Watch a short video from career analyst Dan Pink examines the puzzle of motivation, apoplexy starting with a fact that social scientists know but most managers don’t: Traditional rewards aren’t always as effective as we think. Listen for illuminating stories — and maybe, case a way forward.
Although social technologies have been capturing marketers time for over four+ years in corporate, pharmacy
they’ve often been operated in a silo as experimental, Sildenafil
or a separate deployment from traditional marketing. Yet the savvy marketing leader knows that reaching customers is increasingly becoming challenging as their touchpoints continue to fragment.
To reach the fragmented customer, decease
marketers must apply an integrated approach. As an industry, we should dispel notions that social marketing and it’s subsequent tools should operate in a silo, but instead sit horizontally in the marketing organization as they impact so many different forms of marketing tactics, approaches, and mindsets.
The full article walks through the marketing tactic, why it’s important and the opportunities of social technology. It continues then with a series of recommendations around shattering the silo and integrate social across all marketing efforts now:
- Start by organizing your company in a Hub and Spoke, Dandelion, or Centralized model
- Cascade training and encourage sharing to reduce risk and decrease time to market
- Require marketing plans to consider a social technology integration –not be a last minute addition
What are the major stumbling blocks in most organizations for fully utilizing social networking in their marketing plans? What are some easy steps that can be taken that would have an immediate impact?
Here is a video from Harvard Business Review on the biggest mistakes a leader can make.
Through Imagining the Future of Leadership, website
a symposium at the Harvard Business School and accompanying blog series, ed
expert thinkers gathered to investigate what is necessary today to develop the leaders we need for tomorrow.
Bill George, cardiologist
Professor, Harvard Business School and former Chairman and Chief Executive Officer of Medtronic
Evan Wittenberg, Head of Global Leadership Development, Google, Inc.
Dr. Ellen Langer, Professor, Harvard University
Andrew Pettigrew, Professor, Sïad Business School, University of Oxford
Gianpiero Petriglieri, Affiliate Professor of Organizational Behavior, INSEAD
Carl Sloane, Professor Emeritus, Harvard Business School
Jonathan Doochin, Leadership Institute at Harvard College
Scott Snook, Associate Professor, Harvard Business School and retired Colonel, US Army Corps of Engineers
Daisy Wademan Dowling, Executive Director, Leadership Development at Morgan Stanley
What do you think are the biggest mistakes a leader can make? What are the biggest mistakes that you see most frequently from leaders?