Branding: A Brand is a Promise

Many business leaders and professionals will say the phrase "we have to develop our brand, market it, make it powerful and recognized". Unfortunately, most of them are thinking about the physical image of it and not what it stands for.

A powerful brand is the reflection of general recognition of a consistently delivered relevant promise.

As a leader of a business or someone trying to create a personal brand those are the terms under which you have to think about branding. A great logo, trademark, a nice picture, a great bio, or creative catch phrase will just take you so far. Without a consistent delivery of a relevant promise all of that will fail in regrettable loss.

If you are in the process of creating a strong brand for your business, department or personal, let's break the concept down to ensure the key messages are addressed.

The end state of a successful brand is general recognition and desire. How you achieve that is by first defining your relevant promise followed by relentless consistent delivery.

What is your promise?

Whether you think in terms of a product, service or individual is irrelevant. The concept remains the same. What does your [thing] promise? Here are some examples of successful brands promises (this is how they resonate with me, not necessarily what you find in the companies' website):

Oreo - indulgent, familiar, comfort treat
Apple - ahead of time, innovative, simple and exclusive
Starbucks - relax, slow down and enjoy life in a nice place
Google - clean, fast access to all knowledge
McDonald's - fast and cheap

Are these promises relevant?Well, ask the millions of people who use these products and services every day. So, what is your product's or your personal promise? Is that relevant to your clients, customers or consumers?

Note quality is not in any of the promises listed above. Quality isn't something you promise, it's something you deliver. Quality is expected. It's also subjective to your promise. So let's talk about consistently delivering it. What would happen if you had to wait 15 minutes for a Big Mac once? How about twice in a row and in different stores? What if the next 2 iDevice generations deliver only new case colors and new sizes (this sounds familiar)?

The most fundamental way to keep a promise and creating general recognition is to delivery it consistently every time. There is not much to be said here. Start lagging and your brand will fall apart. Deliver consistently every time and word will spread. It's that simple!

As companies grow there is a constant battle for that consistency. The more people you depend on to do it the more difficult it is. It all goes back to the people you have. Hire the right people and train them well otherwise you will kill your brand as fast as you can say "I killed my brand". But that's a whole new subject.

It's ok for companies or professionals to adjust their promise over time for some of them become irrelevant or a commodity, but some of the brands won't survive that. It may be just as easy to develop a new one.

Some new brands may have the same promise as yours, and they will take over general recognition and desire because of better delivery execution. A good recent example is Blockbuster and Netflix. New brands have the advantage of starting from where you currently are and focus on making it better. That's why smart companies and professionals keep innovation top of mind. You can't rest of past success for too long. Actually, not at all.

Are you delivering a relevant promise, and consistently? Yes! Keep doing it and innovate. No! Go back to the drawing board.

Futurology: The real Superman is coming

Let's take a look into the future.  If the image you think of when someone mentions Superman is the muscular body with a yellow and red diamond shaped crest in the chest, red Speedo, boots and cape over a tight blue suit, perfect hairdo and angel face, you may be disappointed.  The real Superman that will be around us soon will be everything but that, at least in most cases.  In fact, you will likely be part of the new Supermen and Superwomen army coming up.

Don’t expect a being from outer space either, who was lucky to land in a place where his natural power became super in comparison to normal humans.  The new Supermen will be technology made.  Driven by the human impatience with the lagging interaction with technology caused by an unfit “middleman”.  This middleman which is completely inadequate to handle the speed demanded by the virtual, lightning fast world is, well, your body!  Have you noticed lately that the devices we carry today are capable of unimaginable things and that the biggest issue we have making them more effective is the fact we still need to touch or talk to them to make something happen?

Did you ever remember you had to send a message or needed some information while in the middle of something else, let’s say driving or taking a shower or in a business meeting?  You had to make the unacceptable decision to give up and let the opportunity pass.  In some other cases you tried to reach to the phone while driving to eventually decide it was not a good idea after almost hitting the car in front of you?  Well, you are ready to become Superman and accept the implications.

If our body is not fit to what is required in this new world, what is the rational decision to make?  You may say retire the body, which as we saw in the movie Matrix it is a possible concept that may be developed overtime.  However, I believe there will be a short-term solution that will bridge us to that future.  Connecting the device directly to our brain.  Bypassing and upgrading the human body instead of retiring it will be the intermediate stage.

