{"id":6199,"date":"2013-03-28T11:37:01","date_gmt":"2013-03-28T09:37:01","guid":{"rendered":"http:\/\/poncier.org\/blog\/?p=6199"},"modified":"2013-03-27T22:48:09","modified_gmt":"2013-03-27T20:48:09","slug":"social-business-transformation-be-inspired-by-the-marketing","status":"publish","type":"post","link":"https:\/\/poncier.org\/blog\/?p=6199","title":{"rendered":"Social business transformation : be inspired by the marketing"},"content":{"rendered":"

\"Ellen\"<\/a><\/p>\n

This idea of being inspired by the marketing, I expressed it during a workshop about social learning and employee engagement in social business process, with an HR audience, during the last Enterprise 2.0 summit<\/a>. Few years ago, I wouldn’t have said that, but I think it is true, even if the sentence is a little bit provocative. Customers are not identical, as the marketing finally understood, employees either. However, when you look at a roll-out strategy for social business, you have this feeling. No adaptability<\/p>\n

\"\"<\/p>\n

At the beginning of the web, the marketing approach was \u00ab\u00a0one to many\u00a0\u00bb. So one marketing speech for the different stakeholders. With the web 2.0, based on more interaction and a better targeting of the stakeholders, a \u00ab\u00a0one to one\u00a0\u00bb strategy was deployed. Last one, still ongoing, the \u00ab\u00a0many to many\u00a0\u00bb approach where all employees are possibly a contact for customers and applicants. To sum up, an ambassador program. Like this IBM advertising described it.<\/p>\n

[youtube]http:\/\/www.youtube.com\/watch?v=_SbVnMMozY4[\/youtube]<\/p>\n

Let’s go back to the roots of this discussion, the employee engagement for a social business transformation project. I’ve published a post<\/a> on this blog about multiculturalism, and the impacts of cultures on social business project management. In the comments, John Ingham<\/a>\u00c2\u00a0underligned the concept of polyphony in the enterprise. Everyone is different :<\/p>\n