Improving organizational communications

To help social business emerge from hype to mainstream adoption, it is important to demystify how social business improves people’s jobs. One area that social business can benefit across a wide range of areas inside of companies is the Communications Plan. Today, communications plans have wide application across many areas of business:

  • Projects
  • Programs
  • Change Management
  • Marketing
  • Organizational Change (re-orgs)
  • Crisis Communications
  • Product releases

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The Google+ Experiment (Part 2)

In my last post, The Google+ Experiment (Part 1), I shared my history and thoughts around Google+ that led me to go back and re-evaluate Google’s social networking platform. In this post, I’ll try to capture my thoughts on the experiment itself. I do not consider this a “new user” view because I’ve been on G+, built some circles and have already played with the platform. This experiment is in the context of a re-visit, enabling me to focus on what’s changed both from a platform and personal perspective that might make G+ a worthwhile candidate for my time and attention.

Differentiating between Facebook & Twitter

The first thing that I wanted to answer was how did G+ differentiate itself from Facebook and Twitter. This was hard at first because many of the contributions to my stream were people who thought sharing links endlessly was the best way to leverage Google+. That made G+ very noisy and difficult to follow.  As I started to evaluate who those users were, I started un-circling the broadcasters (people who share a lot of links, but don’t provide any commentary or context). I will say that this instantly made the content in my stream more interesting. I was left with 3 types of contributions:

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The Google+ Experiment (Part 1)

Background

Ever since Google started with social networks, I’ve been skeptical.  But Google+ seems to have more staying power than any of the previous attempts (e.g. dodgeball, wave, buzz). By taking an agile development approach, it allowed Google to release a product that was far from complete, but had enough functionality to make the product usable. This approach is called Minimum Viable Product. The challenge with this approach is that people came, saw, evaluated and left. Many of these people never looked back. I think Alan Lepofsky captured it well when he tweeted:

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