You will become our 21^st century version of the Man of Steel.  Not as colorful and romantic.  Instead, a more realistic version of the comic books.  You will be able to multitask without the annoying interruption of reaching to a device.  Think and it happens!  Need to instant message during the meeting to get the latest update?  Done.  Need to make a calculation that would be impossible without a calculator?  Done.  Need to call or text someone while driving without losing sight of the road?  Done.  Research the internet for knowledge, play an interactive game, read a book, send a message, order pizza, get the latest football scores?  Done, done, done.  Nothing else needed other than to think about it.

Along with that there will come the interface with bionic arms, legs, exo-skeletons, etc.  You have become Superman.  However, anywhere there is one, there is also kryptonite.  In our case our internet bills.  Don’t pay them and you’ll get dumb and weak, and you may find yourself frozen in the middle of the street trapped in your shiny Superman suit begging for help.

This transformation will open all sorts of business possibilities.  Imagine the possibility of marketing on the spot directly to someone’s brain!  How about all the data that can be collected.  Today’s Big Data concept will pale in comparison to what is coming, so much so we should call it Not Really that Big of a Data.  But this is content enough for a whole new blog!

Federation or Integration? The Dilemma of Executives during Acquisitions

This week I had the opportunity to attend a great executive workshop called The Art of M&A Integration hosted by M&A Leadership Council where we discussed a topic that most C-level executives and Sr. leaders of organizations will debate this year.

As many of us heard before, over 70% of mergers and acquisitions fail to deliver value committed during the public announcement. More concerning is that many deliver value erosion with very negative consequences ranging from complete disappearance of the acquired company to millions of dollars in write-off in later divestiture.

As we discussed examples it has become apparent that the most critical issues are (1) lack of clear definition/alignment of the business objective for the acquisition and (2) lack of professional M&A leadership in the business, or both.

So, if you don’t read any further keep in mind if your company is acquiring and planning to integrate another business make sure you address upfront both of these issues:

• What/why are we acquiring this for? IP, geographic expansion, supply chain execution, etc. “The answer must be crystal clear, documented and agreed at leadership level because it will serve as the guiding principle for all other decisions coming up” Jack Prouty – President, M&A Leadership Council
• Assign a professional M&A team to deliver according to the objective. No cutting corners are allowed here. You must have people who understand the business and possess superior leadership skills. “This is not for the faint of heart, unprepared or for the people available at the time” Mark Herndon – President, M&A Partners

There are other critical steps after that but to address all of them I recommend attending the 3-day executive workshop, especially if you’re in any leadership position of M&A. I’ll concentrate on the dilemma of what to integrate.

Getting to the answer is not easy but the principle is simple: integration objectives must be fully aligned and supportive of delivering the acquisition objectives, the ones I mentioned above, which in turn must be clear and aligned across M&A leadership team.

Example: a large company which product has slowly become a commodity and revenue is lagging year over year has decided to acquire a small innovative company with the objective of transforming its business and return to innovation, product differentiation and scale up sales for the target company.

Integration objectives: retain target Co. talent at all cost (it may very well be a condition for closing), incubate and protect their innovative spirit as opposed to integrate or consolidate, integrate back office in the short term, cautiously integrate sales in the medium to long-term.

Not to do: absorb organization. It’s common companies will lose sight of their acquisition objective and will make decisions that will destroy or erode value of the acquired company. Great ideas when looked at the micro level of integration, such as “why don’t we integrate our R&D teams and we will save $1M in lab and organization costs”, have proven to be value eroding or killers of great acquisitions. In this case the company would lose all the talent and end up with a product which it can’t sell or develop. That means a major loss of the acquisition investment and high probability of not being able to turn the situation around. Company would have to eventually ingest the loss.

In conclusion, to answer the question about the right approach for integration you must first align on the objective of the acquisition and then assign a strong leader who will be capable of delivering accordingly. Fail to do either and you’ll have to prepare for disaster recovery.

Please share your thoughts, comments and experiences with our community.

I want to express my deepest appreciation to Jack Prouty, Mark Herndon, Jim Jeffries, Melanie Endert, the entire M&A Leadership Council, and fellow Coaches and Alumni of The Art of M&A Executive Workshop from whom I learned so much this week. Thank you.

