Global social business strategy explains how robust stakeholder and workstream research created global opportunities for a global NGO.
 CSRA just completed a global study of social business in ten OECD language markets that may bode well for commercial and nonprofit organizations that are considering global audiences. We found that when you ground your social business strategy on rigorous research into the people you want to engage (stakeholders) and their specific online activities (workstreams), social business strategy can be applicable in several language markets simultaneously, leading to significant leverage and supporting global go-to-market initiatives. Having personally worked and lived in several language markets, I was surprised by the strong stakeholder/workstream patterns; I had assumed that the markets would differ from each other far more. Here I’ll offer my reflections on the research as well as recommendations for using social networks for global initiatives.
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Evolving National-Global Recruiting and Sales with Social Business shows 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.
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Using Social Networks for Recruiting and Sales shows 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 […]
It’s more obvious than ever that the same crimes are committed (think “calamity,” not “Katrina”), but perpetrators switch interfaces. For example, my experience of the London scam happened via Facebook chat. Abstract up from the communications process or the subject and you’ll be more aware of the patterns. […]
LinkedIn Platform: a groundbreaking new opportunity for enterprises and individual executives to leverage syndication to enhance collaboration and reduce data management costs: highlights of the platform and analysis […]
One of key factors in driving Facebook’s explosive growth is the company’s genius globalization strategy. Most of its members are outside the U.S., and it powered past MySpace, the global leader for years, by using a crowdsourcing. This post compares MySpace’s legacy international strategy with Facebook’s Web 2.0 community strategy. […]
Startling Web 2.0 strategy and tactics: comparing MySpace and Facebook approaches to globalization and drawing lessons for executives: the power of crowdsourcing […]
Presenting Linkedin for Cross-border relationships and deals 18 February 2009 in Chicago, hosted by the Swedish-American Chambers of Commerce […]
Summary of how LinkedIn will transform the economics of cross-border deal making.. and opportunities and threats for professionals […]
Take advantage of breaking Web 2.0 trends to manage risk and enhance rewards in 2009
 2008 was a momentous year punctuated by rising economic uncertainty, Web 2.0 innovation in politics and increasing opportunity to create uncommon advantage in many industries. How much can volatility increase? We are on a merry-go-round that’s accelerating; it’s giddy and scary, depending on one’s point of view.
To celebrate and help you to seize the day, I have spent the past week on three articles that represent some of my most important writing of the year:
Web 2.0 Case Study: Obama’s Use of Social Media 2008 Year in Review: Social Media out of the Gate, in Full Run 2009 Predictions and Recommendations […]
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