#socialbusines

[talentrecruiters-blog]

HR Recruitment company in noida

"Human Resources isn't a thing we do. It's the thing that runs our Business." #recruitement #socialbusiness #businessmedia #digitalmarketer#humanresource Web :- www.talentrecruiters.info

[talentrecruiters-blog]

Best placement consultancy in noida

“Train people well enough so they can leave, treat them well enough so they don’t want to.” #recruitement #socialbusiness #businessmedia #digitalmarketer#humanresource Web :- www.talentrecruiters.info

[talentrecruiters-blog]

HR Recruitement company in noida

"Human Resources isn't a thing we do. It's the thing that runs our Business." #recruitement #socialbusiness #businessmedia #digitalmarketer#humanresource Web :- www.talentrecruiters.info

[digitalnaiv]

[EN] Training is needed, but don't mix up External Social Media and Internal Social Business Use Cases in B2B

Training is needed, but don't mix up External #SocialMedia and Internal #SocialBusiness Use Cases in #B2B

Not happy, that again somebody is mixing up EXTERNAL usage of Social Media in Marketing, Sales or Customer Service and INTERNAL usage within the enterprise or in B2B environments with focus on business-relevant collaboration. Although some mechanisms and behaviors are the same, the purpose and goal is something fundamental different. Stop mixing up Social Media and Social Business – although the…

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[ameuramor]

Quote of the Week

[afluxstate]

Is this Social Business Goldrush over? David Cushman

Here's a little question and answer session that I conducted over email with David Cushman, Strategy Partner, The Social Partners and author of The 10 Principles of Open Business. It forms part of a companion piece i'm writing for Our Social Times to tie in with the Is the social business gold rush over?  webinar they are running next week. The questions were based on the themes they'll be covering.

Justin: Has the term ‘social business’ simply failed to inspire C-suite executives? Is it simply a matter of terminology?

David: Yes. That's why I've been talking about Open Business for the last few years - and why my next book is called The 10 Principles of Open Business. What's the difference?

At its simplest:

1. Social is about the tools - Open about behaviours:

Often social business conversations focus on implementing software. Open Business urges you to think Behaviours first. What are people doing, what can and will they do? If you are starting with tools you are likely starting in the wrong place.

2. Social is more about messages - Open is more about production.

Open Business urges you to consider ways of making things with the people for whom they are intended; for the best possible fit with real need; for efficiency; for results people care about. Messages are an outcome of this process - not its purpose. Talk 'social' and all roads will lead you back to messages.

3. Social is customer centric – Open makes partners of customers.

Stop thinking about customers. Customers are people you intend to do things to. Open Business urges you to think about the long-suffering customer as a partners to work with, instead. It pushes those people deep into the production process - right to the start, to join with and be supported by the org in delivering the things all parties want - all partners want.

Justin: Are boards more comfortable implementing internal social change, while limiting external social risk?

David: Some are but those driven by Purpose (principle one of the 10 Principles of Open Business) tend to be braver: Tesco PLC is on that journey right now (take a look at their corporate site). Look at Patagonia too - they are even constituted legally in a way that shifts priorities from simple money-making.

Justin: Where are the social business pin-ups? The successful case studies.

David: Patagonia is a good one - see above. There are dozens in my book - at least dozens which are following one or more of the 10 Principles of Open Business.

Justin: What does this mean for organisations thinking of investing in social business strategies?

David: Focus less on technology more on partnerships

Justin: Is this simply a case of the experts being out-of-touch with reality? A rush into the future while most of us are still trying to figure out the basics?

David: I think it's a result of a reductionism - trying to simplify massive change to the selection and delivery of a series of social tools. This focus on the technical means the human element - the really important part of what those with their 

hearts in the right place were trying to achieve with social business - is inevitably missed out.

[afluxstate]

It is difficult talking about social business without immediately falling into a language of cliches, appropriated words and somewhat playful word acrobatics - disruption, openness, trust, collaboration, participation, authenticity, transparency, decentralisation, reciprocity amongst the more mainstream ones. These words are bandied casually around like some charm or amulet in the belief that their mere mention will magically transform a business willing to listen into a 'social business'. And yet, when we realise that the 'pixie dust' doesn't work, as is inevitably the case, we stand dumfounded and incredulous. It wasn't meant to be this difficult. I ask myself, in some kind of self-absorbed monologue (and yes there have been many): Why can't others see the future that I see? But despite these moments of self-indulgent reflection, there is a certain inevitability about the notion of the social business, which in time will transmogrify into simply - business. Regardless of which 'school of social soundbite' you subscribe to, there are two undercurrents, amongst others, which in a sense nullify the many protestations, hesitations and nervous discussions that exist towards social business today, and in a sense render the term social business meaningless anyway. The first is that this shift is in the hands of people, not customers, not organisations, but people - you and me. We have access to the most powerful tools of mass communication that we have ever had. We are not about to give this up. In 2008, Clay Shirky wrote: "When we change the way we communicate, we change society." Perhaps he states the case somewhat dramatically, but the point is made. The second is that the people who are toing and froing today about social business - that's you and me as well -are not the people who will be working, making decisions or buying the products and services that will exist in 10, 20 or 30 years time and beyond (well, hopefully not working or making decisions at any rate). By that time, the discussion about the ROI of social business or the definition of what a social business is will hopefully and mercifully be no more than a faint memory consigned to some earnest PhD student's research somewhere, if indeed, the discussion was ever really needed anyway.

Guy Stephens, Social Business/Social Customer Care, Managing Consultant at IBM (@guy1067)

[afluxstate]

In U.S. primary schools, children learn about their state's history around third grade. In Georgia, they hear about James Oglethorpe and settlement by convicts. In Texas, they learn about a rocky relationship with Mexico. In California, they read about the 19th century discovery of gold and take field trips to pan for any remaining traces in the northern hills. As adults, most of us have an abridged understanding of the gold rush story -- accidental discovery, influx of prospectors and displacement of native people, and the eventual naming of a pretty good NFC football team. For businesspeople, the lesson learned is repeated over and over again: as a class of participants, it was the outfitters (e.g. Levi Strauss) that made big money, not the prospectors. It's amazing to think about this story and watch the dynamics play out again in social business.

Peter Kim, Chief Solutions Architect at Dachis Group, and co-author, Social Business By Design (@peterkim)