RAFFIAPALM

Resources for product teams from industry experts.

No matter what you’re after, in the internal groundswell, the secret to thriving is culture. This is not about technology implementation but about managing and changing the way organizations work, a change that needs the blessing—or, even better, the active participation—of top echelons of management. It’s nearly impossible to force social technologies on organizations from the top down, because, by their definition, these technologies require the participation of your employees.

You can’t force them to adopt groundswell thinking, any more than you can convince reluctant managers to deploy social technologies with your customers. But it sure helps if the social technologies have an executive or two behind them.

— Groundswell by Charlene Li, Josh Bernoff

Source: Amazon Kindle

Related Stories and Excerpts:

  1. As companies tend to innovate faster than their customers’ needs evolve, most organizations eventually end up producing products or services that are actually too sophisticated, too expensive, and too complicated for many customers in their market. Companies pursue these ‘sustaining innovations’ at the higher tiers of their markets because this is what has historically helped them succeed: by charging the highest prices to their most demanding and sophisticated customers at the top of the market, companies will achieve the greatest profitability.” Among them are new technologies and platforms. — The Startup Way: How Modern Companies Use Entrepreneurial Management to […]
  2. Social media has transformed our world into one great big small town, dominated, as all vibrant towns used to be, by the strength of relationships, the currency of caring, and the power of word of mouth. In order to succeed now and in the future, it’s going to be imperative that we remember what worked in the past. — The Thank You Economy by Gary Vaynerchuk Source: Amazon Kindle […]
  3. But the principle of constantly expanding your experience, both personally and vicariously, does matter tremendously in any idea-producing job. Make no mistake about that. Another point to encourage you. No doubt you have seen people who seem to spark ideas—good ideas—right off the “top of their heads,” without ever going through all this process that I have described. Sometimes you have only seen the “Eureka! I have it!” stage takes place. But sometimes you have also seen the fruits of long discipline in the practices here advocated. This discipline produces a mind so well stocked, and so quick at […]
  4. In epidemics, the messenger matters: messengers are what make something spread. But the content of the message matters too. And the specific quality that a message needs to be successful is the quality of “stickiness.” Is the message—or the food, or the movie, or the product—memorable? Is it so memorable, in fact, that it can create change, that it can spur someone to action? — The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell Source: Amazon Kindle […]
  5. When studying events, we look at them through analytical, logical lenses. We break them down into small, understandable chunks, and we fish for scapegoats while looking for cause-and-effect relationships. Is the economy going south? It must be the result of the poor decisions of a politician. Is the newspaper arriving late? That lazy mailman. For sure, he stopped to chat with the neighbor. Is your wife cold and distant lately? It must be her job. We seek linear, immediate, sensible explanations for problems surrounding us. But by doing so, we run the risk of seeing issues as being inflicted […]

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