy, tactics and the actual play to always become a bit better.H l h l yw h l l c p much h ucc f “l w ’pl y” v much.Il h l y m v u u h ’ c p cy u c u llydoing it.Be resilient and learn to adapt. #quotes RT @valaafshar— Pam Moore (@PamMktgNut) October 14, 2012Are you learning to be adaptive and resilient in order to create and accelerate yourcompetitive advantages?Categories:Marketing and SalesTags:continuous improvementsSix Improvements Enabled When Supply ChainParticipants Collaborate and Share Informationz 15:03:27 | Gianluigi Cuccureddu
  12. 12. Research by IDC has shown that there is a growing need for solutions thatincorporate external stakeholders such as customers and suppliers in business workflowprocesses and feedback mechanisms. This article on Forbes sustains the importance (mantraas he writes it) and the ability to create and sustain collaborative processes with global supplychain partners. It is crucial to properly manage, and in some cases, capitalize on complexity inthe current environments.As competition increases, supply networks become more global and more organizations turnto outsourcing, whereby networked business environments are becoming the norm andtechnology is the enabler. Last week Ultriva launched its enhanced cloud-based collaborativesupply chain solution to further accelerate productivty and performance.The six improvements through collaboration and information sharing are:  Bringing products to market quicker,  Reducing production and logistics costs,  Driving market share, and  Increasing sales, while maximizing ROI.Which improvements can you point to that are made possible through collaboration?Categories:Supply Chain and Strategic SourcingTags:collaborationLeadership Team Engagement Crucial for Supply ChainOptimization Successz 14:21:05 | Gianluigi Cuccureddu With continued economic uncertainty and increasing global competition,supply chain design and optimization has never been more important to achieve an efficient,profitable business - and for gaining competitive advantage. Register for this upcomingwebinar to understand more and better why supply chain excellence is business critical thesedays. Read further to have a look at the four key results, one of them being the cost reductions y upply ch c ll …Why is leadership engagement crucial?
  13. 13. Because big decisions will have to be made at executive level - perhaps the closure ormovement of physical assets; at the very least, a change in core processes, roles andresponsibilities.Four key results:  Supply chain design and optimization improves perfect order rating by 17%  Supply chain design and optimization improves service and halves supply chain costs  Supply chain collaboration reduces operating costs by up to 50%  Supply chain design and optimization reduces inventory and increases agilitySupply chain collaboration can have an enormous impact on your ability to service customerseffectively and profitably - harnessing mutual capability, brings continuous improvement insupply chain efficiency. Social media act as cost-effective enablers to reinforce collaboration,transparency and continuous improvements and learning. Platforms that can be used for thispurpose go beyond Linkedin, Twitter and Facebook which we determined in this article.The webinar is presented by Paul Archer and Steve Rowntree, both partners at Oliver Wight.Categories:Supply Chain and Strategic SourcingTags:collaborationleadershipengagementSell Through Social Media to Close More Leads#Infographicv j 19:12:53 | Gianluigi Cuccureddu InsideView created an infographic on how social B2B is, and how socialmedia is being used to generate more leads. I found this infographic here, he has good pointsabout social selling. The writer elaborates how social technologies also changed the way inwhich we collaborate online, with most B2B buying decisions starting, progressing, and ofteneven closing online without any face-to-face meetings. Though, nothing beats face to face.Have a look at S ’ “T u ” v and understand why. Balance between virtual and“ ffl ” ll mp .Linkedin generates more leads than Facebook, Twitter or blogging. Understanding the natureof Linkedin in comparison to blogging this is an incorrect reasoning. Blogging and Linkedingo hand in hand, where blogging is important for the first phases in the buying cycle, andLinkedin for the subsequent phases.
  14. 14. Another result is where a hospital saw a 15% conversion of leads to sales using live tweetingduring orthopedic surgery. Using social media in such cases creates trust, openness andengagement, ultimately resulting in sales. Another great example is the social media projectby Philips Healthcare.Online conversations with prospects accelerate deals, have a look at the bottom of theinfographic.At the end, the infographic mentions three key reasons why businesses need social selling. 1. Customers are already there 2. Competition is there, and if not, they will be soon 3. Employees and new hires expect itAnother reason I add is the opportunity to distinguish yourself as a business throughthoughtleadership, become a trusted source to rely upon.A lot of companies know already what their problem is, they want a partner that navigatesthem, that supports them effectively in their journey.
  15. 15. Source: hosting.ber-art.nl via Damarque on PinterestCategories:Marketing and SalesTags:social mediaEight Tips to Unlock Employee Engagementv j 18:44:55 | Gianluigi Cuccureddu E m ’ h x ff y u mpl y v m h m c mp y ucc . I ’ wh mpl y m m everything go a little betterfor each other, their customers and their communities. Read further how you as a leader caninfluence your employees and teams.The eight tips are: 1. Give your time 2. Look for their strengths 3. Involve them in the process 4. Pick a cause. Get involved 5. Be honest 6. Actions speak louder than words 7. Ask for help 8. Customize your interactionsWhat tip(s) can you recommend from your own experience?Categories:Human Resources and LeadershipTags:employee engagementSocial CRM Requires a Whole Brain Approachv j 16:28:22 | Gianluigi Cuccureddu
  16. 16. Interesting article by Chris Bucholtz, where he outlines that success insocial CRM requires as much knowledge of processes as it does willingness to engage withcustomers. A social CRM team, therefore, has to have people whose strengths lie in thesedifferent areas. What is needed is a good combination of people who are left-brained andthose who are right-brained.One of the tricky parts of developing a social CRM (sCRM) strategy is that it requires leftbrain and right brain thinking. The left brain, where more logical and procedural thinkingtakes place, is comparable to how "traditional" CRM operates, organizing and distributingdata based on predetermined processes. The right brain, the center of creative thinking, iscomparable to SCRM, discovering new relationships and communication models andengaging and conversing with customers.Read here the complete article.Basically any kind of change journey and adaptation in the knowledge-centric and connectedsociety requires a whole brain approach.Look at this presentation to understand the four critical (left and right brain) areas to besuccessful.Stay tuned for more information on the whole brain approach and business improvements!Categories:Customer Relationship Management (CRM)Tags:social crmUnilever Reaches Out to Innovation Community to Helpthe Business Deliver on Its Sustainable Growth Agendav j 16:11:23 | Gianluigi Cuccureddu Unilever, one of the worlds largest consumer goods manufacturers, hasreleased a new set of challenges to the worlds innovation community to help the businessdeliver on its sustainable growth agenda.
