7 Social Business Transformation Tools provides digital executives the vital tools of online engagement, from the Social Business Life Cycle and Social Business Strategy Use Cases to the report that ranks social business advisory firms in their ability to help firms transform.
7 Social Business Transformation Tools is Part3 of the CDO Guide to Social Business for Transformation. The tools it describes encapsulate thousands of hours of hands-on experience with strategy and in-the-trenches execution work with global brands, and they explicitly address the ins and outs of people, process and technology. Part3 includes links to tools’ full versions, so CDOs can use it as a dashboard.
The Guide to Social Business for Digital Transformation helps Chief Digital Officers to understand and act on rapidly improving stakeholder relationships, productivity and business performance. The Social Business Competency Center has even more resources. The Chief Digital Office has other competency centers in Mobile, Big Data & Analytics and Ecommerce.
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TheSocial Business Enabler of Digital Transformation reveals how social technologies have changed the economics of interacting and collaborating, and it presents four ways that Chief Digital Officers can use social to lower risk and boost returns of digital transformation.
![The Social Business Enabler of Digital Transformation [CDO Guide to Social Business Part1]](http://rollyson.net/wp-content/uploads/2013/06/CDO_socbus_1_main2.png) Social business competency is pivotal to digital transformation because it combines four unusual characteristics. First, it makes interacting and collaborating an order of magnitude faster and less costly than current processes; second, few organizations understand how to use social business to interact with key customers to boost profit, so leaders enjoy rare advantage; third, when compared to ecommerce, mobile and big data & analytics investments, social business shows results quickly and costs less. Lastly, social business reveals what stakeholders really think when organizations aren’t in the room, so it’s effective for due diligence and “requirements analysis” for ecommerce, mobile and big data investments.
As Social Business Enabler of Digital Transformation explains, social business has a two-fold value proposition for Chief Digital Officers: they can use social directly to drive reputation, innovation and […]
How Social Technologies Have Disrupted Organizations is a quick overview of the business and social environment around commercial, government and nonprofit organizations that sets the context for using social business for digital transformation.
![How Social Technologies Have Disrupted Organizations [CDO Guide to Social Business Preview]](http://rollyson.net/wp-content/uploads/2013/06/CDO_socbus_pre_main2.png) [UPDATED] Social technologies are quickly changing the context around why people buy products and services. Leaders of organizations in business, government and nonprofit sectors harbor a false assumption that is becoming lethal in the digital social age: they assume that products and services have inherent value to customers and constituents. In fact, products and services represent costs to customers and revenue to producers and service providers.
Customers must use products or services to create outcomes that are personally or professionally meaningful. The use of the product or service is where the customer or constituent produces value. This is why they buy. “So what,” you might be thinking. In this post I’ll show how digital social technologies are weakening mediocre products and services and how organizations can use social business to strengthen their offerings. Read a more in-depth treatment in […]
The Mobile Competency Center’s mobile transformation roadmap assumes “average” stakeholder (“user”) mobile adoption and enterprise competency, but its premise is that all organizations can use mobile to transform their relationships with stakeholders. This matters because most firms have weak customer relationships, which consist of mass communications, impersonal sales transactions and cost-minimized service processes. Done right, mobile offers visionary Chief Digital Officers a rare chance to increase their relevance to customers—and boost competitiveness.
This roadmap is necessarily a broad guideline because each organization’s optimal path of initiatives and milestones will depend on numerous variables. The sequence and priority of each part of mobile transformation will depend on the mobile adoption of highest priority stakeholders, how the firm wants to connect with them and the firm’s mobile resources and expertise. Knowing these variables will enable the CDO to sequence the roadmap.
Mobile Transformation Roadmap is Part3 of The CDO Guide to Mobile for Digital Transformation.
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 Personal Individualized Experience is the DNA of digital transformation. It refers to using an optimal mix of people and digital technologies to provide personal interactions at scale, so it’s central to the mission of chief digital officers and CEOs and boards who hire them. Prior to digital and social technologies, organizations faced a trade-off between “personal” and “efficient” interactions with their stakeholders (customers, clients, employees, partners, regulators… hereafter “users”). Now this is no longer true; they can provide personal interactions at scale, once they learn how and where to interact efficiently and authentically.
Used well, digital and social technologies retain an authentic human element while digitizing key aspects of relating to people. Therefore, organizations/firms/brands (hereafter “firms”) can now provide the Personal Individualized Experience (PIE). This post explains the three components of PIE and shows how firms can use them to build and maintain authentic and profitable relationships with users.
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Ubiquitous Computing Primer reveals mobile’s ultimate business context and enables astute digital executives to create a whole new layer of value from their mobile investments. “Mobile” is far more important than launching smartphone and tablet apps because “smart” devices will interact with each other to provide a new level of capability and customer experience. This primer is a very brief treatment of a complex subject, so follow its links to drill down.
In 2013, smartphones and tablets imply that people are interacting with each other and “the Internet,” but “mobile” is becoming a “feature” of all kinds of devices and products in a phenomenon called “ubiquitous computing.”
Ubiquitous Computing Primer is Part1 of The CDO Guide to Mobile for Digital Transformation.
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 In case you missed it, this seminal post from the New York Times shows a startling example of “big data” hitting retail. Data collection and mining have enabled Target, for example, to predict what degree of pregancy young mothers are in—based on the kind of things they buy.
Although Valley visionaries and enterprise data engineers have been talking about “big data” for years, this post brings it down to the personal retail level. Due to the growing appreciation of social data and behavior, data scientists and marketers now have the glue to use data to increase relevance to customers and clients.
In this post’s main example, data engineers analyzed purchase behavior of pregnant mothers, sifting through voluminous retail data, and they found plenty of patterns that indicated that women were pregnant, down to the trimester! Obviously, enterprises have a large responsibility to use data in ways that won’t violate trust, and many will make mistakes in their efforts to pump up quarterly numbers.Put another way, buying transactions are *very* social, so retailers, whether bricks and mortar or ecommerce, will unleash tremendous intelligence in […]
Reading between the Lines: Apple’s New Business Strategy reveals why Apple could emerge as a three-screen player par excellence.
 Apple’s name change in early 2007 was heralded as the company’s redefinition as a consumer products company. The conventional wisdom held that the lion’s share of the run-up of Apple’s stock price had been due to the excitement of the iPod and the successful rekindling interest in the company’s Macintosh computers. Moreover, Apple’s stock had limited headroom because consumer electronics heavies were getting into the market for music players, and this would leech profits. The iPhone looked great, but it was overpriced in a hyper-competitive market; it wouldn’t penetrate much beyond a few gadget freaks.
This prevailing view works great for Apple because it keeps people focused on the wrong things—literally. Apple’s business strategy is far more profound. It goes far beyond the SIC, hardware or even software. It is an experience strategy based on content and communications.
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