Challenges and Opportunities for Mainstream Enterprise Social Computing Lee Bryant
The document discusses opportunities for mainstream adoption of enterprise social computing. It outlines benefits like improved collaboration, productivity, learning and innovation through lightweight social tools. Challenges include changing IT strategies and policies to support more decentralized sharing. A layered "social stack" is introduced including feeds, bookmarks, blogs, wikis and networks. Case studies and real-world use cases are suggested to demonstrate value to organizations.
This document discusses how web archiving fits into the Electronic Discovery Reference Model (EDRM). It provides an overview of EDRM, which maps out the eDiscovery process and defines standards. Web archiving involves the proactive crawling of websites and social media driven by archive policies, and can aid identification, preservation, and collection of web-based information within the EDRM framework. Production and presentation from a web archive requires an affidavit about the archiving process and native format content.
This document outlines the schedule and content for Session Three of a collaboration and networking event. The session will cover social media values, networks, and platforms. It will also discuss collaboration tools in social networking contexts and the ethics of data collection. The schedule includes an activity where participants will discuss situations requiring networking and collaboration. There will also be discussions on social networking theory and a case study example before concluding with an open question lunch.
This document discusses social software and IBM solutions for social collaboration. It begins with an introduction and overview of social software, noting how it has enabled interaction and information sharing through sites like Facebook and YouTube. It then discusses IBM solutions for social collaboration, including Lotus Connections for on-premise deployment and LotusLive as a software-as-a-service offering. Both provide features like profiles, blogs, files sharing, and activities. The document concludes by highlighting benefits experienced by IBM through increased productivity, knowledge sharing, and skills development using social software.
The document provides an overview of a workshop on IBM Lotus Connections. It discusses how social software can benefit businesses and introduces the key capabilities of Lotus Connections 2.5, including wikis, files sharing, mobile access, and micro-blogging features. The document also summarizes new and changed features in Lotus Connections 2.5 such as evolution of communities, federated updates and search across Connections applications.
Net work creating and sustaining successful networksPatti Anklam
This document provides an overview of networks and how to create and sustain successful networks. It discusses attributes of networks, tools for network management, and how networks relate to leadership, innovation, and social media. The document examines different types of networks that exist in organizations, communities, ideas, the human body, and the internet. It also discusses examining network structure and managing a network's context. The key aspects of "net work" are creating, examining, and shaping a network's properties as well as stewarding the connections within the network.
Challenges and Opportunities for Mainstream Enterprise Social Computing Lee Bryant
The document discusses opportunities for mainstream adoption of enterprise social computing. It outlines benefits like improved collaboration, productivity, learning and innovation through lightweight social tools. Challenges include changing IT strategies and policies to support more decentralized sharing. A layered "social stack" is introduced including feeds, bookmarks, blogs, wikis and networks. Case studies and real-world use cases are suggested to demonstrate value to organizations.
This document discusses how web archiving fits into the Electronic Discovery Reference Model (EDRM). It provides an overview of EDRM, which maps out the eDiscovery process and defines standards. Web archiving involves the proactive crawling of websites and social media driven by archive policies, and can aid identification, preservation, and collection of web-based information within the EDRM framework. Production and presentation from a web archive requires an affidavit about the archiving process and native format content.
This document outlines the schedule and content for Session Three of a collaboration and networking event. The session will cover social media values, networks, and platforms. It will also discuss collaboration tools in social networking contexts and the ethics of data collection. The schedule includes an activity where participants will discuss situations requiring networking and collaboration. There will also be discussions on social networking theory and a case study example before concluding with an open question lunch.
This document discusses social software and IBM solutions for social collaboration. It begins with an introduction and overview of social software, noting how it has enabled interaction and information sharing through sites like Facebook and YouTube. It then discusses IBM solutions for social collaboration, including Lotus Connections for on-premise deployment and LotusLive as a software-as-a-service offering. Both provide features like profiles, blogs, files sharing, and activities. The document concludes by highlighting benefits experienced by IBM through increased productivity, knowledge sharing, and skills development using social software.
The document provides an overview of a workshop on IBM Lotus Connections. It discusses how social software can benefit businesses and introduces the key capabilities of Lotus Connections 2.5, including wikis, files sharing, mobile access, and micro-blogging features. The document also summarizes new and changed features in Lotus Connections 2.5 such as evolution of communities, federated updates and search across Connections applications.
Net work creating and sustaining successful networksPatti Anklam
This document provides an overview of networks and how to create and sustain successful networks. It discusses attributes of networks, tools for network management, and how networks relate to leadership, innovation, and social media. The document examines different types of networks that exist in organizations, communities, ideas, the human body, and the internet. It also discusses examining network structure and managing a network's context. The key aspects of "net work" are creating, examining, and shaping a network's properties as well as stewarding the connections within the network.
A high-level overview of social network analysis, providing background on how it came into the knowledge management field. Includes an example and core concepts pertinent to the audience, online community managers.
This document discusses knowledge sharing platforms and tools that people and corporations are using on the web, including blogs, wikis, social networking, social bookmarking, and RSS newsreaders. It provides examples and descriptions of popular sites for each tool, such as LinkedIn for social networking, Delicious for social bookmarking, and RSS readers for accessing updates from subscribed feeds.
Acs Presentation Thinking Outside Of Inbox V2Johnny Teoh
The document discusses the concept of Web 2.0 and how it enables new ways of collaborating and sharing information online. It provides examples of how corporations are leveraging Web 2.0 tools like blogs, wikis and social networking to boost collaboration, share knowledge, and engage with customers. The document also outlines the author's daily activities using various Web 2.0 technologies like blogs, wikis and social networks as part of his job at IBM.
weConnect 2012 is the social business platform from Nexocial. Look throught this productguide to see the benefits and features of weConnect 2012. Now you can make your Sharepoint social too.
