My selection as a lector: “MIT Sloan Management Review” | Vía @mitsmr


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  • Four Ways Social Data Can Generate Business Value
    Full article: http://goo.gl/387coA

    Big data has been described as the new oil, but perhaps a more apt metaphor is the new solar — it is a renewable source of energy, but must be cost-effectively captured and processed to be converted into new forms of value.

    Companies both large and small have access to a growing stream of social data from an increasing number of sources. This stream is continually being enriched and renewed as our interactions unfold over time and as our ability to efficiently capture data about those interactions increases.

    While many firms are investing time and resources into mining this data, the bulk of the attention thus far has been placed on how social data can help public relations, marketing and sales engage more relevantly with consumers. Indeed, the amount of data available for this purpose is staggering: according to a Forrester blog from 2010, American consumers were already posting more than a 1.6 billion reviews of products and services online in 2009. That number continues to climb as more sites enable user-generated reviews and ratings.

    We believe, however, that firms are missing a significant opportunity to use social data to gain intimate and real-time knowledge about what is going on within, not just outside, the organization.

    Today, many organizations take either a 30,000-foot view of social data or an intensely granular, technical approach. Few firms have tapped into social data in a way that allows them to connect it explicitly to operating performance data and execute on it effectively.

    Social data science leaders and business thought-leaders must meet in the middle to collaborate on both how to analyze the data and why such analysis would be meaningful. We have only begun to understand social data’s potential value in the workplace, but much of this potential is dependent on having the mindsets and methods in place to make the most of our newest natural resource.

  • Social Business = Social Bonding
    Full article: http://goo.gl/UH0PAk

    A study by FedEx and Ketchum found that 52% of respondents said social business was strengthening relationships with the general public; 51% said it was strengthening relationships with clients; and 40% said it was strengthening relationships with partners and suppliers.

    Social business activities can pay off in various ways. Earlier this year, MIT Sloan Management Reviewand Deloitte highlighted benefits related to better market intelligence, faster customer service as well as improvements to internal operations, such as finding expertise, distributing knowledge and more effective project collaboration. (See our 2012 Special Report, Social Business: What Are Companies Really Doing?)
    While building stronger relationships is naturally fuzzier and harder to pin down benefit than, say, “customer response time” or even something like “increased market intelligence,” improved relationships means a stronger business across and beyond the organization. (We’ve previously published on the importance of building trust with employees and customers and suppliers; see, for instance: “Unconventional Insights for Managing Stakeholder Trust,” by Michael Pirson, and Deepak Malhotra, from the July 1 2008 issue of MIT SMR.)

    The FedEx/Ketchum study’s report of the connection between social business and improved stakeholder relationships is supported by other researchers in the field. In a recent interview withMIT SMR, strategy and management consultant Nilofer Merchant discussed how her research found that social enhances a firm’s relationships with employees and customers. Jacob Morgan, principal of Chess Media Group, a management consulting and strategic advisory firm on collaboration and the author of The Collaborative Organization (McGraw-Hill, 2012), told us that based on his observations, the benefits of collaboration even positively impacts the quality of life of employees at home, outside of the workplace. And Dion Hinchcliffe, in his four-stage Capability Ladder of Social Business, says that the highest level in the ladder is also relationship based, what he calls the ability to “partner with the world.”

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FedEx, el mejor ejemplo de cómo manejar una crisis de ruputación (dic2011) | SM CORPORATIVO


Via genbetasocialmedia.com

Un usuario enfadado sube un vídeo a YouTube en el que se ve cómo un empleado de FedEx, la popular empresa de mensajería, no sólo no llama a su puerta para entregarle un envío sino que decide tirarlo sin ningún cuidado al jardín de la casa. Lunes día 19 de diciembre de 2011. El paquete contenía una pantalla para ordenador, que con la caída queda hecha añicos. Podéis ver el estropicio sobre estas mismas líneas.

Un día después, el vídeo llega a Twitter. Muchos usuarios, indignados con el caso, lo retwittean y se lo hacen llegar a sus contactos. El boom llega cuando las imágenes aparecen en agregadores de noticias muy populares, como Reddit a nivel internacional o Meneame en España. Las visualizaciones se disparan: más de 4 millones de personas lo han visto. En ocasiones normales, esto significaría un revés muy duro para la compañía, pero en este caso la reacción de FedEx ha sido de envidiar.

¿Qué ha tenido de diferente la gestión de esta crisis respecto a la que hacen otras empresas? En primer lugar, FedEx reconoció el problema de inmediato. No buscaron excusas, sino que lo primero que hicieron fue pedir perdón a sus clientes y a los usuarios que se habían ofendido por el vídeo, para después proceder a investigar el incidente. Lo más fácil habría sido pasar del tema, minimizar su importancia o incluso dudar de su autenticidad (como bastantes usuarios hicieron), pero ellos afrontaron el golpe públicamente.

