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The Future of Work is Gen G, Wired to Care / Share through Wholeness

Social Business - The Future of Work Series Part 7 of 11. The Future of Work is Generation G, wired to care and wired to share through wholeness. GEN G IS the next generation of TALENT coming through to the workforce; a generation who are wired and ready for the Future of Work. The question for business leaders today is whether we as leaders are ready to engage this young talent in the experience of wholeness in their work, not just leave this experience to outside of work. Read more...

Why I dare you NOT to be excited by social and business

We've just entered 2014 and its interesting to reflect back on some our thoughts from the past on where social was headed. This is a repost from our thoughts of 2012, with an update at the end.
Reposted from iGo2 Blog 26 Sep 2012: Back in January 2012 we predicted (Sleeping giant – Social Business stirs in 2012) that 2012 would be the year that the power of social and business, or social business, became apparent to a far wider enterprise audience, perhaps what you might call the 2nd wave. While flicking through my Zite reader this week I think that time has now come, and here are just 4 of the articles which jumped out at me as signifying that milestone. Read more...

The Fundamental Basis of Engagement Marketing at Scale

Engagement marketing is a hot topic among marketers and the topic of many helpful books and blog posts. It is also something which you would think would fit with our KINSHIP digital charter rather than here in KINSHIP enterprise (and indeed our colleague Raz Chorev has an excellent post on the topic at KINSHIP digital). However engagement at scale is not a marketing challenge as much as an enterprise challenge and one which requires profound changes in how non-marketing staff communicate with "the market". The fundamental reason that engagement marketing is an enterprise challenge is often missed, which this post explains. Read more...

Three keys to Successful Enterprise Social Network Implementation

Implementing a successful Enterprise Social Network is no simple thing. What we know from various surveys - Gartner, McKinsey - is that while 70 - 80% of enterprises have access to internal social networking systems - Yammer, Chatter, IBM Connections, Jive, Telligent, Tibbr - that 80% of them fail to meet their objectives. While the organisational environments cover the complete spectrum the reasons for failure are reasonably consistent and hence the converse of these reasons provide the fundamental clues to success. These clues point to Strategy, Leadership and Measurement. Read more...

The Openness Route to a Collaborative Culture

Leadership Openness Culture ESNEnterprise Social Networks are almost universally seen by their leadership sponsors as one of the enablers of a more open, collaborative, and transparent organisation. And indeed we work with them to achieve those goals through strategies and implementation plans which are tailored to their specific people, processes, systems, priorities and appetite for change. We are endlessly mindful of "adoption" - how to get a critical mass of adoption without which the ESN fails its purpose. By a chance encounter* I learnt that an effective starting point is to begin with a laser focus on Openness. Collaboration then becomes an almost natural outcome of Openness. For me that was an insight. Read more...