One of the major challenges of the community and social business teams with whom we work is the education of their executives. While a great deal of progress has been made in the social business space, executives vary widely in their expectations, priorities and their own engagement. One of their main challenges is having a clear understanding of the business value. This confusion makes it hard for social business teams to make progress, for partners to position the business value and for the market to develop to its estimated $1.3 trillion potential (McKinsey Study, The Social Economy 7/12).
The Social Executive research platform to be key in helping our members and clients make progress in their own organizations. The goal of The Social Executive research is to understand the following:
- How executives connect business strategy and social tools and approaches
- How executives use social tools and approaches for their personal goals
- The process and triggers that move executives to a more mature use of social tools and approaches
The Community Roundtable is in a unique position to understand the social business transformation going on within organizations through our work with companies like SAP, Aetna, Blue Cross, AT&T, Google, CA Technologies, Ernst & Young, Johnson Controls, Nike and many more.
The Social Executive™ study is designed to help better understand the level of executive engagement, how they are setting priorities and the value they expect from social business. Check out our Toolkit designed to help social and community teams understand executive adoption so that they can effectively coach executives.
We use the following model to describe how executive evolve as the adopt social tools and approaches and then ultimately transform their business thinking:
We are using this research to:
- Publish sponsored analysis, case studies and tools
- Present and offer executive education
- Offer executive assessments and coaching
- Inform TheCR Network programming
The Social Executive Case Study: UBM
This case study speaks to one company’s journey in internal social networking that highlights the what, why and how of UBM’s implementation and growth of its internal community. The case study illustrates how CEO David Levin took a leap and chose innovation, how these decisions unified company culture and made collaboration and employee engagement easier and more prevalent.