By Jed Hallam
The Social Media Manifesto is a instruction manual to allow leaders around the company to appreciate how social know-how could be integrated into their corporation. together with case reports from Google, IBM, Spotify, Unilever, and Coca-Cola, it presents perception and useful recommendation for managers to enforce their very own social company plans.
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If Steven Johnson’s idea of the adjacent possible is right, why are not we spending more time destroying the categories we have built in society (and inside our own minds)? Process is, in my eyes, the antithesis of action. It is like organized fun. Nothing new comes from process, because process is built around empirical constructs. ” And it is probably true, if it has worked before, it probably will work again. But it will not achieve the same result, because the world will have moved on since then.
CHAOTIC NETWORKS The people that we employ and the markets that we converse with on a daily basis are made up of complex networks—based on both 27 The Social Media Manifesto 28 social (friendships) and interest (shared interest) graphs. As I demonstrated in the chapter on the death of “brand,” these networks could give the most ardent sociologist a headache, but they are absolutely fundamental in creating order out of chaos, and the more that we ignore them, the more complex our organizations are going to become.
As a business, this requires two core components; Understanding at a leadership level that products or services do not need to be fully complete before they launch. A real-time feedback loop for improvements and modifications. If agile working can be ingrained into the businesses culture, the products, services and campaigns that the business launches can have improvements made to them over time, at a micro level, increasing reception and engagement with consumers and making people feel as if they are a part of the fabric of the business.