By Dion Hinchcliffe – http://bit.ly/y0OdB7 @dhinchcliffe
As we see large organizations try to apply social across the board, to marketing, sales, product development, workforce collaboration, and customer care, the size and scope of the strategy effort often becomes 1) large and unwieldy and 2) hard to coordinate and align across the various areas of responsibility in the organization.
Business leaders very much want intellectual control over their social business evolution, but the bigger the effort is, the longer it takes and the less likely it is that they will maintain effective oversight.
Centralized strategy that encompasses everything, as more and more things become social, means that the strategy is usually quite challenging to maintain, keep updated, and meaningfully communicate across the organization.
Sustained focus on a particular business function while maintaining a broader view of the whole organization seems to be the success factor for a strategy effort.
Questions that seems to come up most often:
What are the necessary moving parts in a social business strategy?
What exactly needs to be included and what can be left out?
These break down to the following topics: – http://bit.ly/zCY4Yb