csra1

Past Issues

Themes

Strategic Opportunities

Mobile Tools for Digital Transformation

Join Discussions

I invite your voice in these conversations on other blogs:

Chief Digital Officers and Transformation

Chief digital officers and transformationChief digital officers and transformation will go hand in hand as the position and its competencies take shape over the next few years. Historically, commercial, government and nonprofit enterprises, when faced with profound business change or technology disruption, respond by elevating new types of leader to the “C” level. Chief Knowledge Officer, Chief Process Officer, Chief Ecommerce Officer and the like become de rigeur for a few years and fade, either because the new disruption proved less sustainable than anticipated or because the competency became subsumed by a more core function.

I predict that the Chief Digital Officer (CDO) will play a vital role at most organizations through 2020, but the organizational role will be fleeting as a standalone. “Digital” will integrate all functions and be the standard eventually, but organizations require intense transformation to get there, so the CDO will play a crucial role. My ongoing analysis of social business adoption indicates that the market for social business transformation will hit an inflection point by 2017, as more advisors and executives see the power and results of digital communications […]

Social Business Strategy Use Cases

Social Business Strategy Use Cases[UPDATED] Social business strategy use cases represent scenarios in which most organizations find themselves, and they reflect some of the choices of which CDOs, CMOs and CEOs may use as they plan to evolve their enterprises in order to either improve returns or simply remain relevant in volatile markets.

Social business strategy is inherently transformational to large organizations whether they are in commercial, nonprofit or government sectors. All organizations are hives of people communicating and collaborating to execute business processes (“work”). Digital social technologies have reduced the cost of communication (and therefore much collaboration and work) by an order of magnitude (roughly ten times). Collaboration and innovation, before digital social technologies, were slow and expensive. Now they are very fast and inexpensive—when organizations learn how to use them. Organizations that learn how are more responsive to their constituents and customers, so the market rewards them—and will increasingly punish those that lag too far.

These use cases focus on building enterprise social business internal capability, and they are also helpful to consider when selecting social business advisors. Please consider […]

Social Business Team Building [Recruiting]

[UPDATED] Several times over the past few years, I have been contacted by major brands to advise them on finding a “social media executive” to help them “figure out social media” and “create a strategy.” In 2012, many firms began building social media teams in earnest, and this trend will continue to grow in the years ahead. Firms are also bringing “social media work” inside after having outsourced it to agencies. All of my client work has involved helping clients to build social business competency and teams, so here I’ll offer some pointers for how to build teams and avoid the pitfalls most companies experience.

Although each organization’s culture is different, the CEO, CDO, CMO or CAO will be happier with the social business investment if s/he doesn’t invest far ahead of return on investment, which remains low at firms that insist on “business-meaningful” metrics, not the PR- or “brand-building” variety. It’s a chicken-and-egg challenge: how do you know what kind of team to build until you’re achieving real business-meaningful returns on your social business initiatives?

[…]

Social Business Policy: Boosting Legal Safety and Employee Engagement

Social Business Policy | social business management | best practiceSocial business policy (social media policy) engagements are some of the most interesting, revealing and critical engagements CSRA has done. Of course, organizations’ main motivation for creating social business policies is protecting themselves against possible legal threats caused by employee interactions online; however, a far greater threat is overemphasizing the legal threat and sabotaging employee engagement online. Well researched and crafted social business policy increases trust between the employer and employees—and among employees, leading to more appropriate online interactions, which burnish the firm’s reputation. Here, I’ll outline how you can use the process of creating the policy to manage legal exposure while increasing employees’ trust and productive social business activity.

[…]

Recruiting: How Firms & People Can Use Social Networks to Win

In Recruiting Reinvented, the CEO of Reppify, which advises firms on using social networks to find job candidates, shared several nuggets for candidates, with a glaring omission that I’ll reveal below. Keep in mind that the focus of the interview was on how firms could use social to up their game, so the nuggets went unnoticed, except over here! One of Reppify’s core offerings is advising firms to use social networks to discover and engage candidates, but without setting off any legal land mines. I’m assuming that Reppify, in addition to screening candidates for clients, creates templated workstreams for their clients to improve recruiting while reducing risk.

[…]

Evolving National & Global Recruiting and Sales with Social Business

Evolving National-Global Recruiting and Sales with Social Business shows how firms can increase quality of recruits and sales leads while cutting costs.

Evolving National-Global Recruiting and Sales with Social BusinessSocial 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.

[…]

How to Create More Career Opportunity in 2012

Many employment or career-related discussions contain a feeling of gloom and doom, but I have noticed a paradoxical market development: that the unpredictable and volatile economy that affects all businesses and careers is actually driving more demand for expertise, but the demand doesn’t look the same to companies or workers. Here I’ll explain how this works, but even more important, I’ll give you some practical tips on using the market to your advantage (featuring social technologies).

[…]

Using Social Networks for National & Global Recruiting and Sales: Three-Stage Adoption Model

Using Social Networks for Recruiting and Sales shows how firms can increase quality of recruits and sales leads while cutting costs.

Using Social Networks for Recruiting and Sales: Alumni-Driven Adoption ModelSocial 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, […]

Social Networking for Professional Services Firms

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. […]

Alumni 2.0: Employer-Employee Realignment

Alumni 2.0 is a key component of transitioning to a new employment paradigm by using online social networks like LinkedIn; this post outlines some of its key concepts […]