This document discusses the concept of Enterprise 2.0, which refers to using emergent social software platforms within companies to facilitate knowledge sharing and collaboration. It argues that Web 2.0 principles like user-generated content, links, tags, and signals can be applied internally to better leverage the knowledge that resides in employees' heads but is not captured in centralized repositories. By cultivating a receptive culture and common collaboration platforms, companies can stimulate knowledge resources and gain a bottom-line advantage through more effective information consumption and problem solving.
The document discusses key aspects of designing online communities and social software. It outlines patterns for community elements like identity, presence, reputation, relationships, groups, conversations, and sharing. It emphasizes designing for user handles, recognizing contributions, and limiting group size to support conversations. It also notes motivations for user participation, like reciprocity, reputation, and attachment to groups.
This document provides an overview of social networking and its potential uses in businesses. It begins by defining social networks and distinguishing them from online social networking services. It then examines the growth of the online social networking environment. Finally, it discusses how social networking tools could be used within companies to improve communication, collaboration, and connections between employees, clients and partners. The document aims to explore both the opportunities and challenges of integrating social networking into business information systems.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.
This presentation was developed to help a client address best practices for building an online community within the workplace. It was based upon a great deal of research and study of the topic and should help those who are seeking information or wish to start an online community, as it pulls together a great amount of data and resources on the topic.
This presentation showcases how Web 2.0 could be used within an enterprise with a "day (weeks, actually) in the life of" story of how a new employee, Michael, uses web 2.0 (or Enterprise 2.0) tools to quickly get up to speed and start contibuting. Touches on social networking, social bookmarking, blogs / microblogs, wiki, virtual world, mashups, RSS
The document provides an overview of LinkedIn, the largest professional social networking site. It discusses LinkedIn basics, personal profile optimization, business uses, and resources. Key points include that LinkedIn has over 100 million members from over 200 countries, it can be used to grow your professional network and find experts and opportunities, and both free and paid options are available for personal and business accounts.
Companies benefit from Web 2.0 investmentSustainly
The latest research from Deutsche Bank shows that 20% of US and European companies use social media channels for business purposes. But, these are only the most transparent companies. More DB research can be found at: www.dbresearch.com
Participant Guide for INROADS Social Networking TrainingAngela Siefer
The document discusses converting social networks from personal to professional use. It explains that keeping social and professional networks separate is difficult and less beneficial than having some overlap. The challenges of intentionally integrating social and professional networks online are addressed. Guidelines are provided for developing networks, focusing on relationships, experimenting, maintaining privacy, and being genuine when using social networks for both personal and professional purposes.
This document discusses using social media and Enterprise 2.0 tools for collaboration. It begins by asking which social media platforms people use like Twitter, LinkedIn, Facebook. It then discusses how these platforms and others like YouTube, Wikipedia can be used both personally and professionally. It focuses on how Enterprise 2.0 uses these same tools internally for engagement, communication, innovation and knowledge sharing among employees, customers and partners to increase productivity, collaboration and business agility.
The document provides an overview of social media and emerging media. It defines social media as online tools that allow people to share opinions and perspectives. It outlines 7 guiding principles for social media, including that the web is a platform, services should be delivered across devices, data is a competitive advantage, lightweight business models should be used, and collective intelligence should be harnessed. The document also includes ground rules for social media and provides additional resources.
Online Communities For Associations: The Power of NowLeader Networks
Associations are one of the strongest candidates for online communities because they are able to accelerate member-care efforts, which is at the core of the association model. This plenary session, presented in April 2012 at the Digital Now conference in Orlando, FL addressed an audience of of association leadership.
This document summarizes a webinar about using social networking for recruiting in the Web 2.0 era. It discusses how the internet has shifted power to users and allowed both organizational and personal outsourcing. Web 2.0 involves user collaboration and sharing through sites like social networks and wikis. Effective social networking recruiting involves building an online community where candidates feel a sense of membership, influence, having their needs fulfilled, and an emotional connection through shared content and rewards. Implementing a successful social networking strategy requires a combination of engagement, community and network building tools, and interactive experiences.
A high-level overview of social network analysis, providing background on how it came into the knowledge management field. Includes an example and core concepts pertinent to the audience, online community managers.
This document discusses knowledge sharing platforms and tools that people and corporations are using on the web, including blogs, wikis, social networking, social bookmarking, and RSS newsreaders. It provides examples and descriptions of popular sites for each tool, such as LinkedIn for social networking, Delicious for social bookmarking, and RSS readers for accessing updates from subscribed feeds.
Acs Presentation Thinking Outside Of Inbox V2Johnny Teoh
The document discusses the concept of Web 2.0 and how it enables new ways of collaborating and sharing information online. It provides examples of how corporations are leveraging Web 2.0 tools like blogs, wikis and social networking to boost collaboration, share knowledge, and engage with customers. The document also outlines the author's daily activities using various Web 2.0 technologies like blogs, wikis and social networks as part of his job at IBM.
weConnect 2012 is the social business platform from Nexocial. Look throught this productguide to see the benefits and features of weConnect 2012. Now you can make your Sharepoint social too.
This document discusses the concept of Enterprise 2.0, which refers to using emergent social software platforms within companies to facilitate knowledge sharing and collaboration. It argues that Web 2.0 principles like user-generated content, links, tags, and signals can be applied internally to better leverage the knowledge that resides in employees' heads but is not captured in centralized repositories. By cultivating a receptive culture and common collaboration platforms, companies can stimulate knowledge resources and gain a bottom-line advantage through more effective information consumption and problem solving.
