To celebrate it, we wanted to give you something special on the blog today. When you move about the internet and social networks, you’ll encounter many types of different users: from those that walk without glancing up from their cellphone screen to those who still send you text messages to meet.

Tell us, which one do you identify with? Which do you think is the most common user in your personal and work environment? If you want, you can share it on Twitter with the tag #diadeinternet.

The post [INFOGRAPHIC] 7 types of internet users you encounter when using an Enterprise Social Network appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

I’m a freelancer working from home. A large part of my day, I don’t have anyone near, but I don’t work alone. On a daily basis, I’m in contact with my clients, my providers, and my partners with whom I collaborate on various projects.

However, at times I miss the office’s coffee machine, where I could comment the latest news and laugh with my co-workers. These co-workers were also a major source of feedback related to my work.

But there are also things that I don’t miss, like weekly meetings to discuss the status of projects.

Now I only have my partner to have coffee with and comment the news. The rest of my communication has gone digital.

Collaboration 2.0

Nowadays, there are many tools to collaborate without needing to be in the same location, from email and Twitter—I still remember the interface at the beginning that went: “What are you doing?”—to complete platforms like Zyncro.

When partners and co-workers aren’t in the same location, internal communication becomes even more important to generate results.

Whenever I collaborate in projects remotely, I apply two habits that Bryce Williams identified in his post When will we Work Out Loud? Soon!

Working out loud = Observable work + Narrating your work

Observable Work

This concept simply implies that the intermediate result of my work can be accessed by my co-workers. Instead of saving the document I’m writing in the folder My Documents on my computer, I use online platforms where my partners can see and comment on the progress and even edit the document.

Based on this feedback, I can correct the focus of my work as soon as possible, and get better results in a shorter time.

Modern collaboration platforms display in real time what each member of the team is working on. Each time I edit a document, my colleagues can see a notification in the system, even a summary with the changes made. What’s more, all the material is centralized and indexed in order to find the required information quickly.

Narrate Your Work

Similarly, I keep a public diary (blog or micro-blog) where I explain openly what I’m doing, what problems I encounter, what solutions I have found, and how I feel. I also share relevant articles I have found and obviously there is space for a joke once in a while.

Finally, when working on a big project, I try to communicate each day at least these points:

1. What I have done today
2. What I have been unable to do
3. What are the risks I have identified that will affect the project planning
4. What my plans are for tomorrow

During the day I keep a document open where I gradually answer these points. At the end of the day, I just have to publish it.

If everyone in the team narrated their work openly, we wouldn’t need any meetings to assess project status and we would gain a lot of time.

People who are already familiar with collaboration tools perfectly understand the benefits of working out loud. Others simply need to try it for a while to learn that they can collaborate efficiently remotely.

Jeroen Sangers (@JeroenSangers) is personal productivity consultant and author of the blog El Canasto. He specializes in modern techniques to manage time, actions and attention, and provides training, consulting, and keynotes on a more intelligent way to work and live.

If you want to enjoy the benefits that collaborating has for your productivity too, why not try Zyncro free?

The post Working out loud appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

Editor’s note: Today we would like to start by welcoming a new contributor on our blog. Dioni Nespral (@dioninespral) is Social Business and Digital Innovation Manager at everis. Dioni is an expert in business innovation and sociodigital strategy. With a degree in Business Administration and Management from the Universidad Antonio de Nebrija, he also holds an Executive MBA from the Instituto de Empresa and a Master’s degree in Marketing and Sales Management from the ESIC.

Fear of change is universal and has been around since the dawning of time. No one likes their surroundings to change and we all dream of the greatest stability possible. However, the era in which we live is established in permanent change and with a differential feature: the speed of change is exponential. Nothing happens at “our own speed”, everything takes place dynamically and somewhat unpredictably. It is the greatest challenge of our era: we live in a world that is instantaneous.

I’m sure you’ll have heard of many executives talking about growth, improvement, change, and even innovation. You’ll have heard about it on numerous occasions, but are we really getting the best out of our organizations? Are we getting the maximum potential of the people and the talent who work with us? The answer is obvious: No. A big No at that. Once again, we can’t see the wood for the trees. And the wood is immense.

