This book is divided into 12 chapters. Chapter 1, “Human Capital, Evolved,” deals with the social organization’s most valuable asset: its people. It addresses the need to facilitate organizational change, in an effort to break down organizational silos, improve internal collaborations and communicate more effectively globally. Much of that communication should involve organizational failures in the social space so that teams can learn what not to do and avoid making the same mistake more than once.
The chapter also discusses the importance of gaining executive support from either the CEO or someone close to him or her who can champion the social evolution internally. A big part of this chapter discusses the need to empower employees to engage in the social web; it offers examples of how to manage teams and employees across different business units and geographies. The chapter concludes with an overview of three common social organizational models related to social media: centralized, decentralized, and a fully collaborative and integrated social business model.
Please read more posts about culture change, internal communication, social organizational models, collaboration and employee engagement or check out the #TweetableMoments in the following slides.