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  • Marta Carrió 9:00 am on January 24, 2014 Permalink | Reply
    Tags: , , , social enterprise,   

    The Social and Empathetic CEO 

    Note from the editor: A few months ago on this blog we reflected on why it’s important in businesses for the CEO to be the first in adopting a social attitude, in order to be followed by the rest of the team. Today we bring you this article that Marta published before in her blog to study in depth this idea.

    A few days ago I introduced standing trends for this 2014 year.  One of the most important is going to be the socialization of CEOs, understood as direct intervention in social networks, contributing ideas, projects and concepts, giving opinions about relevant topics for business, the sector and/or of general interest, thus answering their audiences’ comments.   

    This made me reflect on the the importance of empathetic listening so that this socialization positively reverberates on the CEO’s reputation and his/her organization. As well as the effectiveness of his/her leadership and the message he/she wants to broadcast.

    As I point out in my book, both within and outside of social networks, CEOs have to begin to really worry about what other people say, what opinions they have and what they are interested in and worried about. In this sense, empathetic listening requires comprehension of the situation and the perspectives of the people involved in a conversation. 

    Empathetic listening is related to acting in a certain way. In the first place, being capable to recognize all of the verbal and non-verbal signals of people who participate in a conversation. It implies paying attention to what others are not directly saying, thus understanding and recognizing their feelings.

    In a “social” context, given that many of these signals are lost since it is impossible to receive information through all senses, knowing how to process information will be a fundamental element. To process means understanding the meaning of messages and keeping track of the different points of a conversation. (More …)

  • Sergio Ríos 9:00 am on January 23, 2014 Permalink | Reply
    Tags: , social enterprise   

    What do you need in order to begin to be an Enterprise 2.0? 

    Estimated reading time: 5 minutes

    The concept of an Enterprise has not really changed in its essence, but at last it seems that the Management and People concepts are integrating more and more in organizations. These concepts embrace: strategy, processes, indicators, benchmarking, quality, teams, marketing, positioning, culture, leadership, results, excellence, people, collaboration, sustainability, etc.

    The fast changing and ever more competition coupled with the ease of access to new technologies that were once expensive and complex to implement this change has led to the Business/Enterprise 2.0.

    What is an Enterprise 2.0?

    An Enterprise 2.0 is one that integrates collaborative technological platforms to make its business objectives a reality, but that exploits a sense, from the people’s perspective and with a clear business sustainability focus. 

    Don’t forget that it’s not just about tools, since they, themselves, don’t do much more than be used. The objective(s) of this use will determine if they are the leverage of change or not, within an organization.

    Normally, whenever a project is launched, the second action to launch after the initial analysis tends to be the technological support tool. Having reached the end of implementation, the client believes that the greater part of the project has ended and is unaware that the change management is the essential and critical part in the entire process. 

    This change management is the key to success in an Enterprise 2.0, and therefore, a key to the sustainability of existing businesses. 

    The future sustainability of businesses go through an Optimization of resources and excellent management of them. By resources, understand not only the traditional ones, but also the talent, culture, accessability, knowledge, relations, etc. 

    (More …)

  • Ana Asuero 9:00 am on December 18, 2013 Permalink | Reply
    Tags: , , , , social enterprise,   

    3 Things Your Business Needs In Order To Be Social 

    Note from the editor: A few days ago, Innovación Chile (Innovation Chile) published this article we wrote together about innovations that businesses need in order to be social. Today we share it with you :)

    The Enterprise 2.0 has been a reality for several years now. The concept of Social Business has long ago been left behind as just fashionalbe, and now converted itself into a business reality. But, do you really know what it means to be an enterprise 2.0 and practice social business?

    Some still think that this concept is about having accounts on social channels like Twitter, LinkedIn or Facebook. But it is not. Being a social business or enterprise is much more than being present in social tools. Being a social business involves creating and launching a transformation process of the way work is done and business is completed in organizations, applying new forms of communication from social networks to the business world and taking advantage of opportunities to transform businesses in organizations improving communication, connectivity, collaboration and productivity.

    Being a social business is not only a question of tools. It implies a cultural change and process that changes the organization in all of its layers. An Enterprise 2.0 is a new form of communicating, a new form of managing, a new form of interacting, a new form of necessary cooperation within companies.  An evolution, after all, of the traditional business standards. In fact, there are concrete features that characterize these organizations and the professionals who work in them.

    It is necessary to evolve towards this business model but, how do you get there?

    In my opinion, there are 3 necessary changes any organization needs in order to take a leap and convert itself into a social enterprise.

    1. Your business needs a cultural change and you will only achieve it if the leadership of your organization is the first to be convinced of the need to carry out this change and support it.

    We already mentioned it above. Change is not a matter of tools. On the contrary, the need for people who are convinced of the benefits of moving from closed organizational structures to more horizontal structures where collaboration, dialogue and shared knowledge are some of the fundamental pieces. If we want businesses to be social, CEOs must be the first social members.

    (More …)

    • Sanjay Abraham 4:12 pm on December 18, 2013 Permalink | Reply

      I couldn’t agree more Ana. Enterprises have to make a cultural shift to get the full benefits of Social transformation. This could happen when there is proper executive sponsorship and all rungs of the organisation participate in Social. Better engagement, collaboration and sharing in the employee, partner and customer communities could mean great value for enterprises.

    • Frank Latendresse 5:08 pm on January 8, 2014 Permalink | Reply

      I’m not there yet with the idea that social has to start at the top. I actually think it radiates to the top. Like many behavioral or cultural changes, we start with a few people making some type of behavior (process) change; these behaviors eventually reach network hubs who spread the behavior exponentially. The leadership, CEO specifically, does not need to be the catalyst of the change. I agree that once leadership sees it, they should recognize the benefits, join, guide, and support it.

      So, here is a spin on 2. I believe the technologies needed to be social are already available. My position is that social tools already are talent-centric, but what is needed is a focus on the process that runs the business. I believe companies need to focus social efforts around letting people understand how they impact the business, how they impact other people and processes up and downstream, and ultimately how they impact the customer. As more people identify and describe their roles and connect them to the other people and processes across the organization, that is how we improve transparency.

      • Ana Asuero 9:54 am on January 9, 2014 Permalink | Reply

        Hi Frank! Thanks for sharing your ideas. As you said, it’s not that the CEO has to be the first one adopting social behaviors, but it’s essential that they recognize their benefits to boost it use among employees. If their bosses don’t use an Enterprise Social Network to communicate, why are employees going to do so?

  • Ana Asuero 9:00 am on July 5, 2013 Permalink | Reply
    Tags: , , , social enterprise,   

    CEOs need to become Social CEOs 

    Estimated reading time: 5 minutes

    Social CEO Infographic by CEO.com

    At a moment in which our personal and professional lives have become social, asking ourselves if CEOs need to use social media is pointless. The answer is absolutely.

    The CEO must be the first to adopt social attitudes to be followed by other employees. Management must be the first to be convinced about the benefits of being a social company in order for those ‘social genes’ to extend to the entire organization. If CEOs aren’t present in social media, they will be hard-pressed to get this type of internal communication to extend throughout the company.

    However, there are CEOs who continue to resist being social. An investigation states that only 29.7% of the CEOs on the Fortune500 are present in a social network.

    (More …)

  • Ana Asuero 7:00 am on May 6, 2013 Permalink | Reply
    Tags: , social enterprise,   

    6 Essential Things You Must Know About Social Business 

    Estimated reading time: 6 minutes

    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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