The document discusses key aspects of designing online communities and social software. It outlines patterns for community elements like identity, presence, reputation, relationships, groups, conversations, and sharing. It emphasizes designing for user handles, recognizing contributions, and limiting group size to support conversations. It also notes motivations for user participation, like reciprocity, reputation, and attachment to groups.
This document provides an overview of social networking and its potential uses in businesses. It begins by defining social networks and distinguishing them from online social networking services. It then examines the growth of the online social networking environment. Finally, it discusses how social networking tools could be used within companies to improve communication, collaboration, and connections between employees, clients and partners. The document aims to explore both the opportunities and challenges of integrating social networking into business information systems.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.
This presentation was developed to help a client address best practices for building an online community within the workplace. It was based upon a great deal of research and study of the topic and should help those who are seeking information or wish to start an online community, as it pulls together a great amount of data and resources on the topic.
This presentation showcases how Web 2.0 could be used within an enterprise with a "day (weeks, actually) in the life of" story of how a new employee, Michael, uses web 2.0 (or Enterprise 2.0) tools to quickly get up to speed and start contibuting. Touches on social networking, social bookmarking, blogs / microblogs, wiki, virtual world, mashups, RSS
The document provides an overview of LinkedIn, the largest professional social networking site. It discusses LinkedIn basics, personal profile optimization, business uses, and resources. Key points include that LinkedIn has over 100 million members from over 200 countries, it can be used to grow your professional network and find experts and opportunities, and both free and paid options are available for personal and business accounts.
Companies benefit from Web 2.0 investmentSustainly
The latest research from Deutsche Bank shows that 20% of US and European companies use social media channels for business purposes. But, these are only the most transparent companies. More DB research can be found at: www.dbresearch.com
Participant Guide for INROADS Social Networking TrainingAngela Siefer
The document discusses converting social networks from personal to professional use. It explains that keeping social and professional networks separate is difficult and less beneficial than having some overlap. The challenges of intentionally integrating social and professional networks online are addressed. Guidelines are provided for developing networks, focusing on relationships, experimenting, maintaining privacy, and being genuine when using social networks for both personal and professional purposes.
This document discusses using social media and Enterprise 2.0 tools for collaboration. It begins by asking which social media platforms people use like Twitter, LinkedIn, Facebook. It then discusses how these platforms and others like YouTube, Wikipedia can be used both personally and professionally. It focuses on how Enterprise 2.0 uses these same tools internally for engagement, communication, innovation and knowledge sharing among employees, customers and partners to increase productivity, collaboration and business agility.
The document provides an overview of social media and emerging media. It defines social media as online tools that allow people to share opinions and perspectives. It outlines 7 guiding principles for social media, including that the web is a platform, services should be delivered across devices, data is a competitive advantage, lightweight business models should be used, and collective intelligence should be harnessed. The document also includes ground rules for social media and provides additional resources.
Online Communities For Associations: The Power of NowLeader Networks
Associations are one of the strongest candidates for online communities because they are able to accelerate member-care efforts, which is at the core of the association model. This plenary session, presented in April 2012 at the Digital Now conference in Orlando, FL addressed an audience of of association leadership.
This document summarizes a webinar about using social networking for recruiting in the Web 2.0 era. It discusses how the internet has shifted power to users and allowed both organizational and personal outsourcing. Web 2.0 involves user collaboration and sharing through sites like social networks and wikis. Effective social networking recruiting involves building an online community where candidates feel a sense of membership, influence, having their needs fulfilled, and an emotional connection through shared content and rewards. Implementing a successful social networking strategy requires a combination of engagement, community and network building tools, and interactive experiences.
1. The document discusses how social capital and network analysis can help organizations become more sustainable. Social capital refers to the value created through relationships and interactions within a network.
2. Organizations with strong internal and external networks have greater potential to adapt and survive rapid changes. Network analysis can reveal opportunities to strengthen relationships and social capital.
3. The workshop presented tools like stakeholder network analysis and the CORE process to help organizations address business challenges by facilitating interactions and building social capital across networks.
Presented at the 2009 Society for New Communications Research (SNCR) Forum. This presentation showcases best practices and lessons learned about building online community for enterprise. Process, business goals and metrics for brand communities to thrive.
FOWA: How to Build Web Apps for the Emerging Enterprise Marketvaxelrod
The document provides an overview of a workshop on building web apps for emerging enterprise markets. It discusses the importance of considering networks and stakeholder relationships. The CORE stakeholder process is introduced as a method to address business challenges by mapping networks, surveying stakeholders, analyzing results, and convening networks. Participation in organizations is noted to exist on a spectrum from high to low engagement. Harnessing collective intelligence through networks is presented as a way to create business value.
My Specialties;
Practical HR and sourcing strategy | End-to-end recruitment process (talent acquisition) | Sourcing technology, social network
for recruitment, targeted selection and talent pipeline | Employer branding and recruitment campaign and channel.
Social computing has the potential to be much more than just web 2.0 for business. It shifts value from ownership and institutions to experience and communities. Social computing empowers individuals through one-to-many and many-to-many connections. When adopted, it can increase productivity, engagement, collaboration and knowledge sharing among employees. Companies should embrace social computing by understanding individuals' needs, nurturing enthusiasts, and allowing participation to drive critical mass in communities.
Networks are social capital; where business value is created in relationships. Network analysis reveals the networks. CORE process identifies new market opportunities or innovation, improvess effectiveness, extends firms reach through stakeholder networks.
Leveraging principles and best practices from social media – sharing, prioritizing, discussing – enterprises can make knowledge sharing more efficient and effective.