In such dynamic environments, leadership with a clear vision and an ordered administration is required. We have created fans of the perfect administration that have gradually destroyed (and continue to destroy) different visions that enable us to face incremental changes. The vision-administration mix is more than advisable, because we have become too used to the organization prepared for “no-change” in a world of constant chaos. I suspect that many organizations are not reflected by these words and are looking to start to change towards incremental improvement, growth, diversity, and perhaps, towards innovation.

A connected society commands a socio-connected organization

Social Business emerges as one of the greatest solutions for achieving greater speed in companies. When living in such a connected environment, adaptation is essential, and adopting solutions based on the Network philosophy and social technology is the driving force. The speed of change in companies is becoming faster. The behavior of users, citizens, customers, in short, people, is changing in gigantic leaps and this means organizations need to have open constant bridges of connection that are flexible and dynamic.

Out of this arises the socio-connected organization, which must be one before appearing to be one. Its members need to be connected, it needs to be collaborative, open, digital and innovative. And obviously, in tune with its market’s demands. A company from a dynamic sector is not the same as one in a more traditional market, and hence, the speed of change is slower. Knowing the right speed helps to move fluidly on the business highway of each market.

And yes, it’s about people. It seems obvious, but change won’t take place if we don’t put talent at the center of our organizations. How easy it is to say this and how complicated it is to put this into practice. This is understandable, as no one has taught us to do this. At the center of the organization, there always needed to be processes, standards, protocols, management. Now, when we look inwards, and try to find how to drive our talent, we don’t know how to do it, because we need to place differential elements that are not as predictable and much less manageable at the center. But that is our challenge and the pending (r)evolution.

Social Business affects strategy, culture, processes, people, and technology. The impact of the social side is so strong that it reaches each and every corner of the organization, requiring a single sociodigital implementation model for each case.

Social technologies together with open, horizontal, collaborative and connected communication enable, when used in the company, its adaptation to traditional processes in the organization, favoring tangible benefits like for example, reduced number of processes, improved customer service, generate incremental ideas and innovations, unveil differential talent or intelligent knowledge in the behavior of customers thanks to the analysis of their experience and processing relevant data.

Initially, changes are organizational and cultural, as the first major decision is to look inwards and promote level structures where people can connect and communicate more easily. Because most new ideas, those that lead to innovation and enable incremental changes, come from the people in the organization. And these individuals need to find a highway that provides a constant and adequate flow.

Welcome to the next revolution. Welcome to Social Business.

The post The Business Revolution is called Social Business appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

Editor’s note: The new ways of the enterprise 2.0 transform companies and mean a change that affects even hierarchies and organizational charts. Today we’d like to share with you this post that José Miguel Bolívar posted a few days ago on his blog which we think is highly interesting. Thank you, José Miguel, for letting us share it.

In a recent post, Ximo Salas asked himself where is my organizational chart? and, among other things, he stated that “organizational charts haven’t died” and suggested the need to invent an organizational chart 2.0. Unfortunately, it’s true that organizational charts aren’t dead… Yet.

However, without knowing exactly what Ximo understands as being “organizational chart 2.0” and what type of organizations need one, I think the concept “organizational chart”, or at least in its traditional sense, has no place in the type of organizations we talk about and that we undoubtedly will become, no matter how slow we are in becoming one or how far away they seem at present.

On the other hand, the death, present or future, of the organizational chart is not a new topic. Much has been written, and well done at that. Like for example this post by Manel Muntada and this other one from Pedro Muro.

However, apart from the above, the big question for me continues to be: are organizational charts necessary or not in post-industrial organizations or, as I prefer to call them, in knowledge organizations?

The model used by organizations in the Industrial Era as the backbone is the hierarchy, in other words, a structure that arranges its elements according to criteria of superiority or subordination between people.

This structure starts from a model, bureaucratic administration, that assumes the division of work as its principle of efficiency, expressed as the division of roles and responsibilities and that hence, seeks as its primordial objective to optimize the transmission and execution of orders or instructions.

If we think about the traditional assembly line, the model makes sense. There are people whose responsibility is to think, assess the alternatives, find solutions, assess the risks and propose options. Other people are responsible for making decisions and taking risks. Others are responsible for transmitting those decisions quickly and effectively and supervising that they are carried out to the letter. And others, finally, are responsible for carrying out those instructions.