People leaders, understanding individual needs and desires

Read here part 1 People Leaders are Bridge Builders

I invariably start a conversation with people about their career with the following question: where do you want to go? If they can’t answer that question the conversation is usually very different from the ones who can. You may have already heard that quote by Lewis Carroll “If you don't know where you are going, any road will get you there.”

My version is slightly different: if you don’t know where you are going, every road will get you nowhere. I can’t build a bridge to someone who doesn’t know where they want to go. However, I still can help. That’s the first step for people leaders:

1. Understand the individual desires and needs of a person.

No answer to the question is wrong if someone is really seeking self-realization. I met countless people looking for professional advice who provided canned answers to that question. Things like: I want to grow and have increased responsibilities, I want to be Director of this or VP of that, I want to be the CEO, etc.

My follow-up probing question is simple, one word: why? That’s when most people will freeze and either have that blank stare common to those who never thought about it or they’ll look at me as if asking why they have to have a reason!

If there is no why it’s unlikely to really be a solid long-term answer. The answer though doesn't need to be a noble cause but it has to be meaningful for the individual. Some will want power and money, some will do it to help others, some for pure passion. However, there are many who in reality just want to keep a job but feel compelled to show ambition because “that’s how it works”. Others want it because it’s their parents’ expectation or to show their friends they are successful. These are not valid reasons for one will sooner or later feel empty despite all accomplishments.

2. Recommend the individual to search for a reason (no need to get too philosophic, even though it can be a great opportunity for it; one can keep it simple and look for short-term answers).

This soul searching exercise can take time but it’s important to be done often in life. Finding our true passion and reason allows us the find the path to self-realization. As we mature our reasons may change. The motives of a young professional may be different from senior ones. That’s where I believe Abraham Harold Maslow did an outstanding job with his model for Hierarchy of Needs.

Once there is a good answer to that question a leader can start the next step to help building one’s personal bridge:

3. Help individual with self-awareness. Assessing one’s true position is key. Neither being too optimistic nor too humble about it is a good thing here. It’s not a discussion about confidence but about reality. Many people struggle to see it or accept it. I’ll talk more about it in the next article.


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Are you really WFH working from home?

I spent the whole day at home today, working.  Really!  I was working.  First in bed, then in the sofa where I am right up to this moment.  It's about 8pm.  I started working about 7:30am.  I took a quick 10 minute break for breakfast at around 9am and another 15 minutes for lunch at around 3:40pm.

Would you believe that I was able to complete more work than I would in 2 full days at the office?  If you ever worked from home you would.  If you didn't, well, I'm sorry.

I came across this article at Bloomber BusinessWeek which I found interesting.  It's a light and educational reading about a recent survey conducted by a company called Citrix (CTXS).  It does unveil some interesting findings which in fact are already well known by people working from home regularly.

Here is how I would appear in this survey according to my WFH experience today:

Most disliked work events: unproductive meetings, especially at 8am
Why I sneak out of the office: nap
What have you done while working remotely: took a nap (seeing a trend here)
Boss opposes working remotely: I don't think so
Have drink while working remotely: no, and while I experienced in Europe the culture of having a small glass of wine during lunch time, I still believe you have to follow local practices

So there you go.  What is your experience WFH?

People leaders are bridge builders

During the past 20 years of professional experience leading people I've been working on consolidating my leadership principles. As I mentioned in a previous article One rule and 6 steps to drive employee engagement I feel I got to something valuable. Today I have one of the most engaged team of employees working with me. No easy feat during these turbulent times.

What if I told you that this was achieved through building bridges? What if I told you your job as a leader is to build bridges? Some of them long and solid, some high. You may ask bridges to where, for whom and why? What for?

Well, I define the role of real people leaders as bridge builders. Our role when it comes to the people we lead is not for selfish growth and fame. It’s a selfless responsibility of serving others through valuable and rare skills. The skill of providing clarity to people looking for answers about their future and how to get there.

The majority of people unconsciously know in their hearts what they want in life. Few will ever realize that and turn into action. They lack the understanding or the courage to make it happen. However, when you help by removing the fog around and allowing them to find out where they want to go you will see their inner lights shine while they fulfill their potential. Then you build a bridge.

