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Updated: Social Business Strategy Webinar Series

C7group is excited to launch the first webinar, Why the CEO Hates Facebook and What The Enterprise Must Learn from It, in our social business webinar series.

Topic:

Why do bosses hate Facebook? What is there to be learned from Facebook as a social platform for better communication and collaboration within large and mid-sized companies?

 

Description:

This Webinar is a casual conversation with plenty of open Q&A.

  • We’ll discuss what is valuable from the Facebook experience.
  • How can it be translated into business productivity?
  • What are social platforms for business?
  • What will it mean to business culture? Workflow?
  • How much money can be saved?
  • What if we decide not to pursue it? What is the Risk?
Please join the co-founders of the C7, CEO, Jeff Marmins and Chief Solutions Architect, Mark Bean, for an engaging, educational conversation where we can share how companies are already seeing results like:

 

  • 33% Higher Customer Satisfaction
  • 27% Reduction in Email
  • 26% Less time spent in meetings
  • 34% Less time to find information and experts

(Results from Jive Software Customer Survey)

Register for Why your CEO Hates Facebook and What The Enterprise Must Learn from It on Eventbrite

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Southwest Safety and Service: A Social Business Opportunity

Southwest  Airlines grounded 79 of its older Boeing 737 aircraft for inspections after a hole opened in the roof of a similar plane over Arizona last week, forcing an emergency landing.

The 15-year-old 737-300 plane with a hole in the roof was outfitted with a large aluminum patch in Yuma, Ariz., where it landed last Friday on the way to Sacramento, where C7 Headquarters office is located.

After last week’s mishap, the Federal Aviation Administration ordered airlines to conduct detailed inspections of the same area on certain models of older 737s that have made at least 30,000 flights, and to inspect them again every 500 flights.

We had some travel planned on Southwest, Why then, was there no mention on Southwest’s website of it’s current safety concerns and how they might affect our travel?

In fact, this information is nowhere to be found on any Southwest online property with the exception of their twitter feed.

Southwest Airlines safety: Air masks deployed

(Credit: Shawna Malvini Redden/Twitpic)

What has this got to do with social business you might ask? What could be more important to Southwest customers like us than our safety and security? We need to feel protected and informed.  “Will I get sucked out of a depressurized cabin,” becomes an immediately greater concern than, “Will my bags make it to Austin?”

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Our Partner Jive Software Did A Survey: “The Business Value Of Social Business” We think the results are astonishing!

Our partner, Jive Software, conducted a customer survey open to all Jive Software customers. All statistics are from a survey conducted Dec. 2010 by third-party market research firm.

More than 500 people from more than 350 companies responded; more than 60% of respondents came from companies with more than 5,000 employees. More than 10% of respondents came from companies with more than 100,000 employees. Nearly 1/3 of respondents use Jive for both internal and external communities.

Key Finding #1: Social Business Drives Breakthrough Business Results

The first key finding revealed that customers are adopting social in the enterprise to change the way they do business and generate material breakthroughs in revenue, cost-savings and innovation. The business benefits from Social Business adoption extend across three key audiences: employees, customers and the social web.

Top Employee Engagement Benefits:

  • 39 percent increase in employee connectedness;
  • 32 percent more ideas generated and captured;
  • 30 percent increase in employee satisfaction;
  • 27 percent less email;
  • 32 percent reduction in time to find answers; and
  • 37 percent increase in project collaboration and productivity.

Top Customer Engagement Benefits:

  • 42 percent more communication with customers;
  • 31 percent increase in customer retention;
  • 34 percent higher brand awareness;
  • 28 percent decrease in support call volume;
  • 34 percent more feedback and ideas from customers; and
  • 27 percent increase in new customer sales.

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Social Media Creates Synchronized Groups

Governments create them but are afraid of them. Businesses thrive on them.

These days a big crowd can turn up on your doorstep just as easily as having 9.7 Million people know your company broke my guitar and didn’t pay for it. Our interview by News 10 Sacramento about th flash mob that converged on Westfield Group’s Galleria at Roseville proved to be a valuable case. The mall had a fire not long ago that caused some structural damage. When thousands converged on the mall in holiday spirit to see a choral group, the mall was evacuated for fear of shopper safety. You can read the article or watch the news reel.