The document summarizes a presentation about social networking and how it impacts call centers. It discusses how social networking is being used by businesses and consumers. It provides examples of companies using social media and considerations for call centers in developing social media strategies and policies. Risks and opportunities related to employees and customers are addressed.
The document discusses various social media platforms and how they can be used for talent acquisition and management. It provides information on key platforms like LinkedIn, describing how it can be used to find potential candidates, increase visibility, and grow professional networks. It also summarizes Twitter, describing it as a platform for communication and listening to others. Overall, the document promotes the use of social media to attract, source, and communicate with talent.
Digital Connectedness: Taking Ownership of Your Professional Online Presence Sue Beckingham
Developing pathways to connectedness essentially commences with family and friends, but over time new connections outside of these circles begin to form ever increasing and interlinking circles. These informal and formal networks have the potential to help you unlock new doors to new opportunities. Social media can without doubt provide excellent communication channels and a space to develop your network of connections. Nonetheless as your online presence expands it leaves behind both digital footprints and digital shadows; and this needs to be given due consideration. This keynote will look at the value of developing a professional online presence and why as future graduates you need to take ownership of this.
http://www.yorksj.ac.uk/ltd/ltd/student-engagement/undergraduate-research-confere.aspx
The document discusses how meeting industry websites are evolving from static information delivery sites to more dynamic sites that enable interaction. It proposes that meeting planners will need to incorporate web 2.0 technologies like wikis, social networking, blogs, videos and webinars, microsites and content management systems to facilitate this evolution. The presentation provides an overview of 7 key enabling technologies - Wikipedia, social networking, blogs/RSS feeds, videos/podcasts/webinars, microsites, advergaming and content management systems - and how they can be applied in the meetings industry.
This Interview with Vanessa DiMauro, CEO Leader Networks and the Patricia Seybold Group explores the best practices for building professional peer communities. This joint collaboration was written in 2007 and stands as a classic reference for online community-building today.
Social Media for Internal Company Communications by @JoeySheppEarthsite
Social Media isn’t just for marketing; it’s for sharing, collaborating, and networking. In this presentation you will learn how Social Media is being applied in the workplace. Get up to date with the latest social media trends and best practices. See case studies of how corporate programs are leveraging social media for employee engagement, work team collaboration, and remote training. You’ll walk away with concrete implementation steps and best-of-class software recommendations. Presentation by JoeyShepp.com, New Media Maven and CEO of Earthsite.net
This document summarizes trends and best practices in adopting social media, or Web 2.0, technologies in organizations in 2008. Key findings include that employers are increasingly allowing social media use for business purposes, finding benefits like improved branding and communication, and are taking steps to integrate these technologies into their corporate culture. Some organizations create internal communities to foster knowledge sharing and collaboration among employees, while others focus on external-facing communities to engage customers. Best practices for organizations include encouraging participation, managing communities with appropriate oversight, and using wikis more for internal audiences.
This presentation delivered to the Institute of Management Consultants discussed how to be a thought leader online. Offering a strategy to get started, how to connect effectively online, rules of engagement and using time efficiently.
Social Media Week 2012: Using LinkedIn to drive community, collaboration and ...FleishmanHillard UK
This presentation, shared with attendees at Social Media Week 2012 in London, provides an overview of LinkedIn Marketing Solutions offering and a step-by-step approach to building and implementing a successful B2B social media strategy on LinkedIn.
The focus is mainly on using LinkedIn groups to build a strong sense of community among B2B audiences and customers specifically through: discovery, strategy, promotion, content, community, lead generation and measurement.
How to build an Enterprise Community was the discussion I lead at PodCamp Boston 2009 conference. This presentation exposes the 12 stage model for enterprise community building strategy.
Similar to A Practical Guide To Using Social Media For Lawyers (20)
This talk was delivered in October 2016 at the Social Media in Higher Education Summit (Boston).
In the not too distant past, institutes of higher education relied on tried and true channels for interacting with prospective and current students, alumni and donors. But recently, due to social technologies, the tables are turned and the very groups that higher education seeks to engage with, are coming in droves digitally with questions, requests and expectations. While the audience needs remain the same, the methods for engaging have changed dramatically. As Higher Education enters this new world of 24X7 interaction, they often struggle to identify the best practices that can shepherd success. This session will share the methods for building a cohesive social strategy and measuring the impact while enabling the unique needs of various departments, programs and campaigns
Keys to Community Readiness and Growth ReportLeader Networks
In order to help branded online communities understand the critical success factors, Leader Networks and CMX collaborated on this study. The research examines the organizational people, processes, and technology scenarios that fuel existing or future community initiatives. The result is a data-driven portrait of characteristics that can be used to predict the potential business impact of an online community. Based on the trends of communities deemed “very successful,” this portrait offers an inside look at what separates these communities from the pack and provides a strategic and operational model to emulate.
Online communities have moved to the top
of the strategic marketing and customer
care agenda at many organizations. A study
conducted by Demand Metric “Online
Communities: Driving Customer Engagement
& Influencing Revenue” (September 2014)
revealed that building an online community is a
top priority. Two-thirds of companies surveyed
have online communities and among those that
don’t there is a trend to consider building one
in the future. Additionally, among those who
have online communities, the reported benefits
include a better understanding of customer/
prospect needs, a more loyal customer base,
better customer perception of the brand, and
improved customer support quality. All of
these strategic initiatives are powered by digital
engagement using online communities. But
despite the strategic focus, turning these “top
priority” initiatives into functional and successful
business activities is unfamiliar territory for many
organizations.
One major stumbling block? Turning the
sometimes fuzzy and hard-to-grasp-and-explain
benefits of an online community into a business
case; a proposal which clearly demonstrates the
value of the community to the organization’s
bottom line.