When you are helping building the bridge to your people you will have to resolve 3 simple yet critical puzzles. I’ll share them here and break them down in future articles:

1. The process of building a bridge starts with a fundamental question one must answer: where do they want to go? If one doesn't know where to go she shouldn't spend energy moving because she may be just going to the wrong direction anyway. As a leader facilitating that process it takes time and patience.
2. The second puzzle is for the individual to clearly understand where they are.Another critical step of self discovery and self awareness that great people leaders must facilitate. If one can’t accept where she really is and believes she’s somewhere else, you can’t start building the bridge for the individual won’t be able to find it.
3. And finally the final step. Once the present location and destination are fully realized by the individual, the leader will be able to start the construction. In some cases the distance between the points is great and will require a few hops. Sometimes the depth of the valley between the points is great and will require time for building solid foundations. Those analogies translate into people development approaches the leader will apply.

When people comprehend a leader’s main motivation is helping constructing bridges to their desired future, they will reciprocate, work hard and be loyal. It’s also a fact you may lose some people along the way. Some for good reasons if they found their desired destination is in a different path. Even in that case, they will respect you for life for you helped them finding their true path. The reward for all this incredibly demanding leadership task is a highly engaged and performing workforce along with the gratifying realization of seeing people fulfill their dreams; a people leader’s ultimate accomplishment.

Stay tuned for next articles with insights about how to execute the 3 steps above.

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Is Social Business creating Corporate Socialism?

so·cial·ism     noun \ˈsō-shə-ˌli-zəm\

1 : a system of society or group living in which there is no private property

2 : a stage of society in Marxist theory transitional between capitalism and communism and distinguished by unequal distribution of goods and pay according to work done

A scaring thought in the corporate world so used to hierarchical, top down, do-what-I-told-you model.  Can the S-word (I know what you thought but I meant Social), belong in the same phrase with the C-word (I meant Corporate just in case you had any other creative idea)?

The thought of allowing people at all levels to speak freely in a corporate environment feels like a dictatorship enforcing free speech for its people, a nice conversation between Government and Unions, allowing woman to vote a century ago or people from different ethnicities to share the same seat in a bus not that long ago.

Is social business the beginning of corporate socialism?  Is Marx becoming real at the heart of the capitalist world?  I know a lot of people are cringing now.  Some of these words put together bring back memories of the most fearful time of a generation.  Socialism, Marxism, Communism, Capitalism, Cold War, Nuclear War, End of the World.  I know, sounds scary for some of us.  But it’s good that most in the social revolution didn’t live through that and don’t have the same reaction.

There will always be a certain level of command and structure required for an organization to run.  Ever since I joined the corporate world back in 1990 I hear about reduction in hierarchical levels, elimination of higher and middle management, improving our listening skills, etc.  It seemed my promotions were always timed with corporate culture change.  Every time I was promoted matched the time the level I now belonged to no longer had the right for an office.  Worse than that, it was always perfectly synchronized with workforce reduction and empowerment down the ladder.  What meant in reality fewer direct reports, and luckily the same but most often more work.  So, while my boss had 10 people and a nice office, by the time I was promoted to take his job I had 2 direct reports and the same windowless cubicle.

And now this Social Business thing.  After all things we had to put up during our careers, we have to allow anyone in the company to say what they think and smile!  We have to share with everyone the knowledge that gave us competitive advantage to grow our career?  Share that knowledge with those who are competing for a promotion with us, when unemployment rates are high and the world is in economic crisis?

Yes.  Companies are becoming social.  Under the following definition corporate socialism is happening.  I define Corporate Socialism as:

 1 : a system of management or team working in which there is no private knowledge but protects intellectual property.

Whether this will happen through generational change in the corporate world or paradigm change in the current management model is the only question to be asked.  People will learn that socializing knowledge while protecting intellectual property will make drive results.  Those retaining it will get stuck in the past and will be eventually forgotten there.  And no; retaining your knowledge will no longer help your career.

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Move like Jagger, Think like Jobs

The one on my right is Steve Jobs!

Would the Rolling Stones exist without Mick Jagger? No, it wouldn't. It would be either a cheap copy of the wiggly legendary lead vocal or something that wouldn't resemble anything of the former band, which means it would literally cease to exist. Soon we will find out whether Apple was a one man show.

In a world built on volatility, it's hard to say Apple's leadership has been established. Mostly for 2 reasons: (1) no company is ever assured of keeping a leading position without continuous improvement; (2) there is no longer such a thing as established leadership.

What was Steve Jobs' legacy to Apple? Was it a roadmap or pipeline of ideas and products? Was it his creative and visionary brain? Or was it a way of thinking? No company can depend on a single individual for its success. No company will achieve competitive longevity based on a single leader, no matter how good he/she is.

