The Executive’s Role in Social Business Harvard Case Solution & Analysis

Societal technologies are becoming more important to company, according to a survey conducted by MIT Sloan Management Review and Deloitte. However, the adoption of societal technologies frequently means altering the way that people work, and that means executives have to invest time and effort in describing the intent and value of using the new tools, as well as providing the necessary financial and organizational supports to sustain these work flow changes over time. The authors' research is predicated on two surveys conducted in 2011 and 2012, also as tons of societal business idea leaders and interviews with executives. The 2012 survey had more than 2,500 respondents from 25 industries, and 99 Nations. According to its findings, 52% of managers say their companies are at an early phase of developing capabilities that are societal. For these managers, the top obstacles to using social business are a dearth of no business case strategy and too little management understanding.

The authors gives details of the importance of three distinct techniques of senior leadership bolstering for initiatives that predicate on the social technologies: (1) bolstering of these initiatives throughout the time, not just when they are launched, (2) executives' own utilization of social technologies as an indication of their imperativeness, and (3) a pragmatic attitude related to what must be measured and when to measure results from the initiatives.

The Executive's Role in Social Business case solution

As marketers capitalize on social tools, the relationship between CIOs and CMOs can change, and some organizations are hiring chief officers that are digital, the authors note. They find that successful social company initiatives can generate changes in the manner executives work collectively.

PUBLICATION DATE: July 01, 2013 PRODUCT #: SMR457-HCB-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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