Marketing and customer care leaders are often
the first to recognize the need for an online
community, and may take the lead on creating
one. But if the project begins by acquiring a
software platform prior to developing a business
case, the success of the online community
is already in jeopardy. The time, effort and
cost required to retrofit or replace a software
platform which did not fulfill the organization’s
real business needs -- or deliver the necessary
bottom-line results -- has killed many an online
community initiative. Building a business case
for your online community is essential to its
long-term success. This short but detailed report
covers the crucial steps to building a persuasive
business case -- the roadmap for building a
successful online community.
This report draws on Leader Network’s many
years of online community strategy, best
practice and implementation experience, and
in-depth interviews with eight successful online
community leaders with real-world examples
to back up their suggestions and advice.
Building World-Class Online Communities 2014 Liferay ConferenceLeader Networks
Vanessa DiMauro is an expert in online community building with over 20 years of experience. She is the founder and CEO of Leader Networks, a consulting firm that helps organizations succeed through social business and building B2B online communities. Many of her clients have won industry awards for their online community efforts. She is considered one of the top social marketing experts worldwide.
Why Community is at the CENTER of the Customer JourneyLeader Networks
This document discusses how online communities can support customers throughout their journey, from awareness of a company or product, to evaluation of options, making a first purchase, and ongoing retention. It provides examples of how communities help advance phases of the customer journey, such as providing information to customers in the awareness phase or answering questions in evaluation. The document also discusses the role of communities in educating new customers after purchase and helping companies retain existing customers.
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
The New Symbiosis Of Professional Networks Research StudyLeader Networks
The article focuses on the impact of social media and social networks to Social Media Peer Groups (SMPG) and professional decision-makers. It mentions that customers and prospects have an instant platform of discussions for their ideas, experiences and knowledge through the use of social media, wherein their important role is utilizing the tools and mediums before engaging to decision-making processes. It states that social media increase the impressive strength of decision-making and change the dynamics of customer relationship management, marketing, and communications. It also recommends being part in a peer network or online community for sharing ideas that were often formed in office settings.
The findings of this research study (purchase on Amazon.com) examines the impact social media has on consumers and decision-makers around the world and characterizes the impact of social influence models. The Social Mind research explores the best practices of using social business as a platform to strengthen sustainable methods for working and living in new, interactive and collaborative business world. It identifies key characteristics and insights into the engagement behaviors of influencers and individuals, and how organizations can maximize reach and influence to execute on what we call the new Principals of Engagement in the Millennium.
In part one of this two part study, The Socially Enabled Enterprise, we explored the opportunities and challenges global organizations are facing in the transition to becoming socially enabled enterprises. Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to understand how companies are leveraging social technologies and practices throughout their organizations.
Social Business Centers Of Excellence: FoundationsLeader Networks
The document discusses how organizations are establishing Social Business Centers of Excellence (COEs) to better coordinate their social media strategies and initiatives across business units. It provides examples of how COEs at large companies like Shell function. COEs establish shared goals and standards to avoid duplicated efforts. They also develop tools and best practices that can be used across business units while allowing for customization. Establishing COEs helps companies leverage social media at scale through a unified vision and collaborative approach rather than competing initiatives within silos.
Forward thinking organizations understand that social business is so much more than a marketing campaign, however many struggle with finding the starting line for ways to bring social business into their organization. This presentation take executives through a structured approach for developing social business initiative from concept to pilot, including ROI measures. Mini-case studies help bring concepts to life.
5 Secrets To Success With IT / Marketing CollaborationLeader Networks
This presentation shares research highlights about IT / Marketing collaboration including why IT / marketing collaboration is essential for social business.
The Socially Enabled Enterprise Research Findings BriefLeader Networks
The document summarizes the key findings of a 2013 research study on socially enabled enterprises. Some of the main findings include:
- Most organizations surveyed use at least 3 social platforms and see benefits like increased customer loyalty and stronger customer connections.
- Larger organizations are further along in becoming socially enabled.
- Common metrics for measuring social business are awareness, customer satisfaction, and share of voice.
- Insights from social platforms are increasingly being used for product development, customer care, and across departments.
- Over 50% of organizations report they currently are or will be a socially enabled enterprise within a year.
How to Excite Your Executives About Online Community!Leader Networks
This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
A brief overview of Leader Networks services and offerings. How we help organizations succeed in social business, social marketing and online community strategy and operations.
The 2013 Social Business Benchmark Preliminary FindingsLeader Networks
Explore the details from the 2013 Social Business Benchmark Study in this Preliminary Findings Report. Increasing, organizations are using social business to impact core operations and show business value.
From the AMA - a summary of the 2nd Annual New Symbiosis of Professional Networks research study that explores impact of social media on enterprise decision-
making.
.
Highlights from the 2012 SNCR research study The Social Mind. The Social Mind research project explores the interrelationships created by the consumption of information across social media channels and influence flow. The findings will enable B2B, B2P, B2C or Cause marketers to understand the importance and relevance of content - and - its ultimate impact and influence on behaviors, beliefs, decisions and actions. The Social Mind research will identify the key characteristics and insights into the engagement behaviors of individuals and how organizations can maximize reach and influence to execute the new Principals of Engagement in the millennium.
