關(guān)鍵字:社交網(wǎng)絡(luò)
這份名為《Leading Through Connections: Insights from the Global Chief Executive Officer Study》的報(bào)告,是根據(jù)對(duì)于全球1,700多名企業(yè)CEO面對(duì)面的訪談而來。IBM公司從2004年開始每?jī)赡赀M(jìn)行一次這項(xiàng)研究,發(fā)現(xiàn)技術(shù)已經(jīng)從當(dāng)時(shí) 的第6順位提升至榜首位置了?,F(xiàn)在,技術(shù)的排名已經(jīng)比人際交往能力和市場(chǎng)等因素更重要了。
“正如我們從所有CEO的響應(yīng)內(nèi)容中所見的,持續(xù)不斷出現(xiàn)的一個(gè)主題就是:持續(xù)且大量地關(guān)注于人們?nèi)绾闻c組織互動(dòng)的變化,”在這份報(bào)告中并提到,“將技術(shù)視為一種效率提升驅(qū)動(dòng)力的看法已經(jīng) 過時(shí)了;當(dāng)今的CEO將技術(shù)視為推動(dòng)合作與建立關(guān)系的推手──而這些更是加速創(chuàng)造與創(chuàng)新的基本關(guān)系。”
企業(yè)成功的一項(xiàng)關(guān)鍵在于如何有效率地與客戶、自己的公司員工以及合作伙伴之間建立連結(jié)與合作關(guān)系。事實(shí)上,共同合作的能力通常是CEO最常提到希望能與員工共同建立的關(guān)鍵。
要能與客戶和業(yè)務(wù)合作伙伴攜手合作,CEO們認(rèn)為社交媒體是一項(xiàng)關(guān)鍵的推動(dòng)力。約有一半以上的CEO預(yù)期社交管道將成為未來五年內(nèi)連系客戶的最主要方式之 一。許多公司甚至投入許多數(shù)據(jù)分析,將用戶資料轉(zhuǎn)變?yōu)楣疚磥砀吨T實(shí)際行動(dòng)的洞察力。超過70%的CEO正尋求深入了解客戶以及改善因應(yīng)之道的方式。特別是電子產(chǎn)業(yè)(占86%)與汽車領(lǐng)域(占80%)的CEO開始進(jìn)行重大變革,以便能更有效地因應(yīng)個(gè)別客戶的需求。“現(xiàn)在正是一個(gè)必須不變因應(yīng)用戶反饋的世界,”一位CEO說,“我們需要組織具備更靈活應(yīng)變的能力。”
根據(jù)IBM的這份報(bào)告顯示,無論如何,這個(gè)反饋社群中都會(huì)包括業(yè)務(wù)合作伙伴。“在一個(gè)日漸透明化以及即刻傳播的社群媒體中,組織通常會(huì)經(jīng)由其合作伙伴的行動(dòng)加以判斷,不只是組織本身。”因此,CEO們期望能在未來三到五年內(nèi)提升50%以上的合作伙伴關(guān)系。這些合作伙伴關(guān)系都需要彼此之間更深入、更密切且較以更用心地經(jīng)營(yíng)。
在這份報(bào)告中,一家日本電子產(chǎn)業(yè)的CEO還論及他的公司如何“透過將終端用戶的心聲直接納入產(chǎn)品的開發(fā)中”,從而協(xié)助其B2B客戶實(shí)現(xiàn)創(chuàng)新。
但前提是──技術(shù)必須能盡可能地更深入連接更多的人與企業(yè)。能夠找到并有效利用這些社交網(wǎng)絡(luò)關(guān)系的公司終將取得競(jìng)爭(zhēng)優(yōu)勢(shì)。
Social Networking: The Ultimate Weapon
Tam Harbert, Freelance Journalist
When I read one of the major findings in a recent report by IBM Corp. (NYSE: IBM) -- that technology is the most critical factor impacting corporations today -- my first thought was: "Duh." But as I continued to read, it became clear that this was not a "Dog Bites Man" story. The technology that IBM talks about is not just focused on the software or hardware that helps build better widgets. Rather, the most useful technology these days is the technology that brings people together: social networking.
The report, "Leading Through Connections: Insights from the Global Chief Executive Officer Study" (PDF), is based on face-to-face conversations with more than 1,700 CEOs worldwide. Since IBM began the bi-annual study in 2004, technology has risen from No. 6 to the top spot. It's now ranked higher than people skills and market factors.
"As we looked across the whole of CEOs' responses, one consistent theme emerged: an overwhelming focus on changes in how people engage with the organization," the report says. "The view that technology is primarily a driver of efficiency is outdated; CEOs now see technology as an enabler of collaboration and relationships -- those essential connections that fuel creativity and innovation."
A key to business success will be how effectively companies can connect and collaborate -- with customers, their own employees, and partners. In fact, the ability to collaborate was the most commonly cited trait CEOs wanted from their employees.
With customers and business partners, CEOs see social media as a key enabler. More than half expect social channels to be a primary way of engaging customers within five years. Companies are also investing in data analytics to convert customer data into insights and insights into action. More than 70 percent of the CEOs are looking for ways to understand customers and improve responsiveness. CEO, particularly those in the electronics (86 percent) and automotive (80 percent) sectors, are making major changes to respond better to individual customer needs. "This is now a continuous feedback kind of world," said one CEO. "We need the organizational nimbleness to respond."
This feedback loop will include business partners, for better or worse, according to the report. "In a world of increased transparency and instantly disseminated social media, organizations are often judged by their partners' actions, not just their own." CEOs expect the use of partnerships to increase more than 50 percent over the next three to five years. And those partnerships need to be deeper, more integrated, and stronger than ever. The ideal is that collaboration and communication is so tight among partners that any shift in consumer needs or desires is felt and draws an immediate reaction all along the supply chain.
In the report, an electronics industry CEO from Japan discussed how his company is helping its B2B customers innovate by "incorporating the end user's voice directly into product development."
The bottom line: Technology is making more and deeper connections among people and corporations possible. Those companies that recognize and use these connections effectively stand to gain a competitive edge.