  17. 17. In March 2012, the companys Open Innovation team launched a new online platform whichoffered experts the opportunity to find some of the technical solutions it needs to achieve itsambition of doubling the size of its business while reducing its environmental impact, as setout in the Unilever Sustainable Living Plan.Following the success of the platform, Unilever has now unveiled the details of another threeresearch projects for which its Research & Development department is seeking externalknow-how.The three new "wants" which Unilever is seeking collaboration on span two of its four globalcategories, Homecare and Refreshments. They are:  New technologies which break down fatty deposits left on clothes and hard surfaces in an efficient, odourless and environmentally friendly way. The solution could be incorporated as an ingredient in the detergent formulation or work as a pre-treatment application.  New technologies which enable us to reduce the sugar in our ready-to-drink teas by 30 per cent, without impacting on their taste or mouthfeel.  New technologies which enable us to stabilise natural red colour cost-effectively, for use in our fruit and dairy products. The solution must maintain the stability of the colour throughout its shelf life and be water soluble.All ideas submitted on all 13 wants will be assessed by Yet2.com, an independent openinnovation consultancy, before any reach Unilevers Open Innovation team.Jon Hague, VP Open Innovation, Unilever said:Weve been hugely impressed by the quality, ingenuity and inventiveness of the submissionsthat weve received since we launched our Open Innovation platform six months ago.We have a long track-record of working with external partners to develop new technologies,so we were already very aware of the strength and depth of the innovation talent which existsoutside of Unilever. However this was the first time we have shared our research projects insuch an open forum and its very exciting to have tapped into a new community of inventorswho share our passion for sustainable innovation and creating a better future for ourconsumers and the environment.Categories:InnovationTags:open innovationunileverNicholas Christakis: The Hidden Influence of SocialNetworksv j 15:47:38 | Gianluigi Cuccureddu
  18. 18. This is a great video that you have to watch! Were all embedded in vastsocial networks of friends, family, co-workers and more. Nicholas Christakis tracks how awide variety of traits -- from happiness to obesity -- can spread from person to person,showing how your location in the network might impact your life in ways you dont evenknow.One piece stood out to m Ch ’ l h wh h p u c c hmatter.He gives as an example the graphite and diamond difference. If atoms are arranged in oneparticular way, it becomes soft and dark. If you interconnect atoms in another different way itcomes hard and shining (diamond). He said that those properties do not reside in the (carbon)atom itself but in the interconnection between those atoms.In a world where intangible capital is of increasing importance, this interconnection betweenpeople, knowledge etc is important to understand. It is important to understand that anemployee in one organization is not happy and in the other one that same employee is a risingstar.You can reason this between individuals, teams, departments and organizations (within thechain).H v l h c mpl v ’ w ll w h h 9 m u . Al l h p whhe talks about Obesity and relationships and clustering.Categories:Intangible CapitalTags:social networksChristakisContent Marketing Is Increasingly Important But StrategyLacksv j 15:27:29 | Gianluigi Cuccureddu
  19. 19. A survey conducted by Econsultancy amongst 1,300 marketingprofessionals, shows a surprising result. 38% of the respondents do not have a contentmarketing strategy in place whilst a whopping 90% believe that content marketing willcontinue to become more important. Content marketing is now seen as an emerging disciplineit its own right by a majority of marketers. Indeed, 64% of in-house marketers agree thatc m ‘ c m w c pl ’.(taken from the Econsultancy website)What is more interesting for me are the content marketing objectives. Increased enagagement(52%) was the most common objective, followed by driving traffic (42%) and brandawareness (35%) the most given objectives.
  20. 20. What I find interesting is that some of these objectives are not linked to business objectives.Increased engagement, for the purpose of what?Increasing traffic to the site, for the purpose of what?Be sure to link your content marketing efforts with your business objectives and thendowndrill which tactics will support that effectively and efficiently.Categories:Intangible CapitalTags:content marketingValorize Your Employees Knowledge And Experience! okt 16:52:22 | Gianluigi Cuccureddu Collaborative innovation has been gaining traction for quite a while now.The outside-in mantra is hot and sexy. Incorporating external stakeholders has definately lotsof advantages, also being proven. However, what I do miss and do see and hear is that theemployees are being left out or not being seen as equal potential innovators. This is a missed
  21. 21. opportunity in terms of sustainable HR, happy and engaged employees that are able to fullyvalorize their knowledge and experience.We reported u h Luf h C ’ upply ch p v ch ll . Thchallenge is open to external stakeholders and I was interested to learn if employees were ableto submit ideas. Lufthansa Cargo answered friendly the following response:@damarqueviews Employees of Lufthansa Cargo may participate in the contest but areunfortunately not eligible to win any prizes.— Air Cargo Challenge (@LH_Cargo) October 9, 2012Collaborative innovation is also a great means to create better internal connections andrelationships. Employees want to be part of the brand and want to be engaged. Just as externalstakeholders, employees can have great ideas, make use of them in an equal way. With this Imean that they should be eligable of prizes, or when turning it around, first create an internalcollaborative innovation challenge. This way you can test collaborative innovation processes lly c ly y u c wl y u mpl y ’ mp c . I pu mpl ymotivation and takes away a potential feeling of disadvantage.Michael Porter said that employees are the major source for a company to increasecompetence and profits. Take care of your employees, they will take care of your customersand your profits.From this perspective, the customer experience can also be seen as a measure for youremployee experience and engagement.Unlock the collective intelligence of your employees!Wh ’ y u p h ?Categories:Human Resources and LeadershipIntangible CapitalTags:innovationopen innovationThe Four Benefits of Intangible Capital Management inthe Social and Knowledge Era 11:11:32 | Gianluigi Cuccureddu
  22. 22. Recently I interviewed Mary Adams, an expert in intangible capitalmanagement (ICM), on the intersection of intangible capital and social media. One of theimportant things to realize is that the intangible nature of the social and knowledge era forcesbusinesses to look holistically at their business, to think differently about what makes thebusiness competitive and viable. Intangible capital is everywhere. Have a look at a clearintroduction on what Intangible Capital is and what the benefits are.What is Intangible Capital? from Mary AdamsThe four benefits of IC Management:  Optimized performance  Increased innovation  Higher valuation  Great reputationRead the interview to understand how intangible capital is defined.Social media are enablers to cost-effecitvely support the four "capitals" within IC.Think about Structural Capital, IT and processes that are more collaborative, to unlock andvalorize knowledge.Think about Relationship Capital and how social media are platforms (means) wherestakeholders can communicate faster.By taking an IC view, you can look at your business beyond functions, beyond departmentsand teams, and look at value that is being supported and concretized through your functions,departments etc.Are you looking at your business from this intangible and holistic point of view?Categories:Intangible CapitalTags:intangible capitalUltriva Launches Enhanced Cloud-Based CollaborativeSupply Chain Software 9:54:06 | Gianluigi Cuccureddu
  23. 23. Ultriva, a player in collaborative supply chain solutions, announced on theninth of October an enhanced version of its cloud-based software that further acceleratesproductivity and performance for manufacturing firms around the globe. In a co-creation withtheir customers they enhanced the software incorporating innovative social media concepts.The enhanced version includes:  a Collaborative RFQ (Request for Quote) module that incorporates innovative social media concepts,  an Inventory Optimization Tool that helps organizations to improve the operational and financial performance of their supply chains and  a Collaborative Planning module that combines historical consumption and replenishment data with forward-looking demand data to calculate future inventory positions.The inability of current supply chain management systems to support true collaboration andexecution between manufacturers and their supply chain partners results in supplierwhiplashing, poor delivery performance and lost revenue.Narayan Laksham, Ultriva founder and CEO said:These new features are in line with our mission of providing greater transparency andcollaboration between manufacturers and their supply chain partners. Ultrivas customers haveexperienced an average 35% increase in inventory velocity along with across-the-boardimprovements in employee productivity and supply chain decision making. We will continueto work closely with our customers to deliver even greater value through ultra-responsive,demand-driven supply chains.Scott Harvey, vice president of Operations at CareFusion said:The Ultriva cloud-based platform has a low barrier to entry and allows for an incredibly highlevel of standardization across all of our suppliers, which made it the obvious solution forCareFusion. As a medical device company working in a highly regulated industry, it isimperative that we maintain a high level of transparency and accountability—something thatUltrivas solutions provide for us and our suppliers.Categories:Supply Chain and Strategic SourcingTags:social mediasocial technologyMcKinsey: How Leading Companies Develop MoreInnovative and Cost-Effective Products
  24. 24. 9:29:14 | Gianluigi Cuccureddu By combining deep insights about customers, competitors, and costs, a fewl c mp f h “w p ” p uc v l pm : l w c wh ldesigning better products that customers value more. The results—including better products,happier customers, higher margins, and, ultimately, a stronger ability to innovate—shouldserve these organizations well in years to come.A few leading companies (in industries as varied as appliances, automotive, consumerpackaged goods, high tech, and medical devices) are encouraging more focused collaborationamong multiple functional groups (notably marketing and sales, operations,engineering/R&D, and procurement), these leaders are combining deep insights aboutcustomers, competitors, and supply bases to strip out costs and amplify what customers trulyvalue.The McKinsey article discusses three of such companies. Their experiences offer insights forany product maker hoping to improve its competitiveness. Below you will find excerpts ofthese cases. Click here to read the complete cases.Case 1: Appliance makerThe challengeSenior executives at a large, low-cost manufacturer of appliances and white goods werec c u h lu h p f m c f h c mp y’ h u h l f u .I hl m h pl pl y h c mp y’ h m c u y—an emergingmarket—but was now losing domestic share in two important, and fiercely competitive,product categories.Case 2: Medical-capital-equipment makerThe challengeA large manufacturer of medical devices and capital equipment was losing market share to anAsian-based entrant offering lower prices for a key product. The manuf c u ’ R&D mw p pl x . By m h c mp ’ c m h p uc h ul u20 to 25 percent higher h h c mp y’ c f w p uc . A h -to-headcomparison of product characteristics clearly indicated tha h c ’ w fmany dimensions, including quality. The consensus of the R&D group was to stay thecourse—the competitor, they grumbled, was selling below cost to grab market share andwould eventually have to raise its prices.
