This post is in regards to a question @ MyRagan “Can Legal, communicators reach accord on social media?” (read article)

This is a very complex question, mostly formed by the understanding that legal and communication operate under two entirely different models. For the most part, legal is a risk based model and communications are an opportunity model. While segments of channel occasionally have similar goals, they rarely agree on much of anything.

The only real time that legal and communicators will connect is when the two niches reach a like-minded adoption point.

Right now communicators are being thrust through a speedy evolution. I’m sure many would say they are “hanging on to a rocket for one hell of a ride”

Lawyers are often 18 to 36 months behind the rocket, watching as it shoots into the sky and pondering the thought “what are we going to do about all this smoke?” Continue Reading »

A lot of professionals are trying to understand social media… the benefits, pitfalls, investment, and results. People want to know they are doing it right and they HATE doing it wrong.

Here are two different case examples from this month to put the problem into perspective. Continue Reading »

For many readers, it is new frame of mind to realize how the digital and real world are colliding. In my case, I’ve been thinking about this for over a decade.

It was originally a serious set of questions when I was working with TMP Worldwide (and through them Monster.com)

When Monster.com came into existence, it really marked an era when the web became tied to our professional lives. The change didn’t happen overnight. It tooks years and years for recruiters and corporate giants to adopt new ideas, slowly and steadily trying to integrate changing fundamentals of online communication.  Continue Reading »

Mark Tamis has a good breakdown of social CRM “Your competitive advantage will be your Customer Base and their ability to advocate your company and persuade their peers to do business with you.”

I believe another core advantage will be organizations that redefine the term “employee asset” to include social assets. Every single employee or contributor to a project has the ability to support both internal and external ideas with a network of 50 to 1000 individuals. Understanding that as an organization grows in size, the multiple layers of departments and business niches creates hundreds of different customer silos internally and externally.

Within this framework we can use basic examples: employees become leaders, leaders become employees, family members become thought-catalysts, friends become survey groups. Continue Reading »

One of the things that sets my team apart is our ability to dig up remarkably obscure information and use our insight to connect it to other digital resources. Sometimes these resources connect to obvious online repositories (Google, Twitter, Facebook, Yelp), while at other times it connects to second and third tier data (home sales, political contributions, census data, employee lists.)

The most interesting part of our work is between the connection of digital information and real world information that has often been ignored for months, years or even decades. New strategic and tactical information allows us to redesign business models and locate areas of efficiency, risk and opportunity (sample connection points for digital and real world data include human resources, stock changes, executive communication, employee management, customer care, fulfillment, sales, etc.) Continue Reading »