What’s more, to make it easier, the information travels in a single direction, without return.

But what happens when, apart from “doing”, all people in the organization must also “think” and “decide”? What happens when we want the information to travel in multiple directions and in real time?

In these circumstances, the organizational chart is not only no longer useful, but it becomes one of the main obstacles for organizational performance.

Anyone who knows how a knowledge organization works “from the inside” knows that nowadays the organizational chart has become a decorative and costly element; an organizational relic serving the ego of a few; a bastion of the paradigm of control that perpetuates mediocrity and hinders innovation.

Today, having a specific position on an organizational chart does not indicate how much you know nor how valuable you are as a professional. It only indicates how much you can manage to bother the rest of the organization if you set your mind to it.

Organizational charts today are Snow White’s looking glass of a management class in the process of extinction. The carrot of “some day this will all be yours” for too ambitious newbies. And little more.

The future is going elsewhere. In a world with an overabundance of information, of knowledge in transit, organizations will become progressively more complex while, paradoxically, more flexible and dynamic.

After some years “leveling out” the organizational charts, it turns out that the organizational future is multi-dimensional. Knowledge networks that cross over and superimpose each other, in constant mutation over time.

Knowledge networks that are generated from a shared interest, like for example learning (sharing and generating knowledge) or a project (applied knowledge). What’s more, a single person can play not only one but many roles and these roles can be the same or change according to the network. Different roles in different networks… The antithesis of the organizational chart. And of course, all in constant change.

I’m talking about a future focused on people and not on structures, unlike current organizations, in which people are dependent on the structures (and the processes and technology).

A not-too-distant future in which the most important thing is not how much power you have, rather what you know (you personally and also through your networks), and above all, what you know how to do with all that knowledge and how you are demonstrating it.

In that future, and the need for tools that help tonavigate knowledge networks fluidly becomes evident.

Be it a profile directory, a social search engine, or any other technology solution, we need tools that tell us in real time what people know about a specific subject, in which networks they are operating, on what projects they are working, and how to contact themto in turn weave new networks.

An image that produces vertigo in anyone allergic to change, in organizational zombies, in those addicted to the predictable. But that’s life. Diverse, complex, unpredictable, and constantly evolving.

Fortunately, there is much life after the organizational chart. What’s more, I’d say that the future is ahead of us…

Jose Miguel Bolivar (@jmbolivar) is Artisan Consultant, ICF coach, lecturer, researcher, speaker and author of the blog Óptima Infinito, in which he has been writing about Innovation in Productivity and GTD methodology since 2008. With a degree in Social Psychology and Political Analysis from the UCM, a master’s in HR from the Centro de Estudios Garrigues, José Miguel has extensive experience as an executive in highly competitive environments such as HP or Life Technologies. Currently, as Artisan Consultant and Coach, he works to increase competitiveness in organizations, improving individual and collective productivity of its employees.

The post Knowledge Networks: Life After the Organizational Chart appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

Quality communication is not unidirectional, it’s the conversation that enables us to listen. Quality knowledge is not explicit, that we try to encourage through training, it’s tacit, transmitted through conversations. Innovative culture like any other type of culture is conversations that need to be guided by a new type of leader.

Now the conversations through social technologies are promoted in organizations, in what we have called conversations 2.0. In Barcelona and Madrid, we held two events that we have called #conversaciones20 because we think we are experiencing a special moment in which reflection on some of the best business experiences of our times is needed.

After listening to 24 participants, I’d like to share with you five trends that summarize what I have heard.

Five trends on new ways of managing talent in new organizations:

1. Tacit knowledge gains prominence over explicit knowledge: Information training is becoming more important than formal training, packeted contents in the form of courses and workshops loses importance to social training. Practice communities and communication generate more knowledge than ever through conversations, a knowledge that can be extremely valuable for businesses. The major issues are how to ensure quality in these new ways of generating tacit knowledge.

2. Leadership and “trojans” driving new values: The change towards organizations 2.0. is not a technological change, it’s a cultural change. The new values and new ways of managing require both transforming leadership at top management and the complicity of informal leaders, of intra-entrepreneurs, of trojans… The drive of these new values is what transforms organizations into organizations 2.0.