  25. 25. (taken from Mckinsey article)Case 3: Medical-device manufacturerThe challengeAn acquisition created big expectations—and challenges—for the operations group of amedical- v c m . Th c mp y’ l h v c uc f15 percent after examining the various operational synergies possible from the deal. Hittingthe target would require the company to, among other things, rationalize its product portfoliowhile modifying how it designed and sourced its products.Are you cost-effectively making use deep insights about customers, competitors, and costs tocreate better, faster and cheaper products?
  26. 26. How are you gathering these deep insights about customers, competitors and costs?Categories:InnovationTags:insightsThe Role of Culture and Leadership in CreatingCommunity-Centered Organizations 8:47:53 | Gianluigi Cuccureddu An academic paper published by International Journal of LeadershipStudies, t l “Toxic versus cooperative behaviors at work: The role of organisational cultureand leadership in creating community-centered organisations” (G l C -Ruffino,Ivancevich, Konopaske) provides an excellent summation of defining a toxic workplace.“A w pl c m y x c f: 1. mediocre performance is rewarded over merit-based output (Colligan & Higgins, 2006; Doyle & Kleiner, 1993) 2. employees avoid disagreements with managers for fear of reprisal (Jones, 1996); 3. personal agendas take precedence over the long-term well-being of the company (Atkinson & Butcher, 2003); 4. l c ly l h mp f (“M l ” 003); 5. new leaders do not stay long and employee turnover is common; and, 6. employees are treated more like financial liabilities than like assets (Macklem, 2005), and 7. bosses routinely throw temper tantrums, make unreasonable demands, scream, and use obscenit (A ym u 8).”In sum, organizational leaders and managers would be well advised to take steps to infusetheir organizational cultures with a more community-centric orientation. As stated previously,such a cohesive entity or community is characterized by mutually supportive persons, anenvironment comprised of policies that are perceived as egalitarian and fair, and colleagueswho are engaged in the process of self-development.Differences between Toxic and Community-Centered Organizations
  27. 27. Business2Community further elaborates on the research:One word springs to mind when I read a list like this – Values. It is clear that when assessingthose companies whose culture is defined as toxic, the values of the organisation are eithercorrupt, non-existent or exist in the world of PowerPoint templates only. In other wordsvalues misalignment equals toxicity. In such environments many people choose to leave theorganisation. An early 2012 survey by Corporate Crossovers of more than 300 femaleentrepreneurs found almost a quarter (23%) cited that culture and values misalignment wasthe main reason they have left their corporate jobs. The results, as demonstrated in theprevious post (Part 1) can materially impact the bottom line.
  28. 28. But what about those employees who stay? In a tough labour market, job choice is oftenlimited and hence employees may be unable to resign without the security of a confirmed newjob. Employees who continue to work under the stress of a toxic environment risk effectingtheir health.What is your opinion on the differences between the two types of organizations?Categories:Human Resources and LeadershipTags:cultureleadershipTactics to Sustain Employee Commitment To TheCustomer Experience 8:23:00 | Gianluigi Cuccureddu Jeff Valentine has led transformative customer experience initiatives at 3companies, across 12 different business units, and has been doing this work for over 10 years.He gave a presentation for the Customer Experience Professional Association. Read what his h c c wh h Cl A v yB ’ (CAB’ ) c m .Changing the customer experience takes the coordination of many departments and spans alltiers of the company. To be successful a customer experience practitioner must become amaster at effective communications inside and outside of the organization.Connect the voice of your customers to your employeesJeff shared a variety of tactics for sustaining employee commitment to the customerexperience. These included:  Using the company Intranet to keep everyone updated on progress  Using video footage of clients speaking about how changes the company made helped to improve their businesses  Having the CEO give updates on what the company is hearing from clients will go miles in keeping everyone focused on improving the customer experienceYesterday, on the business radio BNR, two companies elaborated how they are deployingsustainable HR and keep their employees engaged (who will take care of their customers).The two companies score high on:
  29. 29.  Engagement  Leadership  Clear focus and vision  Training and self-development.  Passion for the job  Open and honestThis is in line with one of the wise lessons of Richard Branson:F B h m mp f c f l hp l h p pl . “Ify u’ w h p pl … y u lly c u ly c u p pl h I’m u wc ul f j f y u V ”h y . “Th c mp h l f h p pl h c mp h lly w ll. I’m u w ’ l f w h u u h w ulth m mp .”T h mpl y mp m pl y c uc l h ucc fB ’ VEmp pu mpl y f cu m c h h l h . “A c mp yp pl … mpl y w w… m I l ed to or am I a cog in the wheel? People lly f lw .”Client Advisory Boards (CABs)J ff v c f f m Cl A v yB ’ (CAB’ ). A CAB up findividuals representing the portfolio of your customers. These individuals are selected fortheir strategic insights and are regularly tapped for ideas on how the vendor could improve the xp c l v . CAB’ c c ly u ful ul up y u V c f hCustomer efforts and Jeff offered advice on going about the selection process, measuring ROIof these meetings, and general best practices for managing the CAB relationships.What tactics are you deploying for employee engagement that spur a great customerexperience?Categories:Human Resources and LeadershipTags:customer experienceemployee engagementFour Ways to Strengthen The Collaboration Culture 7:06:16 | Gianluigi Cuccureddu I spotted this whitepape c ll “Bu l c ll v w pl c ”which explores what is meant by collaboration and why organisations and individuals should
  30. 30. build their collaboration capability. Then, based on that understanding, it lays four ways fordeveloping a collaboration capability.What is collaborationCollaboration is a process through which people who see different aspects of a problem canconstructively explore their differences and search for solutions that go beyond their ownlm v f wh p l .A y ’ m h up f p pl wtogether as teams and communities.The three types of collaborationIn team collaboration, the members of the group are known, there are clear taskinterdependencies, expected reciprocity, and explicit time-lines and goals. To achieve the l m m mu fulfil h p w h h m .In community collaboration, there is a shared domain or area of interest, but the goal is moreoften focused on learning rather than on task. People share and build knowledge rather thancomplete projects. Members may go to their communities to help solve their problems byasking questions and getting advice, then taking that advice back home to implement in theirteams. Membership may be bounded and explicit, but time periods are often open or ongoing.Network collaboration steps beyond the relationship-centric nature of team and communitycollaboration. It is collaboration that starts with individual action and self-interest, which thenaccrues to the network as individuals contribute or seek something from the network.Membership and time-lines are open and unbounded. There are no explicit roles. Membersmost likely do not know all the other members. Power is distributed.Read more the three types of collaboration here.Success factorsBelow you find a neither definitive nor comprehensive list of things that are important toachieve collaborative success.Team  Common purpose or goal  An outcome that is valued  Pressure to deliver (a due date)  Complex problems that a single person could not resolve on their own  An explicit process for getting things done (no ESP required)Community  A topic that members care about to a point where their identity is wrapped up in that topic  A community coordinator who can orchestrate activities, introductions and opportunities for learning
