PlanetNTF

Social media is an important part of how leaders can communicate with their employees and external stakeholders, but Groysberg warns it’s only a tool: “Fundamentally, if you try to build a conversation-powered corporation, technology can help you, but without dedicated leadership and an inclusive culture, it won’t happen.” The real goal, he says, should be a recognition that the flow of information has speeded up, and there’s no longer a clear line between “internal” and “external” communication. The new reality, he says, is about “feeling comfortable that you have a lot less control.” As we’ve transitioned to a knowledge economy, companies have to recognize that “knowledge workers are different than machines – they talk back.”

Years ago, says Groysberg, “It used to be the case that someone specializing in outside communications for a company could tell Wall Street the company was firing 5000 people and nobody inside the organization knew! But now, that email will find its way inside the organization.” In other words, your expectation should be full and rapid transparency.

These statements are so true. The only thing I was struggling wth, why the headline was Why CMOs should get used to less control. It is the whole C-level.

“Fundamentally, if you try to build a conversation-powered corporation, technology can help you, but without dedicated leadership and an inclusive culture, it won’t happen.” The real goal, he says, should be a recognition that the flow of information has speeded up, and there’s no longer a clear line between “internal” and “external” communication. The new reality, he says, is about “feeling comfortable that you have a lot less control.” As we’ve transitioned to a knowledge economy, companies have to recognize that “knowledge workers are different than machines – they talk back.”

Years ago, says Groysberg, “It used to be the case that someone specializing in outside communications for a company could tell Wall Street the company was firing 5000 people and nobody inside the organization knew! But now, that email will find its way inside the organization.” In other words, your expectation should be full and rapid transparency.

Great posting and quotes from Harvard Business School professor Boris Groysberg on the era of transparency and dialogue, the area of Social Business. I was only struggling why the author decided for the headline Why CMOs should get used to less control. Because they are owning Corporote Communications?

The C-level isn’t going to take a cold call or enthusiastically sit through a sales-oriented or product-centered webcast, so make sure your demand gen efforts are holistic by developing content across key topics that these individuals will find relevant, and deliver that content through appropriate channels.

Very true statement by C. Edward Brice. A lot of companies want to target C-suite, but it needs to be a very different approach than targeting traditional groups. And the key is how to catch their attention, how to address pain points they personally feel.

IDC also ranked the top vendors from a revenue perspective in a different study, "Worldwide Enterprise Social Software 2011 Vendor Shares." Tops by far was IBM with $105.4 million, followed by Jive Software ($65.3 million), Communispace ($60 million), Telligent ($42.7 million), and Socialtext ($34.5 million). Rounding out the top 10 were Mzinga, Lithium, Yammer, NewsGator, and VMware. I guess Microsoft was feeling left out so they picked up Yammer. It is also smart of IDC to not count SharePoint as social software.

Bill Ives on the market numbers from IDC. Guess which two statements I like most ...

Zwei Welten prallen im Netz aufeinander: Bürokratie und hierarchisches Management gegen verspieltes Experimentieren. Unternehmen, für die ein Twitter-Account schon die Zeitenwende bedeutet, werden daran verzweifeln. ...  Toffler sprach von der „Adhocratie“. Bürokratien eignen sich bestens für Aufgaben, bei denen viele Mitarbeiter ohne Spezialausbildung Routinearbeiten ausführen. Es sind statische Gebilde und dauerhafte Strukturen mit einem einfachen hierarchischen Aufbau aus dem Maschinenzeitalter. Da regierten noch Generaldirektoren im Kommandoton.

Adhocratien verlangen völlig andere Führungsmechanismen und Technologien. Das langsame Tempo des Maschinenzeitalters gewährleistete eine Verzögerung der Reaktionen über beträchtliche Zeiträume hinaus. ...

Der traditionelle Manager hasst die Welt der Blogs, Foren und Netzwerke. Alles eine Zeitgeisterscheinung. Er kann einen Tweet nicht von einem Tweed unterscheiden. Letzteres hängt ja als Sakko in seinem Kleiderschrank. Warum sollte es da noch etwas anderes geben. Neumodischer Kram. Das Netz richtet sich aber nicht mehr nach den Gesetzen der Tweed-Kanalarbeiter.

... Klugheit im Durcheinander der Vernetzung speist sich nicht aus dem kümmerlichen Geist des Controllings.

Ich kann nur zustimmen ...