- Organizational leadership mandating that internal teams collaborate across functional business units, geographies, product organizations and channel partners
- CEO and/or executive teams using social technologies to communicate externally and encouraging employees to do the same
- Social Media “Center of Excellence” teams and Social Organization Models forming
- Global/functional teams sharing best practices frequently; organizational silos become non existent
- Social behaviors become engrained in the everyday fabric of employees’ workflow and process
- Social business becomes a consistent line item in marketing, operations and IT budgets
- Human Resources adds “social media” in job descriptions and employees are held accountable
- Governance models created, published and shared across the organization i.e. process for new employees to be trained to be social media practitioners
- Social Media Policies and guidelines co-created by senior management and employees
- Consistent social media measurement framework agreed upon and used to measure both internal and external social initiatives
- Workflows created that collect external customer feedback and filtered back to the product organizations
- Internal communities and collaboration systems deployed and being used across functional business units – sales, marketing, customer support, supply chain management
- Collaboration is happening more within internal communities than in email
- Social CRM capabilities, applications and systems become a priority in management and deployment
- IT loosens up firewall restrictions (bandwidth, IP blocking) of social media usage from behind the firewall
This book is meant to equip business leaders with the tools and knowledge necessary to humanize their business operations …