  31. 31.  Regular social activities to build trust and new social connections among team members  Opportunities to practise and gain experience, or vicariously gain experience by hearing the stories of other practitioners  Leaders who see value in the community and at best encourage their staff to p cp w ’ c u c mmu y p c pNetwork  Technology to store and retrieve information of interest which makes it immediately fi l v y h w  An appreciation of how effective use of social technology, such as bookmarking, will save time and assist team and community collaborations  Having diverse skills in the organisation— c fil c c —who help make sense of information and connections from the network and bring them back into h fl w f lw .N v y h h u u h p pl to  A tolerance for a high volume of information—knowing that you can catch what you f m h fl w u y uc ’ he entire river  Ability to see connections across diverse signals and bits of informationRead the complete list here.Does your organisation have a culture that works for the team, community and network types f c ll ?O y ufi h cul u h fl c ll ?S flculture may include a singular focus on individual achievement, a culture that does not valuesharing knowledge or expertise, or simply ignoring the network.Read further to understand the role of leadership, the team-,community- and network culture.Four ways to strengthen the collaboration culture:  Foster collaboration leadership and support. Look here what the eight key indicators are for a collaborative leader  Communicate the fruits of collaboration  Implement collaboration tools  Start Communities of PracticeWhat type of collaboration to you have in your organization?Have you already implemented the four ways to strengthen collaboration culture?Categories:Human Resources and LeadershipIntangible CapitalTags:culturecollaborationleadership
  32. 32. Cisco Elaborates on its Corporate Social ResponsibilityPrograms On #CSRchatw 22:41:57 | Gianluigi Cuccureddu The Cisco CSR team was a guest on the bi-weekly #CSRchat. Read theCorporate social Responsibility insights that Cisco shared with the crowd.[View the story "Cisco Elaborates on its Corporate Social Responsibility Programs" onStorify]Cisco Elaborates on its Corporate SocialResponsibility ProgramsCiscoCSR wasa guest on the bi-weekly #CSRchat. Readthe insights that Cisco CSR shared!Storified by Damarque · Wed, Oct 10 2012 13:36:44@CiscoCSR Q1: Why does @CiscoSystems do CSR? #CSRchatSusan McPhersonA1:CSR helps build relationships & incubate new tech for benefit of society, planet & ourbusiness http://csr.cisco.com #CSRchatCisco CSR@CiscoCSR Q2: The slogan of @CiscoCSR is: "you + networks=impact ^ x". Can youexplain this philosophy? #CSRchatSusan McPhersonA2: When people & technology come together to address an issue, you can multiply yourimpact. http://cs.co/6018TCv0 #CSRChatCisco CSR@CiscoCSR Q3: What is the focus of the @CiscoCSR program? #CSRchatSusan McPhersonA3:Focus on 5 pillars:Governance & Ethics, Supply Chain, Our People, Society & theEnvironment. http://cs.co/6012TCv4 #CSRChatCisco CSRA3:In society we focus on: #Education, #Healthcare, Economic Empowerment &CriticalHuman Needs http://cs.co/6015TCv7 #CSRchatCisco CSR@CiscoCSR Q4: How does @Cisco leverage its products and skills to impact communities?#CSRchatSusan McPhersonA4: We donate people expertise, networking& collaboration technologies and cash to addresssocial issues. http://cs.co/6017TCvh #CSRchatCisco CSR@CiscoCSR Q5: Can you tell us about one or two of your favorite @CiscoCSR initiatives?#CSRchatSusan McPhersonA5:Networking Academy has provided ICT skills education to 4+ M students thru people andtech networks. http://cs.co/6016TCay #CSRChatCisco CSR
  33. 33. A5:After Sichuan quake built tech foundation to improve access to healthcare & education forrural residents http://cs.co/6012TCaO #CSRChatCisco CSR@CiscoCSR Q6: Why did Cisco CSR decide to partner w/ @HuffingtonPost on new@HuffPostImpact section #ImpactX? #CSRchatSusan McPhersonA6:We partnered w/ @HuffPostImpact on #ImpactX to inspire others to multiply their impactthrough partnerships and technology. #CSRchatCisco CSRA6: We also hope to share what @CiscoCSR has learned about using technology for#socialgood. http://cs.co/6014TCaw #CSRchatCisco CSRA6:Here is the link to the intro #ImpactX blog post from Cisco SVP Tae Yoo that explainsmore. http://cs.co/6011TCa9 #CSRChatCisco CSR@CiscoCSR Q7: Who are some of @CiscoCSRs community partners and how do you selectthem? #CSRchatSusan McPhersonA7: We partner with many NGOs like @CityYear, @Inveneo, @FeedingAmerica and@OneEconomy. http://cs.co/6014TCaY #CSRChatCisco CSR@CiscoCSR Q8: The @Cisco YouTube channel is quite popular. How do you use video toengage audiences w/ @CiscoCSR? #CSRchatSusan McPhersonA8:Video really brings a story to life-seeing & hearing from those impacted. Powerfulengagement tool in #SocialMedia. #CSRChatCisco CSR@CiscoCSR Q9: Big question. How does @CiscoCSR use social media to advance its CSRgoals? #CSRchatSusan McPhersonA9:We use #SM to share best practices, impact metrics, promote our partners, encourageemployee & customer engagement. #CSRChatCisco CSR@CiscoCSR Q10: Which social platform have you found most effective for @CiscoCSR?#CSRchatSusan McPhersonA10: A combo of blog posts, twitter and FB, with links to videos and stories onhttp://csr.cisco.com. #CSRChatCisco CSR@CiscoCSR Q11: Why do you think its so important to communicate the @CiscoCSRprogram w/ such a wide audience? #CSRchatSusan McPhersonA11:Cisco is a global co committed to driving value for society, the planet & our business.Hope to inspire others on #socialgood. #CSRchatCisco CSR@CiscoCSR Q12: @CiscoCSR What tips would do you have for other CSR managers hopingto incorporate social media? #CSRchatSusan McPhersonA12:Be clear on goals and success metrics; focus on sharing best practices and lessonslearned, not just building followers. #CSRChatCisco CSR@CiscoCSR Ahhh. Employee Enagement! Q13: How does @CiscoCSR engage employeeswith programs? #CSRchatSusan McPhersonA13:We build awareness then encourage employees to donate to local/ global causes. Ciscohas an active volunteer program. #CSRChatCisco CSRA14:Yes, one goal is to make our 60,000+ employees #CSR ambassadors for Cisco. Socialmedia is a great way to do that. #CSRChatCisco CSRQ15: The @CiscoCSR reports are very thorough. What is your strategy for measuringimpact? #CSRChatSusan McPhersonA15:We follow the Global Reporting Initiative(GRI) -provides a complete sustainabilityreporting framework http://cs.co/6012TCxg #CSRChatCisco CSRQ16: What does the future of @CiscoCSR look like? #CSRChatSusan McPhersonA16:Our goal is to embed #CSR into daily operations so we can further multiply our impacton society, the planet and our business. #CSRChatCisco CSRCategories:Intangible CapitalTags:
  34. 34. CSRCustomer-Centricity Is Not An End Goalw 22:20:43 | Gianluigi Cuccureddu Forbes published an article called "The CMO is dead" which has p .I ’ h h CMO l ead, and the reasons given are not reasonsto clarify the CMO dead, but to enrich the way CMOs conduct their role. One remark stoodout which was that the number one objective for the Chief Customer Officer (the new CMOaccording to the writer) is customer-centricity.The following end paragraph of the article was:Back in the 1950s, the management guru Peter Drucker wrote that a company has two andonly two key functions – marketing and innovation – and that all other functions shouldsupport these. Back to basics: Objective number one for the CCO is customer-centricity. Thisfocus must come from the very top and filter down through the whole organization soeveryone has the incentive to add value to the customer. Although paying attention to thecustomer is common sense, unfortunately common sense is less and less common. The CCOmust be the first step in the right direction.So – goodbye to the CMO, hello to the CCO.What Drucker also said is that the purpose of an organization is to create and retain acustomer. Thàt is the basic which is being achieved through marketing and innovation. I dontthink that the objective number one for the CCO -CMO or however you want to name therole- is customer-centricity. Customer-centricity is a means to and end. Companies do notbecome customer-centric in order to achieve customer-centricity, they become customer-centric to gain competitive advantages, to create profitable growth, to be able to be a resilientorganisation that does things different and relevant.Categories:Marketing and SalesTags:customer-centricityWhy Global Processes Help the Locals in CustomerExperience - Forrester Reportw 17:05:43 | Frederic Gilbert
