Analytical Creative – Data driven insights and creative solutions to improve customer experience and goal realization
As global citizens, it seems that we are constantly confronted with a growing list of daunting challenges to our survival as a species and to our planet. It has become apparent to many that we can’t do it alone; we’ve got to work together (apologies to fans of Ayn […]
collaboration We’ve seen an explosion in the use of social networking by individuals in their role as consumers. However, many organizations are just starting to address employee collaboration at work. Many organizations that have started this journey are struggling to drive adoption of the collaboration tools or measure the […]
Over a surprisingly brief period, the use of social tools and technologies has grown from limited experimentation at the edge of corporate practice to what’s now the mainstream. But after this strong initial uptake, many companies find themselves at a crossroads: if they want to capture a new wave […]
advertisement Mount Everest Why do so many social business programs fail? Gartner research estimates that fully 80% of social business initiatives will deliver disappointing results over the next three years. That’s a bad track record. It’s almost as if organizations were sabotaging their own efforts. A careful look at […]
Many brands are moving away from metrics that purport to measure ROI on social media. They’ve realized that social media isn’t a transactional engine or sales machine, so they’re dropping half-baked indicators that gauge secondary effects, such as financial return. Instead, the new metrics evaluate social media strategies in […]
In 2009, I wrote: Like it or not, large enterprises – the big name brands – have to work in structures and hierarchies that most E2.0 mavens ridicule but can’t come up with alternatives that make any sort of corporate […]
Measurement remains a bug bear for internal social business initiatives. Some enterprise social software tools are implemented with little or zero budget, with an expectation that even if the return isn’t measured it is expected to be positive. In part, this approach is driven by the difficultly of measuring […]
“If your organization requires success before commitment, it will never have either. Part of leadership (a big part of it, actually) is the ability to stick with the dream for a long time. Long enough that the critics realize that you’re going to get there one way or another…so […]
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LM: A great example of where proper alignment with business processes and metrics would have changed this CIO’s answer….
“I don’t know” isn’t usually the answer most CEOs are expecting, particularly when their question is focused on the probability of success for a new enterprise-wide initiative that will require significant investment and probably mean big change for the organization. And yet that’s what one CIO recently offered up to his boss for a project proposal that he himself pitched to his executive. It sounds like a career-limiting move but given the somewhat risky nature of the project it was likely the most open and honest response he could have given; and one that required more than an ounce of courage.