Building B2B Online Communities- Best practicesLeader Networks
This document discusses how companies can build effective online customer communities to enhance their business. It begins by noting that many companies currently respond chaotically to social media rather than strategically building communities. The document then outlines how communities can deepen relationships, improve financial returns, shorten innovation cycles, and provide better customer service. Examples are provided of successful communities built by Palladium Group and LexisNexis that drove new revenues, products, and referrals. Key factors for community success include expert facilitation, a balance of content, and persistent outreach. The presentation concludes by aligning community objectives with corporate goals.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
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To download this presentation, visit:
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A Practical Guide To Using Social Media For Lawyers
1. L E A D E R NETWORKS
A practical guide to
social media for
the business and practice of law
Vanessa DiMauro
CEO, Leader Networks
617 484 0778
vdimauro@leadernetworks.com
2. L E A D E R NETWORKS
Goals
• Examination of social media and how it applies to legal professionals
– Survey of the applicable tools and an overview of how they work
– Examination of Law 2.0 trends
– Exploration of social media rules of engagement, ethics and participation
guidelines
• Case study application of social media to key drivers in the business and
practice of law
– Use cases built upon LinkedIn and Martindale Hubbell Connected professional
networks
• Best practice knowledge and planning guide for using social media in the
legal profession
(c) Leader Networks 2009 http://www.leadernetworks.com
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3. L E A D E R NETWORKS
Presenter’s BIO
• Vanessa DiMauro is the CEO of Leader Networks. A pioneer in business-to-business
community building, Vanessa has been creating successful virtual communities
and networks for more than fifteen years. Vanessa is a popular speaker, researcher
and author on social networking, online communities and Web 2.0 for businesses.
With a research background, Vanessa takes the approach of a cultural
anthropologist to guide businesses on the use of social networking and virtual
community building to get closer to the customer, generate revenue and achieve
significant ROI. She has founded and run leading online professional communities
such as Cambridge Information Network (CIN), Computerworld Executive Suite and
CXO Systems' Peer Visibility Network.
• Vanessa also serves as an Executive-In-Residence at Babson College for their MBA
program. She has led executive education courses at UCLA’s Anderson School, the
University of Miami and at the University of Chicago. Women in Technology
International (WITI) named Vanessa DiMauro one of "Boston's Most Influential
Women in Technology." She holds both a B.A. and an M.A. from Boston College.
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(c) Leader Networks 2009 http://www.leadernetworks.com
4. L E A D E R NETWORKS
Professional networking &
social media
It’s all about connecting
online
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(c) Leader Networks 2009 http://www.leadernetworks.com
5. L E A D E R NETWORKS
The Benefits of Using Social Media
Social media means you connecting and
collaborating with other legal
professionals using online tools
Getting new business
Extending your reputation online
Finding new ideas and peers
Discovering answers to questions online
Reaching outside counsel
Connecting online
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(c) Leader Networks 2009 http://www.leadernetworks.com
6. L E A D E R NETWORKS
Social Connecting & Online Professional Networking Differences
Social connecting is about fun, friends and family sharing online
Online professional networking helps business professionals find each other,
interact, collaborate, and share information essential
to achieve a business objective
• Virtual networks are today’s digital business cards
• Examples of online professional networks include:
– LinkedIn (www.linkedin.com) All types of professionals
– Martindale-Hubbell Connected
(www.martindale.com/connected) Legal professionals
– Sermo (www.sermo.com) Physicians
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(c) Leader Networks 2009 http://www.leadernetworks.com
7. L E A D E R NETWORKS
Lawyers Are Using Online Networking Now
According to the Networks for Counsel (2008) study by Leader Networks and
LexisNexis…
Approximately 50% of counsel belong to a social network such as LinkedIn
or MySpace (as of April 2008)
• Corporate Counsel are over 3x more likely to use their network for
professional reasons
• Counsel prefer a private online network for just attorneys
• Martindale-Hubbell Connected is the online network attorneys favor most
And they believe it helps them work…
– Access to information I can’t get anyplace else – 46%
– Easier exchange of information – 45%
– More quickly find and evaluate the right legal partners – 29%
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(c) Leader Networks 2009 http://www.leadernetworks.com
8. L E A D E R NETWORKS
The Social Media Landscape
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9. L E A D E R NETWORKS
Example of Digital Channels for Lawyers
Blogs and Reputation
Community Social Networks
Online News Aggregators
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(c) Leader Networks 2009 http://www.leadernetworks.com
10. L E A D E R NETWORKS
Primary Professional Networking Activities for Lawyers
•Alerts
2. Collaborating •Enhance your profile
•Feeds •Blogs
•Scans •Join an appropriate community •Podcasts
•Create a basic profile •Photos & videos
•Connect with others •Social bookmarking
•Ratings and rankings
•Blog comments
•Discussions & groups
•Questions & answers
1. Listening 3. Promoting
Utilizing Online Legal Business Tools
• Preferred provider management
• Integrated search
• Client ratings
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(c) Leader Networks 2009 http://www.leadernetworks.com
11. L E A D E R NETWORKS
Social Media = A Business Process Redesign for Online
Collaboration and Promotion
Strapping new tools onto an old process won’t yield the desired results
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(c) Leader Networks 2009 http://www.leadernetworks.com
12. L E A D E R NETWORKS
Maintaining a Positive Online Reputation
Career Builder did a study (Sept. 2008) on how employers and hiring managers use
social media to vet candidates. Top factors that influenced their hiring decision
included:
• 48% - candidate’s background supported their qualifications
• 43% - candidate had great communication skills
• 40% - candidate was a good fit for the company’s culture
• 36% - candidate’s site conveyed a professional image
• 31% - candidate had great references posted about them by others
• 30% - candidate showed a wide range of interests
• 29% - candidate received awards and accolades
• 24% - candidate’s profile was creative
Keep your digital persona professional and appropriate
Clean up any digital dirt on personal sites
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(c) Leader Networks 2009 http://www.leadernetworks.com
13. L E A D E R NETWORKS
Listening: Reputation Management
• Discover your online identity
– Research yourself, your firm or
company and your area of
practice
– http://www.google.com/alerts
– Fix or edit any incorrect
information about you or your
firm.
