On the place of social media in corporate strategies
Summary : More and more strategic plans are now involving social media. Should we welcome this or worry ? Knowing that tools are there to serve strategies it may be a bad news to see them promoted to the same level as what they have to serve. The risk...
Change or don’t change..but don’t stay on the middle of the ford
Summary : as any strategic project, a social business or enterprise 2.0 one need deep changes in the organization to be successful. One the most common causes of failure is that not all the consequences are drawn, that what has to be changed in order to make things coherent...
Avoiding risk may be a very risky strategy
Are we we talking about changing the way people work or about the need to interact differently with partners and clients, despite an unanswerable analysis of the context and the proven existence of many tangible opportunities, many prefer to curl up and adopt a rather conservative and defensive strategy,...
Your knowledge helps you more than your productivity
I've always had an ambiguous feeling about productivity. In the one hand, doing more or faster with the same amount of resources is a significant improvement. In the other hand, with hindsight, we have to admit that productivity continuously increased these last decades, that whenever a hard time everything...
Beyond social CRM : social stakeholders management
Last week I wrote what social CRM meant to me. It's the inevitable step toward the implementation of a customer relationship management of a new nature. Clients are not only marketing objectfs or elements of a sales pipe anymore but people with whom businesses built things on a long...
The twilight of enterprise 2.0 and the emergence of process socialization
The last Enterprise 2.0 conference in Boston sounded the knell of many illusions. It won't be a surprise for anyone, we've been talking about that for months and feeling it was coming. First, the beginning of a move of enterprise 2.0 toward the real enterprise, then a try to...
Even in downturns, human capital has to be protected
Because they didn't have the time (or the will) to make the structural decisions that would help to face a downturn, companies often react by acting on the easiest adjustment variables :
• Cuts in bugets
• investments putt offs
• employees lay offs.
It makes it possible to attend to the most...
Boards in the mist
Boards have to be mobilized in order to make the right decisions to survive the crisis. Nothing new. But according to this essay from McKinsey, it's far from being that simple.
Three reasons are put forward
• Boards follow unchanging procedures and ritualss. Defines shedules on a yearly basis, documents and...
Enterprises far beyond enterprise 2.0
A few weeks ago I amused myself proposing a few tracks on what enterprise 2.0 may be in 2009. But I think pushing the reflection beyond would be worth : enterprise 2.0 is only a side of a much complex reality that is enterprise and will be of any...
Enterprise 2.0 : the CISCO case
You certainly haven't missed the abundance of articles devoted to CISCO in recent times. The American giant is perhaps the first example of a global 2.0 business, or at least one to be so successful in its approach. A lot has been written on the subject, which you can...