3. More social, liquid and open organizations: There is an enormous consensus that we are going towards more social organizations where the hierarchy and the functional order lose importance to communities, new more liquid organizational ways that require new ways of managing talent. But what’s more, the organizational border is broken down and the organizations are more open towards the outside: customers, suppliers, innovation managers, citizens…

4. Talent management serving business and innovation: The new ways of managing talent and the new social technologies are at the service of efficiency, greater productivity, better customer/citizen service, sales efficiency…. The commitment, creativity, flexibility, talent are at the service of improvement and innovation focused on the business from a more strategic perspective.

5. Digital rupture, the new organizations are the future, but the future is already here. We can already find excellent examples of organizations with best practices, whatever the size, and the sector is becoming increasingly less important, although the best practices are located in sectors where technology has more importance. However for most, this disruption is happening too fast and many companies and professionals find themselves lost, faced with new roles and organizational implications of these new technologies.

The general impression of this conference is that many have already decided to move towards these types of new organizations and those that have already done it, despite the short journey, not only believe that organizations 2.0 are possible, but are inevitable as the only way of facing the future.

Virginio Gallardo (@virginiog) is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of Liderazgo e Innovación 2.0. This post was published originally on his blog “Supervivencia Directiva”, where you can follow his thoughts.

The post Conversations 2.0: the new way of managing talent appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

There’s one question that is usually repeated when you get up to present your company: How many of you are there? At times I say there are three of us, others that there are thirty odd, according to the need to be impressed I see in my interlocutor. And in both cases, I’m telling the truth, because at Poko we work with a basic core of project managers and a liquid team that adapts according to each project.

I’m one of those who thinks that to do something that makes sense, a team needs to be adapted to the project, not the opposite. Because when a company refuses to leave its comfort zone, when it doesn’t feel the need to involve external talent and explore beyond its own knowledge, normally it’s because it is doing something that already exists, more or less prescindible, that expires, easily Chinesed.

Today the best restaurants in the world are just that because they had brought cusine closer to fields as diverse as art, science or industrial design; to do that they needed to involve the best professionals in these fields. A talent that a fixed structure surely could not have paid, and that would not make sense having permanently in a kitchen. Tomorrow’s project will be different to today’s, and it will force us to find collaboration with different professionals

In a constantly changing world, the Internet enables us to build big companies without the need to be big structures. The idea is to create talent ecosystems, capable of detecting challenges in a project and capturing the best specialist to respond. The Internet invites us to discovery, disintermediation, cooperation among professionals with different talents that work in different parts of the world. It’s up to us to accept that invitation.

In your organization, do you also use collaboration networks for different projects? When you collaborate with disperse team, you need great communication to ensure everything works like clockwork. How about using an Enterprise Social Network for this? Try Zyncro!

Joan Alvares is founding partner of Poko and lecturer at the Istituto Europeo di Design

The post Liquid teams for liquid times appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

Five ideas to envisage leadership of the future from new leadership trends:

1. From an individual-centered focus, we have gone towards the team, and from the team, to the network. The leadership of the future will be shared: in organizations of the future, everyone will be leaders.

2. Leadership cannot be boiled down to a set of prefabricated formulas that are used for all organizations, it requires continuous training and the ability to adapt and improvise. Leadership will be more like dancing as a group instead of mathematics.

3. Leading will be synonym of empowering, the best leaders will be ones who transform their followers into leaders.

4. The traditional workplace will be transformed into a collaboration 2.0 environment and the leadership of the future will be somewhat similar to the influence that some users have in internet forums. The main leadership 2.0 competences will be the ability to generate participation and trust, micro-blogging, tolerate ambiguity, share openly, and to help achieve a ‘netarchical’ organization.

5. If work is permeated with Social Networking values and attitudes, people will lose the fear of making mistakes, exploring, participating, sharing, making decisions, taking risks, being creative or contributing new ideas. People won’t have the usual fears found in traditional companies and won’t need to be directed, they will be used to generating collective intelligence and leadership through digital participation infrastructures.

To sum up, leadership of the future will be necessarily collective: people won’t know how to interact otherwise.