• If you find yourself quoted,
mentioned or commented about
on a blog or article, use comments
area to respond – right away
Activity + Credibility = Visibility
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(c) Leader Networks 2009 http://www.leadernetworks.com
14. L E A D E R NETWORKS
Listening: Monitoring the Online Channels
Find blogs that you want to read regularly and
follow those blogs
• Visit them regularly (manually) or
• Use a web browser to follow that RSS feed or
• Subscribe by email
• Follow bloggers & journalists through RSS
• Connect to peers and thought leaders via the
Twitter follow feature
• Search SlideShare and YouTube and join groups
of like-minded professionals
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(c) Leader Networks 2009 http://www.leadernetworks.com
15. L E A D E R NETWORKS
Three Main Business Drivers
for Counsel’s Use of Social Media
Online Professional Networks for lawyers are a unique opportunity to:
1. Build connections and advance relationships
2. Collaborate with peers to problem solve and create
trust
3. Promote yourself and your organization; showcase
your own or your firm’s legal expertise
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(c) Leader Networks 2009 http://www.leadernetworks.com
16. L E A D E R NETWORKS
Factors for Choosing a Professional Network
Brand: Seek sites with a strong industry footprints to ensure longevity
Safety and security:
– Participate in networks that you trust, and which provide sufficient
security and authentication to make professional users feel safe
– This is a key benefit to private, members-only and legal-focused
networks
Global membership: One of the great benefits of online networking is its
global reach. Seek out international communities for business
Diversity of features: Your Law 2.0 needs will change over time. Find a
network that offers many different ways to participate
Size: Look for a critical mass of members in your specialty to achieve your
networking goals
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(c) Leader Networks 2009 http://www.leadernetworks.com
17. L E A D E R NETWORKS
Collaborating: Vetting a Professional Network
Be cautious when:
• The site allows legal advice to be offered electronically
• The site’s Terms and Conditions do not respect your privacy, or will sell or
rent your contact information
• You cannot tell what company or entity created the site ... or why
• Members are allowed to advertise or solicit in the forums or interactive
areas on the site without permission from the site operator.
• There is no authentication process following a registration to ensure you
are who you say you are.
• Anonymity is allowed throughout the site
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(c) Leader Networks 2009 http://www.leadernetworks.com
18. L E A D E R NETWORKS
Collaborating & Promoting:
The Importance of Your Online Profile
• Peer referral is the strongest source of jobs, recommendations, new
business relationships.
• Professionals are increasingly going online first to research firms, people
and topics
• Online profiles are today’s virtual business card
– And they can be forwarded, emailed, bookmarked and linked to
• Profiles form the basis for connections as online networking grows in
relevance.
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(c) Leader Networks 2009 http://www.leadernetworks.com
19. L E A D E R NETWORKS
Case studies: Best Practice Social Networks for Lawyers
Martindale-Hubbell Connected LinkedIn
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(c) Leader Networks 2009 http://www.leadernetworks.com
20. L E A D E R NETWORKS
Collaborating: Creating an Effective Social Media Profile
• She is reachable and accessible
• Effective photo and contact
information
• Expertise and area of practice is clear
and well defined
• Credible authority established
• Bio is first person
• “She has spoken on 6 continents
about the rule of law, women in the
law, and the future of the law.”
• Links to others = well connected
• Interests give personal feeling
• Activity and frequency of use
establishes commitment
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(c) Leader Networks 2009 http://www.leadernetworks.com
21. L E A D E R NETWORKS
Another Effective Social Media Profile
• Approachable photo
• Bio written in the 1St person and
includes summary
– Focus on helping others understand who he is
not on impressing with how important he is.
• Invitation to connect in introduction
• Accessible summary of
accomplishments
– authentic voice and tone
• Recommendations
• Blog feed imbedded in profile
• Links to website and blog in profile
• Groups displayed to show affiliation
• Inclusion of human experience
– Volunteer focus, travel interests
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(c) Leader Networks 2009 http://www.leadernetworks.com
22. L E A D E R NETWORKS
Example: How a Professional Network Profile Is Used
Sam maintains a profile on 2-3 key professional networks
• 1 is public, 2 are private legal communities
• Sam’s profiles have links to articles, discussion posts, recommendations, & peer
connections
The profile in action:
• Peter is seeking a legal expert to contract out a matter
• Peter searches Google and surfaces Sam’s Martindale.com profile based on a key
word search
• Peter discovers Sam’s Connected profile and logs in or joins Connected
• Peter sees Sam has extensive experience in the legal matter under consideration
• On LinkedIn, Peter notices that both he and Sam know Louis
– Peter calls or emails Louis to get the info on Sam as they are both connected
• On Martindale Hubbell Connected, Peter logs in to his account, reads Sam’s
contributions in the discussions and requests a connection to him on Connected.
• Peter is pleased he has found an expert and hires Sam to handle the matter
• Because Peter reminded Louis about Sam through the referral network online, Louis
updates Sam’s contact information on his preferred provider list.
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(c) Leader Networks 2009 http://www.leadernetworks.com
23. L E A D E R NETWORKS
The Network Effect
Professional networking success
means making connections
And using them well
• Jim connects to 14 people upon joining a Network
• Those 14 people live in 12 different states and 1 different country
• And represent 7 different areas of expertise
• Jim now has the ability to connect with all 14 people’s connections
• Jim is now connected to about 400 people
• Just by connecting to 14 people
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(c) Leader Networks 2009 http://www.leadernetworks.com
24. L E A D E R NETWORKS
How to Connect to a Peer Online
• Find people to whom you want to connect by searching the networks to which
you belong or, if you encounter someone you want to know, invite them to
connect with you on your preferred network.
