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A User’s Guide to 21st Century Economics
“This year, leaders of all kinds face a single, critical challenge: building 21st century organizations that yield new sources of advantage, powered by new rules of management.
Here’s why – and how to get started.
Tomorrow will not be like yesterday. This is no mere recession: it’s a tectonic global shift in savings, consumption, and investment. Today’s macropocalypse is a rupture in the global economic fabric – and the next half-decade will be spent reweaving it. It is not a temporary departure from business as usual, an illness – it is a structural transformation, a lasting change. “
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Yesterday’s businesses were built for a world of overconsumption, artificially cheap production, symmetrical competition, and macroeconomic stability.
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hey look and feel radically different because they were built for 21st century economics, not 20th century economics. They are organized and managed according to new rules; and it is those new rules that make the difference between surviving – and thriving in – the macropocalypse, or being vaporized by it.
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At the Lab, we’ve found that value chains built on inert channels are significantly less profitable than value chains built on circuits – two-way channels, where context flows in one direction, and goods in the other.
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At the Lab, we’ve found that scarcity pays: companies who can rescale production at the micro-level are disproportionately more profitable and powerful
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At the Lab, we’ve found steeply diminishing returns to orthodox strategy – because, like actual war, it destroys tomorrow for today. The 21st century demands a rethink of what’s “strategic” – versus what’s merely selfish.
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At the Lab, we’ve found that higher-order innovation – business model, strategic, and management innovation – is associated with significantly more powerful and durable value creatio
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How do you measure that? (Enterprise 2.0 2011 session)
“How do you measure that?”
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Réseaux Sociaux d’Entreprise, tout simplement
“Cecil Dijoux nous livre sa vision des réseaux sociaux d’entreprise et de leur mise en oeuvre au bénéfice des organisations.
A lire en complément de la présentation du « Social Dynamics Model » publiée ici.
Riche, pertinente, :
Table des matières
L’économie de la connaissance
Challenges pour les organisations du 21ème siècle
Réseaux sociaux d’entreprise
Les propriétés uniques des réseaux sociaux
Au coeur de la stratégie
Intégration
Culture
Implémentation” -
ROI is the THING; the ONLY THING when it comes to Social
“”No one here is hounding me for the ROI”.
That’s the last sentence in “(Like) + (Retweet) = $$$?” an article from the July issue of FastCompany. The article is about the ROI of social media; from Likes, to Tweets, to contests to Social Business Software.
Here’s what I have to say about that quote: YIKES!
The article includes quotes from senior marketing executives from Audi, Home Depot and Sephora (who provided the one above), saying in essence that they have no idea about the value of their company’s social media activities and investments. Worse yet, these executives indicate that no one is really asking them to demonstrate the ROI.”
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This inability to show the ROI from marketing is a main reason why the average tenure of a CMO is under 24 months, which is less than half that of a typical CEO.
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Maybe the issue is we as marketers have forgotten how to do statistical correlations, don’t get six sigma, can’t be bothered with AB testing, or are not maniacal about numbers
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Plus we measure and track daily how many leads we get through the community and we know that leads that come in from the community convert at a better rate then almost every other source of our leads. We understand the customer service impact from Social and we track digital body language and use that to kick off lead nurturing activities which we rigorously track.
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Why? Because we’ve created a culture of accountability and a burning desire to find out ROI. So no one needs to wait for me the CMO to hound them about the return. The team has an inner desire to find it out. And the team loves analytics.
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EVERYTHING can be measured to how it impacts ROI, and if it can’t, it can’t be very important. My advice is you not wait to be hounded for the ROI on Social. Do AB testing, regression testing and analysis, conjoint analysis, digital body language, digital couponing/offers testing…anything, something!
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We’ve shown that Social Business is Good Business and so can you. And when you do show that Social works, you’ll help your company achieve rapid growth in new customers, lower cost of acquisition, higher life time value, increased EBITDA and ultimately increase the economic value of your enterprise
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Accès aux données dans le cloud : l’UE confrontée au Patriot Act américain
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Les membres du Parlement européen veulent savoir quelle attitude les législateurs comptent adopter dans le conflit qui oppose la directive européenne sur la protection des données (Directive 95/46/EC) au Patriot Act américain.” -
Putting the Relationship back in Customer Relationship Management
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Hard And Soft Power In Enterprise 2.0
“Soldiers and diplomats recognize the power of the stick as well as the carrot. Time for E2.0 evangelists to toughen up.
Enterprise 2.0 evangelists make a key strategic mistake in how they frame their efforts: They adopt an “all carrots and no sticks” approach to Web-based busines”
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Consider the most beloved words and phrases in the E2.0 movement: cooperation, collaboration, win-win, co-creation, delighting customers, social, word-of-mouth, authenticity, engagement, conversation, empowerment, strengths, true fans, tribes.
And consider the words that are conspicuously absent: winning, losing, out-maneuvering, competition, fighting, deception, coercion, exploitation, weaknesses, penalty, lawsuit, perception management, spin, inter-tribal warfare.
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Apparently, blogs, wikis, and social networks have transformed human beings into angels.
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You see, the “business is war” approach isn’t a reluctant choice on the part of fundamentally peace-loving types. To the Stickists, “business is war” is what attracts them to the world of business in the first place. If the Carrotist utopia is about peace and harmony, the Stickist utopia is about constant conflict, a sense of urgency, an addictive cocktail of fear and excitement. To them, peace and harmony equals death by boredom.
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The key is to get away from the heart-and-brain frames (which lead to emotion-draining Kumbaya-and-ROI tactics) and move to heart-and-guts frames (which lead to emotion-amplifying Kumbaya-and-War tactics).
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And the way to do this is to learn and enjoy the language that is alien to you. Carrotists need to learn to speak Stick-talk, and Stickists need to learn some Carrot-talk.
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Language Of Social Sounds Too Soft To Business
“Why is Enterprise 2.0 still considered more of a “movement” than a business imperative? Its evangelists speak more like Dr. Phil than Jack Welch. “
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When they asked him which specific business problems his “solution” would ostensibly solve, he didn’t have much of an answer beyond the esoteric promise of enhancing engagement and promoting knowledge sharing. Worthy goals, but how would those things improve business performance?
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Enterprise 2.0 is still considered more of a “movement” than a business imperative. The movement’s evangelists employ the kumbaya language of community engagement rather than the more precise language of increasing sales, slashing costs, and reducing customer complaints.
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Even the names of some Enterprise 2.0 software vendors convey a less than rigorous business purpose. Take microblogging software provider Yammer, whose catchy name was conceived to convey “persistent communications,” says CEO David Sacks, but which literally means to whine or whimper. Or Jive, which can mean glib, deceptive, or foolish talk–B.S. And Twitter? A short burst of inconsequential information. What’s next–a content management provider called Drivel and a reputation management software company called Sycophant? No wonder it’s taking CEOs and CIOs so long to take social business seriously.
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