About the Book
This book is meant to equip business leaders with the tools and knowledge necessary to humanize their business operations …
Reviews of the Book
“Michael Brito is one of the real deals. In a world where it’s hard to find accredited sources in disruptive technology, Michael Brito has brand side experience, as well as agency side perspective. His new book is a likely desktop reference for organizations to understand the social customer and to humanize its business operations.”
Jeremiah Owyang, Partner, Altimeter Group
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Read posts about culture change, internal communication, social organizational models, collaboration and employee engagement.
Yesterday, I had the tremendous opportunity to present the below deck to Jen McClure and the social media task force at Thomson Reuters. Enjoy!
Sandy Carter, Vice President of Social Business Evangelism at IBM walks through the first four trends that have disrupted the business over the last 20 years – Mainframes, Departmental, PCs and the Internet. The fifth era is social business.
She describes that “social” is more than just Facebook, Twitter and even gives an example of a conversation she had with a CIO of a large bank during the internet era many years ago. The CIO told her that banking would never be done over the Internet; and if it did, he would give her his year’s salary. She never collected it.
She explains that companies should use social media in every aspect of their business, not just Public Relations and Marketing in order to gain a competitive advantage and to increase their business metrics – productivity, revenue and profits. Sandy is a great speaker. Enjoy.
I had the pleasure of being interviewed by Maria Ogneva, Head of Community for Yammer. We talked about the social customer, various social organizational models, governance and social media policies and the evolution of social business. Here are the slides that guided our conversation and many of the questions we covered are here. A recording of the webinar will be available soon and I will post it here.
The difference between a social brand and a social business is fairly straightforward. A social brand is about external communications. A social business deals with operations and culture change. The end result is the same — to better engage with the social customer. Check out the social business book on Amazon if you are interested in learning more.
There are two standard social organization models that exist in companies today – centralized and decentralized. A centralized social organization often operates in silos with the social media function usually reporting into corporate marketing along with corporate communications and marketing (web, channel, retail). In this case, the strategy and execution is managed and governed without much collaboration with other business units such as product organizations, customer support and various geographies. Organizations such as this are usually without social media guidelines, governance models and rarely share best practices with other functional teams.
This is a work in progress. I am still not sure if “Social Business Life Cycle” is the right word. I was also thinking about calling it the “Social Business Adoption Life Cycle” but I am not sure. I would love your feedback on how I can improve this so that it makes more sense.
This is a very early iteration of my social business infographic that depicts the infrastructure of a social business. I am in the process having a more robust and comprehensive infographic created.
When I first set out to write this book, I wanted to build the sections in a way that allowed for easy chapter-based steps which could facilitate the practical application of the strategies contained in the book. Each subsequent section and chapter serving as a requisite building-block of the next in much the same way as other books.
In a perfect real world scenario, this book is meant to mirror in chronological order and the natural evolution into a social business – cultural change –> tearing down silos and communicating across the organization –> social technologies that facilitate communication –> governance models –> tactical considerations that address the social customer –> and social CRM being response to the external social customer. This is essentially the first half of the book. Here is a glimpse of the Table of Contents:
I caught up with my good friend Maria Ogneva at Yammer headquarters in San Francisco last week and asked her a few questions about the impact that internal collaboration has on business. Her answer is extremely insightful and she addresses culture, process, technology and of course the social customer.