  35. 35. According to the Forresters report recent report "Global Processes Help toDeliver Relevant Local Customer Experience", companies need to master 6 key disciplines ofCustomer Experience in order to make their Customer Experience Strategy effective both on aglobal and local scale. It all starts with people and how you let them express in yourframework. Here are the 6 disciplines you need to master:  Customer Understanding,  Measurement,  Governance,  Strategy,  Design  Culture.The study clearly identifies the pitfalls and hurdles companies are experiencing to scaleCustomer Experience to the local level. The variabilty due to human interactions can boost orburn down the entire project. Hence the necessity to set up an agile process starting at the toplevel but capable of adapting to the above topics. Trust & getting the people with the rightmindset to interact with customer would also be very important matters to master.The questions raised by the study :In the end, the study challenges the decision makers to respond to the following : Does yourorganisation have a global vision of the Customer Experience Strategy it wants to set up? areall executives on-board? do you understand the stakes of Experience and how it can be usedto serve your business & customers? Can you scale the initiative and let it be embraced by thelocals to deliver the brand promises?Key FindingsAs already-heard as it seems, the 2 key findings of the research document are :  Customer Experience is Local by definition : As markets are more and more commoditized in terms of services & products, Customer Experience has become the key differenciator. However the experience is characterized by the interactions one has with a brand. The perception of the experience and interactions can be largely influence by culture, language and geography. Consequently local should be empowered to adapt to the specificities of the environment  Firms need a global approach to Customer Experience Management : The choices that existed before were either controlling everything from the headquarters or letting local branches be entirely autonomous in the initiatives. However neither of these strategies are profitable and tend to erode the brands consistency and promise. Hence the necessity to frame the approach with a set of processes and practices that can be repeated, transferred to local branches. Success is in sharing the vision, values, promises and delivering them at a local level with relevance.Is your experience scalable? and can you act locally? Feel free to connect with us and letsdiscuss the topic together.
  36. 36. Categories:Customer Experience ManagementTags:customer experienceChange ManagementGlobal TechnologyProcessesresearchEight Key Indicators For Collaborative Leadersw 16:34:14 | Gianluigi Cuccureddu What is collaborative leadership? Collaborative leadership is a philosophyof leadership where the leader becomes a facilitator instead of an authority figure and allowsthe team or a group of people to collectively discuss problems, make decisions and innovate lu . Th f m c u h v z l “Z u cul u ” wh hleader is key. In a time where organizations are more and more perceived as platforms, Ibelieve that leaders need to be platforms as well. Have a look at the eight indicators.
  37. 37. Source: visual.ly via Damarque on PinterestCategories:Human Resources and LeadershipTags:collaborative leaderLufthansa Cargos Supply Chain Open InnovationChallenge 9 7:14:58 | Gianluigi Cuccureddu Lufthansa Cargo has just launched its second Air Cargo InnovationChallenge. This is for customers or anyone who thinks they know at supply chain, to submitcreative, exciting (or not so exciting) and out-of-the-box ideas about improving customerservice in the air freight industry.This challenge is being split into four categories;  Customer touch points and services - Tell us how we can better and more effectively interact with our clients.  Applify Cargo and the use of new technology - How can all modern means of communication via new technology be applied to Air Cargo customer service?  Customer loyalty programs - Can you imagine innovative and attractive loyalty programs which provide added value to the customer?  Blank room - forward thinking and out-of-the-box ideas. Anything goes here, be a visionary and inspire us!The contest ends on November 7th, with winners announced the first week of December.Categories:InnovationTags:Lufthansa CargoThree Critical Elements to Sustainable EmployeeEngagementm 8 21:06:12 | Gianluigi Cuccureddu
  38. 38. Th “ Gl l W f c S u y: E m R ” study byTowers Watson provides a snapshot of the attitudes and concerns of 32,000 workers around h w l .I h l h h w mpl y ’ v w ff c h m h wcommitment to their employers, and ultimately, their behavior and performance on the job. Assuch, it provides us with important insights into the elements of the work environment thathelp shape employee behavior and performance in positive ways to support growth goals.And it presents a new and more robust definition of engagement — sustainable engagement— designed for the 21st-century workplace. Sustainable engagement fits the Purpose-drivenorganization we wrote about earlier.Globally, nearly two-thirds (65%) of the more than 32,000 full-time workers participating in u u y h hly . Wh l h ’ up — considering workers havebeen doing more with less, and for less, for over half a decade — it poses a significant risk foremployers. Are they at a critical tipping point in their ability to sustain engagement over time?And if they are, what actions can they take to turn the tide, given the significant implicationsof declining engagement on productivity and performance?Other key findings from the survey:  Stress and anxiety about the future are common.  Security is taking precedence over almost everything.  Attracting employees is almost entirely about security.  R mpl y h m w h h “qu l y” f h w xp c v ll.  Employees have doubts about the level of interest and support coming from senior leaders.There are three key points to understand sustainable employee engagement:  1) Engagement is not satisfaction or happiness at work. Employees can be quite satisfied with their work and happy to come in every day because the love the Starbucks in the café or spending time with their friends at work. That ’ m h y’ uly engaged – willing to give additional discretionary effort (above and beyond job specs) because they want to.  2) Sustained engagement requires you change the game. You cannot continue to do the same things ad nauseum and expect continued strong results. What engages people today will change as the people themselves and their w l ch . Th ’ h yp f h “enablement” portion of the sustained engagement equation. Are you continuing to give your employees what they need so they want to deliver the discretionary effort you need?  3) Energy matters – and so does attitude. Well-being, a key component of T w W ’ f f “energy ” h p c I’v w before that is too easily discounted. Do you want to come to work and do your best in a miserable environment of grumpy, mean or even abusive people? I
  39. 39. w h ’ c uc v m ng my best work. Creating a positive work environment is fundamental to sustained engagement.Source: recognizethisblog.com via Damarque on PinterestWhat does your organization do to create an energized and purpose-driven environment?Categories:Human Resources and LeadershipTags:employee engagementThe Five Biggest Supply Chain Challenges According tothe Supply Chain Councilm 8 20:28:22 | Gianluigi Cuccureddu The Supply Chain Council (SCC) is an independent, nonprofit, globalcorporation with membership open to all companies and organizations interested in applyingand advancing the state-of-the-art in supply chain management systems and practices. Therecent economic recession forces companies to take an intense look at their supply chains,