We know great leaders not only when they have the job but perhaps more importantly after they leave, their legacy. We often see companies striving under a leader just to lose its momentum after a leadership transition. If the way of working has been ingrained into people’s beliefs and behavior, the company no longer depends on a single visionary individual to achieve greatness.

It’s a fact we can’t only blame Jobs in case Apple loses its luster. But preparing someone who can take your job is a key role of a leader. Hopefully the new person will bring even better and greater ideas. Inheriting a winning company is probably more difficult than taking a company that needs change, if we can really say a job is easier than the other. The rationale before this statement is that in relative market position a leading company can only keep it or go down.

I don’t know how much value there is learning how to move like Jagger, but I can say that if you can do it along with perpetuating a winning corporate culture you’ll be a hilariously entertaining leader on top of being a great one.

Jobs didn’t have Jagger’s moves that’s for sure. It now remains to be seen whether he succeeded making Apple think like him.

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Enterprise Collaboration in the Cloud at Kraft Foods

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Social Media Secret Weapon: Email

This week I received a link to an interesting post called “Social Media's Secret Weapon – Email”. For those who know me I don’t have to say that I recoiled from the sight of the word e-mail. Specially coming together with Social Media, and even more when I saw it called out as its secret weapon! That was too much for me and I almost lost consciousness. Ok, you got the point.

Jokes aside (at least some of them), the article brings an interesting perspective of a current reality we can’t deny. The culture of e-mail is still pervasive, and using it as a tool to help people transitioning into something more efficient is a good idea. As I always say, e-mail has its place. You give it to people you actually don’t want to talk to, like we do with our home phone number, which is primarily used by telemarketing and people we don’t know well enough to give them our cell phone.

In the post the author makes a clear statement that e-mail is a secret weapon to bring people to the Social Media space, but he never advocates the use of e-mail for collaboration and discussion. I was disappointed that in many comments people seem to be confused about the message and used it to validate their ever growing e-mail usage.

I was amazed by the number of comments it has generated. Can you imagine if they tried to use e-mail for that discussion? Impossible! I do agree e-mail alerts are still an important part to bring people to discussions, but it’s not used for the discussion itself. That’s what probably happened with that post. People got an alert but immediately jumped into the social capabilities for the exchange of ideas.

Since e-mail is a cheap way for the sender to try to engage someone, it will still be used without restrain – unfortunately. Senders don’t account for the negative productivity impacts and related costs they generate in the other end. A distribution list can’t even be used as a gauge for its effectiveness since most e-mails are deleted and there is no way to know who’s actually reading them.

At home or office we scan through envelopes and promotional material throwing 90% into the trash, but we no longer – for the most part – exchange letters or office memos using paper. E-mail will be the same. We will receive hundreds of them and delete 90%, either automatically through spam filtering capabilities or manually, but it will be barely used for collaboration, innovation and exchange of ideas. 96% of the e-mails sent to serious corporations never reach our inbox. They are filtered by an anti-spam tool long before they even get to us. So, for me it’s a stretch to call it social media’s secret weapon.

Click Social Media Secret Weapon to see original post mentioned in this blog.

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--- Vinicius da Costa is Associate Director, Collaboration and Social Media Solutions at Kraft Foods. This text represents his personal opinion and does not represent the views of Kraft Foods, Inc.

8 million jobs: desperately looking for professionals

There is no shortage of jobs here.  Actually, there is a desperate need for professionals right now.  To be more precise, over the next 3 years it’s estimated 8 million new jobs will be created and it’s already clear there will be no professionals available to fill them.  This is Brazil.  And I’m sure similar situation ought to be happening somewhere else as well.  There is no shortage of jobs in the world.  The caveat is they may not be where you are.

I spent the past week in Brazil, the country where I was born and left about 10 years ago seeking better professional opportunities in the United States.  To my surprise, when I arrived at this giant of Latin America in 2011, the situation was completely reversed.  The first thing that caught my attention when I passed by a newsstand was the title of this local business magazine EXAME: “Searching 8 million professionals”, in big red bold letters.

