The first time I wrote about Twitter was March 2007. My, how time and Tweets fly. With 500 million registered users and 250 million Tweets flying across the Twitterverse every day, Twitter has become a fabric of our digital culture. Twitter is now ingrained in our digital DNA and is reflected in our lifestyle and how we connect and communicate with one another.
Vincenzo Cosenza is a new media strategist living in Italy who has over the years, designed some of the industry’s most comprehensive infographics on social media’s global footprint. Recently, he asked if I would write the foreword for his new book, Social Media ROI. And, as I’m a fan of his work, it was an easy decision. As usual however, I asked for permission to share it with you here and his publisher agreed. This is the only place where you can read this in English…
Part of an unpublished appendix for The End of Business as Usual…
The mystique of Twitter, Facebook and Google+ causes a momentary lapse of reason where businesses are surprisingly acting first and addressing “the why” at a later point in time, if at all. Without careful consideration and strategy, a great wave of stream fatigue, social blindness or far worse, customer unlikes and unfollows in will befall unsuspecting businesses en masse in social media. It will come down to a vital, but fixable disconnect. Businesses are interacting with consumers to socialize rather than learn about customer expectations to in turn, deliver tangible value, improve product experiences, and invest in long-term relationships.
Rebecca Lieb, my colleague at Altimeter Group released a new report, “Content: The New Marketing Equation Why Organizations Must Rebalance.” The report helps organizations find balance in the creation of effective content strategies while delivering value to stakeholders and consumers and also the bottom line.
A key objective for senior executives over the next several years is to use disruptive technology to get closer to customers, to improve relationships, and enhance experiences. It is a considerable move and the result will usher in a new era of adaptive and empathetic business models. However, this is a move that is easier said than done., especially when vision and execution are two sides of different coins. This is a critical path where businesses must not only commit to new technology and goals, but also invest in the methodologies, systems, processes, and people to bring about change from within before it can effectively engage outside.
In celebration of the 54th GRAMMY Awards, we are debuting a special edition of (R)evolution. Shot on location in Los Angeles, Evan Green, CMO of the Recording Academy discusses the fusion of two worlds, the social explosion and the increasingly sophisticated expectations of consumers.
In this fascinating discussion, we learn how a 54 year old industry body adapted to the change in how people interact with television, music and one another, shifting from watching the conversation to engaging and helping facilitate shared experiences. More importantly, you’ll hear what it took to get management to see the opportunity for the future and how it changed the DNA of the Recording Academy forever.
Guest post by John M. Bernard, author of the new book, Business at the Speed of Now, and Chairman and Founder of Mass Ingenuity.
Imagine going to work in one of Henry Ford’s factories a century ago, proud that management referred to you a “hand” or a “hammer” or maybe even a “wrench.” The labels reflected Ford’s emphasis on automation and management’s view of laborers as mere cogs in the machine.
Chris Silva, my colleague at Altimeter Group, released a useful report today that I wanted to share with you here. Mobile is important and I believe you know this. However, when we consider mobile, we often think about the experience when and where it begins. But, we often miss the opportunity to lead a more meaningful journey as it may travel from small screen to larger screens across laptops, desktops and beyond. And along the way, we must now determine our role in this journey to provide information, shape decisions, and influence behavior.
This is it…the Season Finale! And, what a way to end Season 2 of (R)evolution….
In this episode, Yamaha shares what is by far the most expansive view of disruptive technology’s impact on business infrastructure and culture on the show to date. What you’ll see is a genuine discussion with Jeff Hawley and Rick Williams of Yamaha explore how an already successful business is exploring new opportunities to better define the customer experience before, during and after transactions. It comes down to workflow. Nowadays, it either works for you or works against you. Here, Yamaha shares that it needed “to blow up” its existing systems and processes and “start over” to compete more effectively for the future.
My friends over at bit.ly published an interesting graph that reveals the devices as well as the days/times that people use different devices and how and when they consume information. As you can imagine, it’s across the board, but as you can see, there are waves that every device follows, except the desktop.
Brian Solis is principal at Altimeter Group, a research firm focused on disruptive technology. A digital analyst, anthropologist, and futurist, Solis has studied and influenced the effects of emerging technology on business, marketing, and culture. Solis is also globally recognized as one of the most prominent thought leaders and published authors in new media. His new book, What's the Future of Business (WTF), explores the landscape of connected consumerism and how business and customer relationships unfold and flourish in four distinct moments of truth. His previous book, The End of Business as Usual, explores the emergence of Generation-C, a new generation of customers and employees and how businesses must adapt to reach them. Prior to End of Business, Solis released Engage, which is regarded as the industry reference guide for businesses to market, sell and service in the social web.