“The best way to predict the future is to create it” – Peter Drucker

Raúl González (@coachingcritico) is a certified coach (ICF) and holds a Master in Work and Organizational Psychology from Mälardalen University (Sweden), specialized in participation, organizational sociology, and coaching-based leadership. He has collaborated as a coach and trainer in organizations around the world, and is author of the blog coachingcritico.com, a space continuously investigating the way in which coaching and other trends are transforming learning and collaboration in all types of organizations.

The post Leadership of the Future appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

Editor’s note: Today we would like to welcome a new author to our blog. The clarity of his first post has surprised us, and that has made us even more delighted about him joining our group of contributors. Carlos González Jardón (@cgjardon) is consultant and trainer in project management. With more than 18 years’ experience in the IT sector, his activities revolve around IT project management and quality standards such as CMMi. He holds a computer engineering degree from the Universidad de Vigo, an Executive Master’s from ICAI/ICADE and PMP certification from the Project Management Institute. He is currently consultant in Project Management at Tecnocom. Welcome and thanks!

We live in a society where access to information is no longer the privilege of a few and has been democratized. Nowdays, in a single click, we can access a wide range of data from multiple sources: search engines, online newspapers, blogs, social networks… The technology revolution is causing a social and professional evolution, in how we relate to our environment. Information continues to be important, but how we access/acquire that information is gaining relevance.

In this environment, an enterprise social network can become a vital tool that enables us to strengthen some key aspects in our work:

• Speed. Quick decision-making.
• Reliability. Quality of the data.
• Collaboration: Share information.
• Acccessibility: A single data source, multiple devices to access it.

The subject is rather extensive, but we will look briefly at how an enterprise social network can help us in executing projects.

Projects and Enterprise Social Networks

In project management, communication is a critical factor. But what do we understand communication to be in a project?

According to the PMBok® Guide (project management knowledge base), one of the leading references for any project leader, managing communication involves all processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information.

In other words, the project manager needs to ensure that all project stakeholders have or have access to, at the right moment, the information required using suitable and efficient means. This is extremely relevant as poor management of communication and information in a project could cause the time that the project manager devotes to communicate, distribute, share and access the information to sky-rocket, and even bring the project to the brink of disaster.

In order for the project manager to have the right information at each stage, they need to interact with their team, the customers, suppliers, and the ‘closer’ they are to the task being done, the better the information. Basically, the project manager needs to beSOCIAL with all those stakeholders in the project. It is not enough to have social skills based on ‘face-to-face’ interaction. We need to seek support from the tools that enable us to manage online or virtually multi-disciplinary and multi-site teams.

In this scenario, an enterprise social network can play a differential role. If we share aspects of our daily lives, why shouldn’t members of a project team share, through an enterprise social network, their problems, doubts, concerns regarding the activities being performed in the project? This activity is already being done in the corridors, on the phone, but it is difficult to have a document support with the conclusions reached. Using collaborative tools can help to flourish and document information that would be lost otherwise. In those project-focused organizations, an enterprise social network can provide major value by sharing and accessing data easily and quickly.

Benefits of Enterprise Social Networks in Project Management

Although I’m sure there are many more, these are some of the benefits they can provide:

Quick access to one of the best sources of knowledge: the team’s experience.

The senior profiles are an excellent source of knowledge and that knowledge can be used to resolve different situations that we face daily in a project. Coaching, mentoring, tutoring, training or resolving of doubts can be done dynamically through an enterprise social network.

Repository of project information and documents.

Although this point has already been solved by many other tools, an enterprise social network can be the main point of access to shared resources. It means converting the current static or one-directional intranet (always focused from the company to the employee) into a social and collaborative environment ‘company-employee’ and ‘employee-employee’ (beyond a simple question-response network).

Reduce “meetingitis”.

In many organizations, there are too many inefficient meetings. Often we finish the day with the feeling that we haven’t done anything “productive”. Simple meetings to exchange information and update everyone can be replaced by short virtual meetings (e-meetings): for example, the status of our project, clarification of doubts, etc. These e-meetings will not replace face-to-face meetings, rather they will complement them and reduce them to the essential ones, as the cost, both economically speaking and cost-opportunity (what I don’t get done) is very high.

Simplify management in multi-site environments.

In environments where the team is located at different sites in the company or in the client (or even in teleworking situations), the social network will help us enormously with that task of “sharing”, reducing, or even eliminating problems resulting from not all being in the one place.

Neglected management.

