|
|
 CSRA launched the Executive’s Guide to Google+ because we thought it had significant disruptive potential for many of our clients, and our recent conference appearances (link to presentation below) have only underlined two of Google+’s unique attractions: your competitors don’t understand it and Google is managing it as a completely different animal, not a social network. Here I’ll share audience reactions to my recent Google+ presentations at public social business conferences and private corporate meetings. Continue reading Google+ Disruptive Potential Reflected by Conference Audiences
How firms can increase quality of recruits and sales leads while cutting costs
Social networks can help organizations, whether commercial, nonprofit or government, to significantly improve their efficiency in business processes like recruiting, sales and service. This is what we call “Enterprise Process Innovation” because, by using social networks to create and nurture relationships with alumni, your employees can diminish the time required to accomplish tasks within these processes. It’s well known that most alumni, former employees, move to firms that are related to your business (adjacent in the value chain) or complementary in some way. Yes, some move to competitors, but they are usually in the minority. Social networks, by significantly reducing the cost of having relevant, quality conversations, make robust employee-alumni networks actionable as never before.
All organizations (I’ll use “firm” to denote for profit, government and nonprofit) have business processes that benefit from relevant insight and introductions from other people: insight about the situation of the prospect, where the best sources of new recruits, etc. Alumni 2.0 is an evolutionary approach to transforming firms’ relationships with employees. The legacy employment model is utilitarian: firms hire when they need skills and fire when business drops. End of story. Some firms make half-hearted attempts with sub-par email newsletters, but these don’t even begin to tap the potential of vibrant employee-alumni networks.
Here I will lay out an incremental, three-stage model that starts simply, pays dividends quickly and evolves to support more complex business processes over time.
The launch of Google’s new social network has poignant significance for executives—in predictable and surprising ways. Google+ is exceptionally significant because it is an exciting new social venue with the potential to disrupt, but even more important, it can teach us about how the ecosystem works and how organizations can learn to use it to garner support for things they care about. Here I’ll outline my first impressions and give general guidance for executives to take advantage of Google+’s potential. Continue reading Why Google+ Should Be on Executives’ Radar
 Facebook Pages and Groups are rapidly becoming like websites or phone numbers—overwhelmingly banal. Last year, it was still novel for many companies and governments to launch Pages or Groups, but 2010-2011 is proving to be the inflection point: people merely expect Facebook presence because every organization has one. In step with this, the competition for Fans’ (now “Likes”) attention on Facebook is high and will continue to get higher. That said, as difficult as it is, launching and growing a powerful Facebook presence is eminently doable with the right strategy and execution. Here I will share some of my notes with a current engagement for how to grow a quality Fan base by building and leveraging a network around your presence. By the Way, Pages and Groups share similarities but they are distinct in their functionality. This post will focus mostly on Pages, but many of its techniques will work with Groups as well. Continue reading Four Steps to Building Facebook Presence, Network-Style
To fully appreciate how “touch” applies to LinkedIn interaction, imagine yourself as a human brain. Through the centuries, you have evolved, and one of your key survival mechanisms is discerning how much of the truth someone is sharing with you. Hence, you rely on nonverbal communication, which is much more difficult to fake because people are less aware of it than they are of their words. [...]
Pioneers will move first and seize the advantage, putting themselves in the (digital) room, and you will not be there. Therefore, delaying adoption to remain in the realm of the known may be comfortable, but risk increases each quarter because clients are adopting social networks and changing their expectations of their professional services providers. [...]
Approach this as a relationship building activity, there are no magic bullets, and most of these tactics will take some time to show results. If you want readers, you need to focus on building relationships with them by showing that you are relevant to them and by showing that you care about things in which they are interested. [...]
Summary of how LinkedIn will transform the economics of cross-border deal making.. and opportunities and threats for professionals [...]
LinkedIn marketing chief briefs Chicago CMOs on strategy, direction and utility of the executive network for B2B relationship development and sales [...]
How you can use LinkedIn to maximize the number of clients in your portfolio that map to your firm’s unique selling proposition—boosting profitability [...]
|
Executive’s Guide on Twitter
|
CSRA launched the Executive’s Guide to Google+ because we thought it had significant disruptive potential for many of our clients, and our recent conference appearances (link to presentation below) have only underlined two of Google+’s unique attractions: your competitors don’t understand it and Google is managing it as a completely different animal, not a social network. Here I’ll share audience reactions to my recent Google+ presentations at public social business conferences and private corporate meetings. Continue reading Google+ Disruptive Potential Reflected by Conference Audiences