Here’s a quick list of the social business lessons learned from our perspective:

  1. Have a social media strategy
  2. Be certain that your strategy includes policy and procedure listening, monitoring and participating in conversations with your customers.
  3. Be certain your strategy includes a procedure for what to do when you hear something, like a lot of people are about to be at your building.
  4. More than our typical mantra of communication and collaboration benefits, like speeding the innovation process, social business technology can serve to mitigate risk.
  5. Embrace the cultural shift to rallying a gathering via the social web quickly. Public spaces are REALLY public. Thousands of people can converge on your doorstep – potentially within hours. If you’re in the conversation you can be ready with plenty of hot cocoa.
  6. The risk = not doing anything.
  7. To be quoted on the news as having “no comment” is a bad thing. Losing all your retail business during Christmas week is criminal!

Anybody concerned with social business ought to be paying close attention to what’s currently happening in the Middle East, since some of the organizing strategies in play there can be applied to any cause or business objective involving social change.

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Culture Is Key For Social Business Success

Culture. Culture is how an organization makes sense of the world, a set of assumptions internalized by all its members. Most organizations are the cultural equivalent of stone age tribes: focused on “the hunt,” “the kill,” and what’s for dinner today. Like stone age tribes, they’re fractious, unproductive, and easily broken. In the culture strategy, social tools are used to help an organization make better sense of the world. Accountability, roles, tasks, processes and incentives shape culture. In the culture strategy, social tools are utilized to reconceive them. Wal-Mart’s Sustainability Index is a radical example of a culture-changer, altering all of the above, helping Wal-Mart’s entire ecosystem make sense of the world anew.

Many organizations are struggling with the changes impacting their workforce. Whether it is shifts in age demographics, talent building and retention, or leveraging Web 2.0, there is an air of desperation for clarity. C7group offers a comprehensive approach that shows business leaders and human resources professionals how to leverage the power of social media tools to build a truly connected global workforce.

The C7group is named for our model for the social business culture of tomorrow. A mathematical model for cyclical group behavior  – C7 is the model for a business culture that is adaptive. Our serendipitous coincidence was the identification of lots of things that began with “C” that have a profound effect on the success of social business initiatives. Some of the C’s include collaboration, costs and cycles, customer service, centralized intellectual property and competitive advantage. We believe if an organization get’s all the “C”s working together in a way that embraces change, they can truly make the radical shift to 21st century sustainable success. Culture or Ideology, we think is the most important when it comes to the success of social business initiatives in large organizations.

” In my view, the successful companies of the future will be those that integrate business and employees’ personal values. The best people want to do work that contributes to society, with a company whose values they share, where their actions count and their views matter.” – Jeroen van der Veer, Chief Executive, Royal Dutch Shell (2009)

As a result of massive doses of external constraints on business, the past two decades have seen a trend in many U.S. companies from aggressive, tough-minded fast movers, with confident independent middle managers, to much more procedure-bound and uncertain or slow-acting bureaucracies. Decisions of importance must now conform to volumes of policy manuals and be ratified by increasing numbers of specialist staff people, particularly legal and accounting staff. Clearly this bureaucratic strangulation leaves much to be desired. To hamstring middle management by imposing layer upon layer of caveats and internal regulations, and by requiring that their decisions be ratified by burgeoning hierarchies of staff specialists, serves only to slow managers’ response times, destroy their initiative, and demotivate those that have any aggressiveness at all. Equally clear, for a company’s middle managers to build and maintain momentum, they need to be able to act autonomously and confidently, yet at the same time there is a need for them to act in ways that are appropriate for the overall company they represent.

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Not all internships are about making the coffee!

Facebook started it all. They have 750M+ users. They have a movie.  They attract the best talent in the World by being “social”. What a waste of time. Not.

In a nice effort to make themselves look like their $25Billion+ valuation is well deserved, Facebook published some data visualization on what 10 million Facebook friendships look like.

Paul is an intern on Facebook’s data infrastructure engineering team. I guess they have more fun internships over there and I’m sure a culture of agility and innovation that is the envy of every supertanker-fast Fortune 100 corporation.

Social Business for the Win! (or #FTW) as the millennial generation might say!

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