  40. 40. question some of their assumptions, and root out major inefficiencies. Read what the SCCidentified as the five key supply chain management challenges.The five challenges identified by the Supply Chain Council:  Customer service Effective supply chain management is all about delivering the right product in the right quantity and in the right condition with the right documentation to the right place at the right time at the right price. If only it were as simple as it sounds.  Cost control Supply chain operating costs are under pressure today from rising freight prices, more global customers, technology upgrades, rising labor rates, expanding healthcare costs, new regulatory demands and rising commodity prices. To control such costs there are thousands of potential metrics that supply chain organizations can and do measure. Managers need to zero in on the critical few that drive total supply chain costs within their organizations.  Planning and Risk Management Supply chains must periodically be assessed and redesigned in response to market changes, including new product launches, global sourcing, new acquisitions, credit availability, the need to protect intellectual property, and the ability to maintain asset and shipment security. In addition, supply chain risks must be identified and quantified. SCC members report that less than half of their organizations have metrics and procedures for assessing, controlling, and mitigating such risks.  Supplier/partner relationship management Different organizations, even different departments within the same organization, can have different methods for measuring and communicating performance expectations and results. Trust begins when managers let go of internal biases and make a conscious choice to follow mutually agreed upon standards to better understand current performance and opportunities for improvement.  Talent As experienced supply chain managers retire, and organizations scale up to meet growing demand in developing markets, talent acquisition, training, and development is becoming increasingly important. Supply chain leaders need a thorough understanding of the key competencies required for supply chain management roles, specific job qualifications, methods for developing future talent and leaders, and the ability to efficiently source specific skill sets.Do these challenges is these areas also apply to you?Categories:Supply Chain and Strategic SourcingTags:supply chain councilThe Purpose-Driven Organization - First Why Then Trustm 8 19:56:19 | Gianluigi Cuccureddu
  41. 41. We live in an era of transparency, of an easyness to collaborate and share f m . Bu ’ l h f distrust, of crises and a Post-Growth Economy or SharedValue by Porter. It are in these turbulent times that a Purpose driven organization will havemore impact, be more directive and inspiring and is more sustainable. As Sinek says, beingamongst people who believe what you believe, that is key. This counts for your employees,your business partners and customers, the complete supply chain. Being amongst people thatshare the same the Purpose, only then Trust thrive in this connected society.Have a look at this inspiring video by Sinek, First Why and then Trust.In a social media ruled era, outside-in reigns, the customer is king, co-create with them andwhat more.One of the wise lessons of Richard Branson however is:F B h m mp f c f l hp l h p pl . “Ify u’ w h p pl … y u lly c u ly c u p pl h I’m u wc ul f j f y u V ”h y . “Th c mp h l f h p pl h c mp h lly w ll. I’m u w ’ l f w h u u h t would be h m mp .”T h mpl y mp m pl y c uc l h ucc fB ’ VEmp pu mpl y f cu m c h h l h . “A c mp yp pl … mpl y w w… m I being listened to or am I a cog in the wheel? People lly f lw .”If you take care of your employees they will take care of your customers. This is wherePurpose and Trust are important.Categories:Human Resources and LeadershipIntangible CapitalTags:purposeSocial CRM Company Capillary Technologies Raises$15.5M: Real-time Is The Big Differentiatorm 8 17:23:36 | Gianluigi Cuccureddu
  42. 42. TechCrunch reports that Capillary Technologies, a social CRM companythat helps retailers engage over mobile, email, social and in-store channels, is announcing theclose of $15.5 million in Series A funding led by Sequoia Capital and Norwest VenturePartners with Qualcomm Ventures also participating in the round. The company, which offersa cloud-based SaaS platform for customer engagement, clienteling, loyalty and social CRMsolutions, currently works with over 100 major brands across 10,000 locations worldwide, andjust recently entered the U.S. market.What makes the system a big draw for brands, he explains, is its ability to integrate withhundreds of different point-of-sale systems, as well as th fw ’ l-time nature which isable to identify customers immediately after sign-up – f wh l h y’ ll h .How the tech works:A cu m h up u h ph y c QR c h ’display. Th y’ h p -up to receive messages from the brand, and thatpage uses Facebook Connect to quickly pre-f ll h cu m ’ f m wh l l hcustomer data back with the brand. The moment the sign-up process is complete, the cashierat the point-of- l mm ly h cu m ’ p c u ll pp h y m. B f f h cu m ’ c h c u ff c mm h c um ’ vc .Co-founder Krishna Mehra (President – Americas), who founded the company alongsideCEO Aneesh Reddy and VP of Operations Ajay Modani:Trying to engage with customers is adifficult thing. The existing mechanisms to capturecustomer data and interact with customers through plastic cards, and all these things, are verysub- p m l. M y m v pu ch c ’ lly c p u l f qu l y cu m . Th ’ m h w lve very well.What makes the system a big draw for brands, he explains, is its ability to integrate withhundreds of different point-of- l y m w ll h fw ’ l-time nature which isable to identify customers immediately after sign-up – f wh l h y’ ll h .Categories:Customer Relationship Management (CRM)Tags:social crmThe Supply Chain Defines Social Media Too Narrowlym 8 16:53:33 | Gianluigi Cuccureddu
  43. 43. We are investigating how transparency and collaboration –through theintegration of social technologies- can help supply chains to innovate, to be resilient.Improvements in the supply chain are created through information sharing and betteralignment in decision making. There are discrepancies between the above and practice. I cameacross this article on supply chain executives and how social media is perceived. It describeswell some of the experiences and feedback we encounter.The majority of the supply chain executives who participated in the sessions of the TheLogistics & Supply Chain Forum, believe that social media will transform supply chainp c (f h ) w y w c ’ m y.However, and this is not just limited to the supply chain, the writer elaborates:F m x cu v h pu l c l h m“ c lm ” c lly quF c Tw L I h pu l cly cc l . Bu h c y m f “ c l w ” lu l clu “E p . ” ppl c ( “Enterprise SocialSoftware”) h c mp c pl y lly f c l c mmu ccollaboration between employees and different functional groups, and with suppliers,customers, and other external partners in a private, secure environment.Th ’ f c nuous learning curve in educating the supply chain (and business ingeneral) in what social technologies are, the scope and applications of them. Partially thediscrepancy is sustained by the supply side of social technologies (agencies, consultanciesetc), focussing on B2C, specific functions such as Marketing, PR and comms and specificnetworks. As the review of the Forum continues :[…]I h h l l l yu c lm ff c v ly v c u u mp v m v h c mp y u h x cu v ’ u l wbecause his definition of social media was limited to Facebook, Twitter, and LinkedIn.In other words, many executives get caught up in the terminology (blogs, wikis, tweets,discussion forums, RSS, Enterprise 2.0, etc.) and view social media as more work to do, moreinformation they need to sift through in addition to emails and voicemails. Think beyondFacebook, Twitter, and LinkedIn. Focus on the work, not the words.The perception of social technologies to be additional work is an incorrect approach. Socialtechnologies offer better, faster and cheaper ways to support a vision or solve a businessp l m. If h y ’ v lu y u h v c f h m . “Bu l ff h y w ll c m ” ff c v pp ch ch l y-centric instead ofbusiness-centric.In our continuous efforts in understanding the top challenges within supply chainmanagement and how potentially social technology integration can help solve them, pleaseshare yours in the blog or contact us.