This country, home of the largest portion of remaining Rain Forrest on planet Earth, is moving at an amazing pace.  Unemployment rate is at about 5.7%, which is close to say there is no unemployment.  Anything under 5% is considered a state of absolute employment, since at that rate unemployed is mostly voluntary or result of transition to better opportunities.  Salaries are increasing fast.  Companies searching for employees are dropping some of the qualifications required and investing in preparing talents in house.  So why is this a problem?  Because there are no qualified people available in the country, and there won’t be at least over the next several years, and as a consequence, government has to decelerate growth to control inflation.

What a contrast to the United States today, where the biggest concern is exactly the sluggish economy and high unemployment.  The good news is that despite the fact the US is in a tough position today, the world as a whole is actually getting stronger.  The bad news is, for a country accustomed being the place to be for the past few generations, it’s difficult to accept the idea that many of the best opportunities are somewhere else.  For me in 2001 when I was offered a job in the US, it was only natural to leave my country, family and friends, accept all the pitfalls of doing so and move.  It was expected and praised, a symbol of success.  This is not so much how it’s perceived today in the US.  After decades of absolute world leadership, people were raised under the paradigm they already were in the best place of the world.

It’s very unlike the US will become a bad place to live.  However, slowly the world will change, and some of the tradeoffs of moving abroad for better opportunities will become less of a barrier.  For the young, it may actually sound like a great idea moving to a country with so much energy, growth opportunities and optimism compared to what they see around today, i.e. pessimism, concerns, negativity and problems.

Our role as parents, educators and professionals is to prepare them to this new reality, while we try to make things better at home.  We can’t just discount 8 million open jobs.  We must educate them to the global environment to ensure they will be competitive and will have more options.  Continue to invest in their education, including languages and international affairs will be fundamental.  In this way we will prepare them to cover gaps created in developing countries with the accelerated growth they are facing.  Education can’t follow the same pace as development, and that’s where the US is in a better position to source for the global gap of qualified professionals.  We only need to accept the world out there as a real opportunity and work towards that reality.  It doesn’t need to be treated as the only option but it must definitely be an option.

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--- Vinicius da Costa is Associate Director, Collaboration and Social Media Solutions at Kraft Foods. This text represents his personal opinion and does not represent the views of Kraft Foods, Inc.

Social Business – It is not just about technology!

Click HERE to watch recording of NewsGator, Kraft Foods and Microsoft Webinar in case you missed.

Transforming your business and culture using social computing software

Kraft Foods is in the middle of a dramatic transformation to embed innovation into every aspect of its business. Consumer driven technology is evolving at such a rapid pace that it is hard for corporations and their diverse employee populations to understand and agree on how technology can best enable the flow of knowledge and collaboration that leads to innovative thinking. Generational differences and a wide variety of comfort levels with technology impact the pace of internal change and the ability to roll out new tools quickly and effectively.

In this complex environment that many companies are currently facing, transforming the way the organization works is very difficult. Implementing new social and collaboration technologies will not work if a majority of the workforce doesn’t understand their value.

Check out this one-hour Webinar with Vinicius da Costa, Associate Director for Collaboration and Social Business with Kraft Foods, and Doug Caywood, Industry Manager of Microsoft’s US Consumer Goods industry organization.

In this Webinar they discuss the following topics:

• Moving away from e-mail as a primary collaboration tool
• Leveraging social business tools to drive business value
  • Innovation, knowledge management, efficiency, speed, agility, and enabling partners to fully participate
• Investing in creativity, people skills, marketing, and branding
• Being bold with the outcomes, be focused on the results

The best enterprises use Twitter to solve your problems fast

Forget 1-800 numbers. The best enterprises use Twitter to solve your problems fast — and some make you feel good too!

Check out this interesting article by Time Magazine.

--- Vinicius da Costa is Associate Director, Collaboration and Social Media Solutions at Kraft Foods. This text represents his personal opinion and does not represent the views of Kraft Foods, Inc.

Check it out interview about Social Collaboration on CMSWire

Social Collaboration at Kraft Foods: An Interview with Vinicius da Costa

...Ultimately we want to create knowledge spaces vs. physical spaces….creating a true "networked" organization. It’s not about the device, network, or physical location as much as it’s about knowledge, delivery, execution, and collaboration... click here for complete interview

Also available Warc commented version

4 Reasons Why You Must Start Social Business Transformation through People (and how)

For more than 2,000 years we’ve been communicating through some variation of messaging system, e.g. smoke signals, messengers, postal services and e-mail.  Collaboration in the same period of time was done either through gatherings (today called meetings), then conference calls and because of lack of anything better, e-mail.

