Do you follow somebody on twitter who publishes great content but also tends to retweet anything (like anyone who thanks them), thus making it really hard for you to spot the interesting pieces in the mass of tweets? Than try this useful function: To turn off a person’s retweets, go on their profile, click on the little person icon next to the following button and select “Turn off retweets”. One exception: This only works for retweets sent by using the retweet button, not for those with RT at the beginning of the tweet.
Tag: big data (Page 13 of 14)
Hot of the presses!
- 96% of companies don’t link internal & external efforts – Dachis Social Business Council, August 2012
- And if you do link them together as per McKinsey’s Web 2.0 Survey – calculating the average benefit increase of Fully Networked compared to only Internal or External — showed that “Fully Networked” companies achieve 3.6X higher benefit increase.
So how about you? Are you linking the 2 together?
In most of the visits I do with companies on social, the big question I get asked is what is the benefit of becoming a social business?
Here are a few great benefits that I see:
- Stronger employee engagement. Stronger employee engagement leads to great client engagement. In a social business, employees are smarter, more loyal, and engaged because their organization uses social networks, collaboration systems and shared messaging services.
- Great talent in and around! A “social” approach enables employees around the world to tap into each other’s expertise and connections. Companies can attract top talent and give employees the social tools they need to work together. Executives can layer analytics on top of social technologies to make sure their companies have the right skills and expertise to meet market demands.
- Exceptional client service. A social business is also one where customer service is exceptional because the company reaches out to customers through social networks, Twitter and blogs in innovative ways and acts on the insights it pulls together about consumers. That way, customer service teams have the insights and the analytics they need to predict and resolve problems before they happen.
- Personalized. Value in a Social Business is created not for ‘market segments’ or demographics but for individuals. Companies can dish up more targeted offers to customers and respond more quickly to their problems. R&D can gain new sources of inspirations and insight from customers and employees so that the products customers want are the ones that get to market … customized to their particular need, even made to order!
What are your thoughts on the value you see in Social?
Happy Monday!
Today in our Social Business Coffee Break series we will focus in on the value of using social in your sales process.
I’d love your thoughts as well!
Social Media Tip of the Day!
Did you know that LinkedIn just announced a new function – mentions – which makes it easier to engage with your network by mentioning connections and companies in conversations on LinkedIn. Just start typing the name of a connection or a company in your status update box or a comment field and select the person from the list that appears in the drop-down.
The person or company you mentioned will receive a notification that they have been mentioned. Mentions will be rolled out to English-speaking members first.
With over 66% of top financially performing companies leverage social in their processes and over 80% positive impact on trust for CEOs who openly communicate on social, social can mean power to some and hype to others.
In the next 3-5 years the use of social media by Insurers will increase from 4% to 51% as one of the most important mechanisms to engage customers according to IBM CEO study.
Is this because of hype? I don’t think so. Financial Services has always been a “social” industry – we are now just shifting from F2F and phone to more online interaction; mirroring the shift of our customers and employees. The leading FSS companies are using social to explain changes to the financial environment and to provide increased clarity around specific products – partially due to changing regulatory requirements, but also to build trust.
Financial Services as a sector suffers from a major trust gap – social is a powerful capability for building trust
Financial Advisors are using social to engage clients and prospects – using social compliance capabilities to provide support for suitability and records retention. Many financial companies have embraced external social media for brand promotion, engagement, and marketing. Leading financial companies have also brought social capabilities inside the firewall. Regulatory requirements necessitate active social compliance monitoring and reporting
Complex, expert-oriented activities (e.g. commercial or specialty underwriting) can be faster (social collaboration) and more accurate (engaging the right people). Networking social capabilities into traditional core insurance and financial services business processes and legacy systems can create dramatic value while leveraging investments you have already made.
Today I am at Prudential for their Technology Leadership Conference and we will discuss these topics and more! I’d love your thoughts – especially if you are in the industry!
Global E-mail Patterns Reveal “Clash of Civilizations”
The global pattern of e-mail communication reflects the cultural fault lines of thought to determine future conflict, say computational social scientists.
Researchers analyzed a global database of e-mail messages, and their locations, sent by more than 10 million people over the space of a year. The results suggest that the pattern of connections between these people, clearly reflects the host civilizations. In other words, the way we send e-mails is a reflection of the mesh of civilizations that is an important driver of future conflict.
I have been meeting with a lot of clients and see a lot of discussion around governance and structure required. In a survey done in 1Q 2013, we see 2.7X the focus on developing social business governance.
Because there is no natural organizational owner of “social,” an effective governance structure must balance responsiveness and inclusiveness.
Being inclusive means engaging stakeholders early and broadly to build shared understandings and expectations. Responsiveness provides for clear accountability and speed in decision making. The challenge is to build governance structures and processes that accomplish both.
Having a relationship with your employees not just rules makes a huge difference in how successful you are!
Achieving the transformative value of becoming a Social Business involves connecting all parts of the organization (including channels, partners and customers) in new ways. It often requires quite new ways of managing people, flatter organizations, and significant cultural change. While becoming social provides individual flexibility, it’s important that the change achieves the unifying value for the company of the new goals and culture.
A strong governance program facilitates coordinated change. The governance is led by two complementary leadership groups who’s members include the major “organizational structures” (e.g., LOBs, Finance, Supply Chain, HR, Channel Management, …).
The first, the Executive Sponsor Group, defines the strategic linkage and goals of becoming a social business. Members are leaders across the organization. The second is a Digital Council. These are executives who are responsible for the organization-wide, execution creation of the Social Business plan. The representatives are often the social business leaders in their respective LOBs and functional areas, which ensures focus on the vertical and horizontal needs.
The Digital Council focuses on the key areas of a social program:
- Community Management – Provides a common approach to drive change and adoption at and across the LOB and functional level. It includes actions like community management, Content Management, community analytics, and best practices. While the focus is value at the LOB / functional level, the governance processes has a Center of Excellent that shares best practices to create a common social voice and approach across and outside the organization.
- Metrics and Measurement – Covers all elements of data and measurement. Starts with analytics / listening to guide the where and how to engage socially. This includes internal analytics of social networks, expertise, and projects, as well as the external listening and analytics. This group also is responsible for creating and automating the overall program measurements to track success, progress on the plan, and social return.
- Reputation and Risk Management – Focuses on 3 main areas: 1. regulatory risk and compliance(if relevant), social record retention for general discovery, and other legal and financial risks; 2. policies, guidelines and processes for the organization and associates to participate in social media (for example, IBM’s Social Computing Guidelines); and 3. proactively managing the organization’s reputation and having a defined plan to respond to various levels of negative media or emergencies.
- Standards – This group focuses on process and technical standards for a social business. While LOBs, major business functions, etc. require the freedom to build their social programs tailored to their needs, the Standards group ensures that the overall company can be nimble in connecting across boundaries in ways not always anticipated. Standards for brand and ways of connecting with partners, channels, clients, etc. ensure that the company is viewed as coordinated and focused on needs vs. a “collection of parts.” On the technical side, a common social business framework enables the new ways of working.