  44. 44. C c ly u ch h ’ ch ll w ll h lp uc ch h cc lsupply chain innovation.Categories:Supply Chain and Strategic SourcingTags:social technologyintegrationKey Role of Social Business Analyst Is Emergingz 14:34:41 | Gianluigi Cuccureddu In a previous article about delivering the social business imperative, theenabling roles to deliver social business mentioned an emerging critical role, the SocialBusiness Analyst. A dedicated role that acts as a liaison between IT and the business.In the Forrester article, Koplowitz ends with the role of the social business analyst which isoften not funded and where skills are only now being defined:Social business analysts define and measure business value. Emerging systems ofengagement and their ever-increasing integration with systems of record offer businesses theopportunity to re-think knowledge worker-c cp c .O c “fy u ul h y w ll c m ” pp ch unlikely to drive optimal results. Forward-thinking organizationshave established a dedicated role to act as a liaison between IT and the business to educate thebusiness on driving business value and to take technical requirements from the business backto IT to drive social business and collaboration strategy and investments. This critical role isjust emerging and often requires organizations to add net new headcount.Th “ f y u u l h y w ll c m ” pp ch w ll ò v p m l ul v g andlinking it with business issues and how it can create business value is a sustainable approach.Secondly, start small, test and learn, build your business case and decide upon results if andhow you should proceed with further integration.The benefits of this process are higher speed, lower risk and a better outcome versustraditional IT implementation processes. Furthermore, this approach promotes sharing andcollaboration and leads to a better mutual understanding among the team members of theirrespective missions, goals and needs.From a non IT perspective, social business analysts need to understand and be able to changeand direct culture, processes and capabilities in order to align effectively the social ITsolutions with the business. Besides those, there are the politics, reaching out to the right
  45. 45. stakeholders and what more that need to be addressed effectively, if a social businesstransformation wants to happen effectively.Do you think all these skills can be unified in one person? Or would a cross-competence teambe more feasible?Ask us if you wish to find out what skills a social business analyst needs to have within yourbusiness context and challenges.Categories:Human Resources and LeadershipTags:social technologysocial businessForrester: Four Major Goals for Enterprise SocialNetworking Integrationz 10:00:22 | Gianluigi Cuccureddu Forrester fields hundreds of client inquiries each year on the topic of socialbusiness and collaboration. And the trend doesnt appear to be slowing. Transparency,collaboration and acceleration of the intangible capital are creating both challenges andopportunities.Vice president of Forrester Research Rob Koplowitz said at TUCON 2012, Las Vegas:W ’ v c l ch l y m h f . Wh ’ ch m h yhl h l l c m c l y… W ’ w c ph c u .Why are they implementing social technology? Koplowitz answered that companies aredepending on information.By having a (more) transparent infrastructure, across silos where different perspectives h c u p c p pl wh m c mp l “ p ” much f ff c v .Earlier this year, Koplowitz wrote this article on delivering the social business imperative.The goals he hears from clients revolve around four major goals:  Breaking down geographic boundaries. There is a keen recognition that large global organizations do not capture information and identify expertise effectively. Finding content and experts in a large, geographically dispersed organization can be like
  46. 46. finding the proverbial needle in the haystack. If I have a question in London and the best answer is from someone in Singapore, can I really expect that connection to be made?  Breaking down organizational boundaries. Same dynamic as above, different barriers. If Im in customer service and the information I need to help a customer is with a salesperson, can I make that connection?  Flattening organizational hierarchy. Of those investing in social networking solutions, many are driven from the top down. C-level executives are often turning to IT with the mandate to make the enterprise "more social." Why are these executives looking to drive such profound change? Because they recognize that their businesses are far too complex to be run effectively without meaningful input from the people that are actually running the business every day.  Driving collective action. The actions of many are more powerful than the actions of few. And organizations are acutely aware of this. In most of my client conversations, the topic of innovation is a top-level driver of enterprise social initiatives. Within innovation, the topic of new product development is top of mind. In other words, many organizations are looking to drive the lifeblood of success, the products they sell, collectively.In a previous article we reported about four reasons why Enterprise Social Networking isexloding. One of the reason was the ability to drive real business value. McKinsey researchedthat the unlocked potential annual value of social technologies is 1.3 trillion in four sectors.In order to achieve this, Koplowitz says that successful implementation of social business andcollaboration solutions requires standard IT diligence and the usual roles to apply it. Some ofthese roles are tecnical and some are non technical. Examples are collaboration managers,solution- and enterprise architects, HR professionals, community leaders and social businessanalysts.Categories:Intangible CapitalTags:Enterprise Social NetworkingThe Future of Retail: Consumers Expect An IngratedMulti-Channel Servicev j 20:08:41 | Gianluigi Cuccureddu In a new report, l “D l Sh pp R l v cy ” C p m uv y16,000 digital shoppers across 16 developing and mature markets about their use of differentchannels and devices for shopping. The study demonstrated that shoppers are not loyal to one
  47. 47. channel but expect a seamless integration across online, social media, mobile and physicalstores.The study also highlighted that 56 percent of respondents are likely to spend more money at aphysical store if they had used digital channels to research the product prior to purchase,however 73 percent of respondents also expect online prices to be lower than those in physicalstores.When asked what channels were important or very important for learning about products, 72percent said Internet sites, 58 percent cited email newsletters and product/coupon offers, and49 percent mentioned in-store technology.The Tennessean reports on the study:The simple availability of information is no longer an issue. What companies must do isbecome trusted sources of knowledge and provide the platforms where consumers can shareexperiences. Those companies will become the preferred brands.Exactly this is important, creating such a compelling and relevant customer experience that abrand becomes a trusted source.SocialCommerceToday elaborates on the report by writing that the retail landscape as weknow it is set to change. More than half of the respondents from both developing and maturemarkets said they expect physical stores for increasing numbers of categories will simplybecome showrooms to select and order products by 2020.This development might mean it helps the change the brick and mortar retail landscape.Creating areas of mainly showrooms, pop-up stores and what more, combining it with anonline environment, creating the expected integrated (transmedial) all-channel service.Local shopping engine Milo has produced an infographic of the research, see below:
  48. 48. Source: socialcommercetoday.com via Damarque on PinterestCategories:Business ModelsTags:retailsectorcapgeminiresearchCo-operatives Are Resilient And Contribute To a MoreBalanced Economyv j 14:57:31 | Gianluigi Cuccureddu The Guardian reports about the launch of The Co-operative Enterprise Hubto support the creation and growth of community-owned enterprises. The Co-operative haspledged a further £5million between 2012-14 to continue to develop the service whichprovides free specialist advice, training and access to finance – plus a radical new scheme tounderwrite community share issues - enabling co-operatively-owned organisations to get offthe ground or grow.From pubs to post offices and retail to renewables, resilient communities are turning to co-operatively-owned solutions to operate business and services that are set-up, run andcontrolled for the benefit of the community.Michael Fairclough, head of community and co-operative investment at The Co-operative,said:Communities, driven by needs other than to maximise profit, are turning to co-operatively-owned solutions to tackle local issues and, for the provision of businesses and servicesimportant to their needs - enterprises operated by a general public increasingly concerned forenvironment, accountability, community cohesion and sustainability. The co-operativebusiness model has a significant role to play in fostering the growth of future enterprise andcontributing to the rebuilding of a more balanced and stable economy.Tiziana OHara from the Northern Ireland Co-operative Forum - the regional bodyrepresenting existing and emerging co-operatives in Northern Ireland, said:Co-operatives are resilient even in a downturn, reinforcing the fabric of our communities andcontributing to a more balanced economy.