With historical changes caused globalization, creation of internet and the progression of its capabilities like blogs, wikis and social networking, today people across the world are capable of sharing knowledge in previously unimaginable ways.  However, corporations are still struggling with the change that is already almost consolidated in the consumer space.

To help addressing this situation, I listed here 4 key issues and opportunities which make me believe it’s fundamental to start corporate social business transformation through people.  You will also find some recommended actions for each of them, based on research, studies and experience.

1. FEAR OF OVERSHARING

·         I want to target the audience in communications (CORRECT)…

·         …and I can’t do that with enterprise social tools (MYTH)

·         I want to target the audience for collaboration (NOT NECESSARILY)

·         Legal and confidentiality concerns (REAL)

·         I want to ensure security of proprietary information (CORRECT)…

·         …and enterprise social tools are too open (MYTH)

Action: Educate people about some of the myths around security and how to use different social business settings depending on the confidentiality of information.  In some cases, a personal message will remain the best option.  However, people in general tend to withhold information as a matter of personal power rather than security concerns, as you will see next.

2. VALUE OF KNOWLEDGE: from individual to collective

·         What would you choose (in a scale of 1 to 100)?

o   Know 60 if everyone else knows 30

o   Know 80 if everyone else also knows 80

o   Most will choose the former because that’s how they were able to grow in the past

·         PAST PARADIGM: What only I know makes me more relevant than others

·         If you manage knowledge within a limited space, i.e. your direct reports, your peers, your function, your business units (BU), you will be capped by that much space

·         TODAY’S REALITY: I’ll learn more if I share more

·         Collaboration will enable you and your team to transcend the very limits silos create

Action: Work with the leadership of your organization to recognize collaborative (team, multi-function, multi-BU) outcomes as much as individual (one person, one function, one BU) contributions.  Some of those collaborative outcomes can create unprecedented breakthroughs and business results.  It may be time for a change in the reward and recognition system to put more weight in team results rather than individual evaluation.  Create a pilot for global collaboration to demonstrate its power.  Showing is always better than telling.

3. THERE IS NO WAY TO STOP THIS WAVE

·         Internet has seriously cracked the dams holding knowledge

·         Social collaboration destroyed those dams for good

Action: Focus in securing proprietary and confidential information and then let knowledge sharing flow.  If you try to stop it people will find potentially dangerous alternatives, i.e. Facebook, Twitter, etc.

4. IS YOUR COMPANY’S LEADERSHIP READY TO LISTEN?

·         In a strong hierarchical culture it is a lot more difficult for social business to fly

·         Social business will break into “secret brotherhoods” and will allow people to voice their opinion

Action: Understand the culture of your organization.  If you work for an extremely hierarchical organization it will take a long time to get to a social business environment.  Hopefully not long enough to compromise the future of the company.  In that case you have to understand if there is any intention of leadership to give it a try.  If so, start with a small and clear business case that can demonstrate the potential of the change.  You may have only one chance, so study the alternatives thoroughly and choose wisely.  In less rigid cultures, you still have to make sure leadership engage in fair and open discussions, encouraging participation at all levels.

On March 24 2pm US ET, I’ll be talking more about these opportunities during a free Webinar titled Social Business – It is not just about technology!  Click here to register and join me in this conversation.

Visit me at about.me and connect on Twitter @VMRdaCosta

Don’t transform Social Network into the next inbox nightmare

Whether you are leading Social Business transformation in your company or joining the bandwagon of Social Networking in your personal life, there are some few tips I wanted to share to make sure you create real value from the experience. Approaching it recklessly will just create a new information overload nightmare to your clients or to yourself.  Read

Visit me at about.me and connect on Twitter @VMRdaCosta

Social Media increases employee life span by 25%

Check this blog I wrote for AIIM Enterprise 2.0 Community:

It’s been said that people who are actively engaged in social networking will live in average 25% longer lives.  The main reasons identified in this study are: click here to continue reading...

Visit me at about.me and connect on Twitter @VMRdaCosta

If all you have is a Social Hammer...

“When will you stop giving us more tools and start making our lives simpler”? That was the question I was asked during a casual meeting last week with some classmates from the University of Chicago. The inquiry came when we were talking about Social Media for the enterprise environment. Read

Also visit me at about.me and connect on Twitter @VMRdaCosta