Y no sólo es importante reconocer el problema, sino también hacerlo en un tiempo razonable. El propio día 20, cuando todo estalló, FedEx publicó sus disculpas con cuatro tweets en su cuenta. Apenas habían pasado unas horas desde que la polémica había saltado a los trending topics de Twitter, pero ellos ya habían confirmado que habían visto el vídeo del que todos estaban hablando y que se iban a tomar medidas.

fedeex-twitter.jpg Leer más “FedEx, el mejor ejemplo de cómo manejar una crisis de ruputación (dic2011) | SM CORPORATIVO”

Facebook’s Voting Reminder Has Curious Timing | allfacebook.com


At the start of Election Day, Facebook pointed out that users will gradually see a prompt at the top of their page (and as a notification on their mobile app) to declare that they’ve voted and motivate friends to do the same. However, many users noticed that the prompt seemed to be timed to follow moments of inactivity, presumably following a user’s journey to the polls.

Earlier today, many users noticed that the prompt (as seen below) was not on their page this morning, but popped up after they were away from the computer for a while:

This “I’m a Voter,” button has proven to be pretty popular. In the 2010 election, the prompt drove an extra 340,000 users to the polls, according to a University of California, San Diego study.

A Facebook spokesperson said that there’s no hocus pocus going on, noting that notifications were “rolling out throughout the day.”

Readers: When did you see the “I’m a Voter,” prompt on Facebook?

Justin Lafferty articles…

Para Fortune, Steve Jobs es “El empresario más grande de nuestro tiempo” – FayerWayer

El conteo se basó en el impacto social y económico que cambió la visión, inspiración, innovación y el desempeño de las empresas a través del tiempo, como lo fue en su tiempo NeXT y posteriormente, la adquisición de Pixar. Aunque se le acusó por ser abusivo o mezquino, para Fortune, Steve Jobs es el empresario por excelencia de nuestra generación por ser “visionario, inspirador, brillante y vivo”.


Via Scoop.ithuman being in – perfección

En un conteo realizado por la revista Fortune, Steve Jobs, el fallecido co-fundador de Apple fue declarado como “El empresario más grande de nuestro tiempo”. Esta designación se debió a que Jobs tuvo ese instinto para crear productos que hicieron la diferencia frente a sus competidores, ya que no era algo intestinal, sino como él decía “conectar los puntos”.
El conteo se basó en el impacto social y económico que cambió la visión, inspiración, innovación y el desempeño de las empresas a través del tiempo, como lo fue en su tiempo NeXT y posteriormente, la adquisición de Pixar. Aunque se le acusó por ser abusivo o mezquino, para Fortune, Steve Jobs es el empresario por excelencia de nuestra generación por ser “visionario, inspirador, brillante y vivo”.

Esta es la lista completa de Fortune… Leer más “Para Fortune, Steve Jobs es “El empresario más grande de nuestro tiempo” – FayerWayer”

Idea Champions’ Secret Sauce Revealed

Most people think that creativity is a mystical state available only to the chosen few — a state that has to be induced, conjured, and maintained.

The effort, they imagine, takes a lot of time and hard work. And since they usually don’t have the time and don’t like hard work, they reason that higher states of creativity are just not in the cards for them. And so it isn’t.

But creativity isn’t a mystical state. It’s a natural state — a human birthright. The people in your organization, in fact, are already creative. The only thing is: their natural creativity is being obscured by their own habits of mind and a variety of bothersome organizational constraints.

logo-fedex.jpg

Their challenge is the same one as seeing the “hidden” arrow in the FedEx logo (look between the “E” and the “X”).

The arrow has always been there, but most people never notice it.

Try this experiment: Walk into a dark room from a well-lit place. Upon entering, you will not be able to see very much. Indeed, if someone asks you what’s in the room, you will either say “nothing” or “I don’t know.”

But if you linger in the room, your eyes will adjust to the available light. You’ll begin seeing the edges of things — and then the things themselves. Or at least some of the things.


tvg035.jpg

http://www.ideachampions.com/

Most people think that creativity is a mystical state available only to the chosen few — a state that has to be induced, conjured, and maintained.

The effort, they imagine, takes a lot of time and hard work. And since they usually don’t have the time and don’t like hard work, they reason that higher states of creativity are just not in the cards for them. And so it isn’t.

But creativity isn’t a mystical state. It’s a natural state — a human birthright. The people in your organization, in fact, are already creative. The only thing is: their natural creativity is being obscured by their own habits of mind and a variety of bothersome organizational constraints.

logo-fedex.jpg

Their challenge is the same one as seeing the “hidden” arrow in the FedEx logo (look between the “E” and the “X”).

The arrow has always been there, but most people never notice it.

Try this experiment: Walk into a dark room from a well-lit place. Upon entering, you will not be able to see very much. Indeed, if someone asks you what’s in the room, you will either say “nothing” or “I don’t know.”

But if you linger in the room, your eyes will adjust to the available light. You’ll begin seeing the edges of things — and then the things themselves. Or at least some of the things. Leer más “Idea Champions’ Secret Sauce Revealed”

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