• If someone initiates a connection and you want to connect:
– Accept the invitation
– Send a brief thank you note to them
– Best practice: If they are a remote connection: email them or send an InMail to
them occasionally to keep the connection alive. Be sure to include updates to your
work such as recent articles or information.
• If you do not want to be connected to someone initiating a connection:
– If you do not know the person, it’s OK to ignore the invitation
– If you are uncomfortable with ignoring the invitation, send an email or InMail
message offering a reason for not connecting (i.e. don’t use that channel often,
trying to limit connections, etc.)
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(c) Leader Networks 2009 http://www.leadernetworks.com
25. L E A D E R NETWORKS
Inviting Others to Connect Online
Call it “the Virtual Handshake” – Best practices include:
• Asking permission to connect is encouraged
• Individually decide if it is appropriate to initiate a connection
• Always write a personal email – do not use an email template
• If a person doesn’t respond, generally do not send a reminder
• Thank people for connecting to you
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(c) Leader Networks 2009 http://www.leadernetworks.com
26. L E A D E R NETWORKS
Keeping Connections Alive
Best Practices & Opportunities
• OK -- you’re connected. Now what?
• Unfortunately, people often ignore connections until they need
something!
Instead ....
• Outreach to your contacts every so often
– Choose a few a month and email them
• Focus on accomplishments, recent wins, new blog post etc.
• Send them articles, ideas, discussions they may be interested in
• Use feeds and other features on networks to keep your profile active
(i.e. Slideshare or blog feed on profile)
• Keep track of what your connections are doing to benchmark yourself
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(c) Leader Networks 2009 http://www.leadernetworks.com
27. L E A D E R NETWORKS
LinkedIn and Connected
as an Online Promotion Channel
• “What are you working on” feature
(LinkedIn)
– Use to promote or market ideas or activities
• Drive traffic to your blog and presentations
– Blog, Slideshare, comments feed
• Premium service offerings
– Pay subscription rate to raise search result
visibility
– Ability to reach out and contact people you
do not know via InMail
• Ad Network (LinkedIn) Use all aspects of the profile
opportunity to demonstrate
– Targeted advertising for a fee to select
your thought-leadership so
demographic segments when others look you up,
you stand apart
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(c) Leader Networks 2009 http://www.leadernetworks.com
28. L E A D E R NETWORKS
Using Martindale-Hubbell Connected to Build Connections
Martindale Hubbell Connected – a
strong channel for finding others and
extending your referral network in
single location
Legal professionals only membership
base = all connections are safe and
relevant
Recommendation engine helps
members find other members
contextually
Interactive areas like forums, blogs and
updates enable knowledge of people,
practice and firms to come together
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(c) Leader Networks 2009 http://www.leadernetworks.com
29. L E A D E R NETWORKS
Community Connects Network To Professional Context
• Forums, podcast, blog
posts, quickpolls offer
insight and 360 degree
view of your network
(and you)
• 24X7 online conference
of expertise and
specialty
• Payoff for participation
is high. With legal-only
networks, 100% target
audience.
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(c) Leader Networks 2009 http://www.leadernetworks.com
30. L E A D E R NETWORKS
Professional Networks for Peer Collaboration
“You have a time-sensitive question you need answered.”
• Post a message in a discussion group
– Choose the universe for responses (i.e. LinkedIn = everyone)
– Legal professionals only (i.e. Martindale Hubbell Connected)
– A private group of select or selected individuals (LinkedIn or
Martindale Hubbell Connected)
• Launch a quickpoll or survey (i.e. Martindale Hubbell Connected)
• Use network mail to reach out to connections (LinkedIn or Martindale
Hubbell Connected)
• Majority of professionals use peer networks to make strategic decisions
Information is gathered, connections are built, decisions are made
quickly and effectively online.
(c) 30
31. L E A D E R NETWORKS
Professional Networks for Collaboration in Action
“What is the word on the street about the impact of
this new tax code amendment that just passed?”
• You find a group dedicated to tax issues on Martindale Hubbell Connected
and join the group.
• You look to LinkedIn Answers for a discussion about the new tax code and
read the responses.
• You search the Membership Directories and profiles for a peer who has
expertise in this new tax code and invite him to a discussion
• You search Twitter and see what people are saying about the topic.
• Once you have a point of view, you continue to participate in the forums
and also do a brief podcast on the topic for the online tax group
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(c) Leader Networks 2009 http://www.leadernetworks.com
32. L E A D E R NETWORKS
Participating in Online Discussions and Groups
In a discussion In a group
• Best for engaging a wide audience on • More private, with a smaller number
a topic, question or issue of participants and specific topics
• Open to all community members • Often closed and available only to
who can read and respond members of the group
• Expect quick but only moderately • Participation tends to evolve over
deep responses in most cases time and group dynamics apply
• Very common to invite others to join • When you join a group, be sure to
you in a discussion introduce yourself and participate
• Some discussions are transactional – • Make contributions and not sit on the
“how do I, where can I” and others sidelines. If you have nothing to add,
are more thoughtful and reflective. perhaps the group is not right for you
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(c) Leader Networks 2009 http://www.leadernetworks.com
33. L E A D E R NETWORKS
Using Groups to Segment Your Audience
• Groups are a great way to segment the growing audience of professional
network users
– Connect with other around a common professional interest
– Narrow peer groups into smaller, more focused clusters and allows for more
substantial professional conversation
– Enables “deep dives” into subject matter with others who understand the
nuances, language and issues of a specific topic
• Joining a group is a more intimate experience than joining a network
– Introduce yourself to the group and offer brief background
– Participate frequently and offer ideas, questions and insights
– Above all, be helpful and pro-active to maximize value for all
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(c) Leader Networks 2009 http://www.leadernetworks.com