  49. 49. I ’ x c ly h m l c c my w ’ l f . Th f x mpl u hcollaborative consumption initiatives, or where networks of self-employed people are helpingeach other. These kind of initiatives, spread the risk and benefits the individuals withincommunities.Indeed communities and societies need to have a better grip on the economy. How do youthink this fits within the purpose of a business and shared value, as explained by MichaelPorter?Categories:Open Industry and Open EconomyTags:co-operativeSocial Media Monitoring Tools Comparison Guide:Radian6 Topsv j 14:04:53 | Gianluigi Cuccureddu PR 20/20 has created a social media monitoring tools comparison guidethatcompares nine monitoring tools. They have compared things like price, the ideal user, blogcoverage, social media coverage, email alerts, dashboard and more. There are a lot morem l I ’t know why exactly thése nine have been selected, but it does give agood overview between the tools.Radian6 tops the other eight tools. Of course it depends on what kind of user you are and forwhat objectives you want to use monitoring. The coverage, completeness and depth ofRadian6 in terms of sources is impressive. Having a full (or near full) overview of thelandscape is a precondition to do your analysis on. Have a look at the guide below.Which monitoring tool do you advice which is not listed?Categories:TechnologyTags:social media monitoringTop Five Trends in B2B Content Marketingv j 11:04:11 | Gianluigi Cuccureddu
  50. 50. Holger Schulze conducted a survey and compiled the report B2B ContentMarketing Trends 2012. I ’ p f h f wh c m wh .I’ lz h c m ju xp cm m f l v wh l . W ’v pply c marketing for manyyears now, amplifying the brand, spur thought leadership and being a platform where people(businesses) with the same Purpose gather.The top five trends are:1. Content marketing is expanding dramatically in terms of tactics, forms and volume ofcontent.•8 p c fm yc p uc h• Ov h lf f h p cp u m f m c c h h y m“ ff c v ”• Th m p p c c c ff t functional roles2. Content is at the heart of B2B marketers top 3 goals—lead generation, marketeducation and brand awareness.3. The fastest growing content format is Infographics, whose use increased 1.5x from lastyear.4. Biggest challenge for marketers is time and bandwidth to create content.•9 p c fB Bm c wc f m c ch5. Most B2B marketers are trying to measure content engagement.•W ffic v w & w l l qu y & qu l y h p3m u mentsThree top goals for B2B content marketingThe top three goals are –as mentioned in the trends- lead generation, thought leadership &market education and brand awareness. Through brand awareness by educating the marketand thought leadership, as a brand you Give First. You connect the dots, you create clarityamongst the many developments. You develop Trust and become a reliable source.FutureOver 84 percent of marketers are increasing content production over the next 12 months, over30 percent of them significantly so. 14 percent of marketers expect volume to stay flat. In
  51. 51. contrast, last year, over 71 percent of respondents saw an increase in content production —looks like the pace of content production is picking up steam.What about you? Are you picking up on B2B content marketing? If so, what is your top goal?Thanks for the hat tip Greg!Categories:Intangible CapitalTags:content marketingShared Thoughts From the #HBRchat On Big Data 21:00:59 | Gianluigi Cuccureddu Today I joined the #HBRchat facilitated by @HBRExchange. Todaystopic was big data. Lots of people shared their thoughts on the topic. Have a look below for acompilation of great thoughts shared by attendees of the chat. Enjoy.[View the story "Thoughts from the #HBRchat on #bigdata" on Storify]Thoughts from the #HBRchat on #bigdataToday the #HBRchat by @HBRExchange was aboutbigdata. Have a look below for some great thoughts sharedby attendees of the chat.Storified by Damarque · Thu, Oct 04 2012 11:52:34"The first question a data-driven organization asks itself is not What do we think? but Whatdo we know?" http://bit.ly/SxMBrC #hbrchatHBR ExchangeGreat point. RT @leadfearlessly: Intuition guides what to ask, data makes course corrections.#HBRChatSusanne GoldsteinRT @HBR xch : "B ’ p w h f v hum h ."http://flpbd.it/QyJqs #hbrchatPallav Sinha@HBRexchange The discussion at #hbrchat was immense but you were rather ungenerouswith the RTs today. Many valuable insights were ignored. (Ritu)I fully support emphasis on proper methodology. RT @diwasamadge: ...pitfall of the massdata grab #HBRchatLisa03755@Lisa03755 @erichargraves Its not always about FASTER, its about SMARTER -sometimes takes more time upfront. #hbrchatTranscend Coaching
  52. 52. Data is a tool for execution. It doesnt execute, but rather leads our assumption about thefuture. Better data, Better assumptions #HBRchatEric Hargraves@mikepweiss Data, if not named & shared correctly can get "too inside baseball". Actionfrom actionable data #HBRChatSusanne Goldstein@leadfearlessly Prototype and simulate it. Then, implement it on small scale and identify thestrengths and weakness. Leverage it. #HBRChatVidhya@HBRexchange. Data comes fm data modeling wch should be outputted by conceptualizinga fact-proof reality, thus buiding it fm facts #hbrchatMichel. Mtransparency improves decision making. Multiple teams may benefit from the same datathrough differing perspectives. #HBRchatEric Hargraves@vasundhar Yes, right measure gives the right ingredient to concentrate upon to improveefficiency and to cut costs. #HBRChatVidhyaMT @FollowSusanne: A3: Right data for right people. Data dissemination should be part ofcompanys information sharing strategy. #hbrchatHBR ExchangeIf broad, need great reporting tools to drill into specific questions. #hbrchatTranscendCoachingBravo! RT @leadfearlessly: Data drives better decisions only when we stop looking ONLYfor the data that supports our opinion... #hbrchatLisa03755@phixod @AchimMuellers Proper methodology, analysis, and interpretation becomeincreasingly valuable due to data noise. #HBRchatDaniel Iwasa-Madge@Lisa03755 @hbrexchange This is where increased level of skill is needed for big data. Nextbig challenge is hiring the skills set #hbrchatLinda ONeillData validates Intution. Intution in a way is outcome of experience, which is data that cant betransfered. #HBRChatvasundharStrategy is always an intuitive leap. Data helps measure whether or not it works.#hbrchatTranscend CoachingVisualization of #bigdata correlation and causation can often sway where words cannot.#hbrchatStephen BatesIf it is only Data, then the chimp promoting his product on #HBRChat search can make adecision as well ! Intuition from experience shd aidSid MishraConcur!! RT @Lisa03755: @hbrexchange A2: Intuition AND data – They complement eachother. I always want supporting data. #hbrchatStephen BatesSmart leaders calibrate their positions & decisions with new input. #intelligence#hbrchatJustin MassData is a tool. Intuition is a feeling. Talking to customers/users/implementers -- priceless#HBRChatSusanne GoldsteinRT @ValaAfshar: RT @ValaAfshar: Good management is based on data, experience,judgment and influence. #HBRchatRich CasselberryFostering a culture of evidence-based decision making is critical. Reject the anecdote.@HBRexchange #HBRchatDaniel Iwasa-Madge@jmass In masses of data, its difficult to determine what info is unusable in the given contextand to pinpoint the relevant data.#HBRchatVidhyaThe difficulty is not creating charts and dashboard, its creating the ones that deliveractionable insights - dataviz is much more #hbrchatEric Kim+1 RT @jmass: Data not big if action not acute. #hbrchatW3 ConsultingTraining is key to ask creative questions, interpret & communicate action-oriented results for#bigdata value #hbrchatMarie TaillardVital components 2 data analysis: #accuracy in reporting, selection of appropriate tests,ensuring generalizability of #results. #HBRchatEvelyn Eury

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