On many occasions, we experience many short interruptions that break our usual work rate. Enterprise Social Networks mean that those short interruptions can be channelled through it to be answered at a later stage; or even they could be resolved by other members of the team collaboratively, leaving evidence of their resolution in the “social environment” itself.

Our value lies not in what we know, rather how quickly we can “update” (learn what we don’t know, acquire knowledge) and how we share it with our co-workers.

In this scenario, an enterprise social network can become a perfect work environment where different stakeholders in our project can interact according to their role, regardless of their physical location and time zone.

The work environment is a clearly social activity in most cases, so why not use enterprise social networks? This way sharing knowledge among the project team can be more agile, although to achieve it, a cultural change is required in organizations.

The post Enterprise Social Networks and Project Management appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

Just a week ago we launched the Zyncro app in the HootSuite App Directory. Thanks to collaboration with this market-leading social media management system for businesses and organizations, you can now use your Internal Social Network in the same platform as you use to manage your external social networks.

If you haven’t done so already, add the Zyncro app for HootSuite and make it even more social! We show you how you can do it in this video.

If you’re already a HootSuite user, it’s quick and easy to set up. If you don’t currently have a HootSuite account, sign up and start to enjoy yet another way to work with Zyncro. What are you waiting for?

The post Use HootSuite? Add Zyncro appeared first on Zyncro Blog: the blog of the Enterprise 2.0.

A few weeks ago I read about interesting ideas and strategies for social businesses in a report carried out by the team and contributors of Sprinklr: ‘How the Most Social Brands do it‘.

More specifically, Olivier Blanchard (@TheBrand builder) reminded me of some of the ideas we need not only to understand, but to implement and not forget if we really want to build social businesses.

It is important to take a step back every so often and forget about technology to assess what companies really need for Social Business. We know that this isn’t just about tools. It’s about a change in organizational culture.

Olivier spoke about some of the lessons we can learn from organizations that are successful thanks to their social business efforts.

1. ‘Social’ is something you are, not something you do. It’s a question of corporate culture. If a company doesn’t focus on building relationships with its customers as part of its general strategy, the possibilities that it will do it with the new social media are remote. And what’s more, it won’t work. Tools won’t dictate whether a company is social or not; that is something defined by the company’s ‘being’. First, socialize the heart of your organization and base your general strategy on building relationships with your customers in the real world, and then use new social media to cultivate that relationship in the digital world.

2. Marketing on social media channels isn’t being ‘Social’. A blog is just a blog. Publishing content on it doesn’t make you automatically a social business nor will it convert you into an opinion leader magically. Just because you post ideas on a blog, it doesn’t mean you will ‘engage’ with your customers. Learn the difference between marketing and ‘social engagement’ and then combine them effectively.

3. ‘Transparency’ isn’t just a word. If you don’t intend to practise it, don’t preach it or mention it. Transparency isn’t a flag you get to wave around only when it is convenient.

4. Changing your management model is crucial for developing ‘social business’. We’ve already said that ‘social’ is something you are, not what you do; and for that reason most organizations cannot succeed in the social space by changing what they do and not who they are. If you don’t care about your customers, a director of social media or a social media manager won’t be able to transform you company and help you take advantage of the new tools. First you need to become a customer-centric organization. The rest will come later.

5. People are more important than technology. Hire people who care about people. If you hire idiots, your company will be full of idiots. It doesn’t matter what your social network strategy is or how many useful conversation monitoring dashboards you have. Start with your people, not your tools. They are the ones that will make social work or fail.

6. Talk less, listen more. On many occasions, organizations become obsessed with producing content, blog posts, press releases, tweets, events… That’s great, but it’s not the only thing. You should spend the same time listening to that audience you address as you spend producing content for them. Listen to your customers, listen to your employees, listen to your competitors. If you only focus on talking and publishing, you miss the conversation.

With that, you can start to work and practise social business. Success takes work, time, patience, passion, honesty, integrity and, also, a good measure of luck. If anyone else tries to tell you it’s easy, they’re lying to you. At Zyncro we talk about social business Know how?

Ana Asuero (@aasuero) works as Social Media Manager at Zyncro. She is an expert in corporate digital communication, social media and social media marketing. She has previously worked on institutional communication, media planning, advertising campaign strategy and market analysis projects.

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