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 in unlocking their share of McKinsey’s estimated $1.3 trillion business value potential. Pivotal in a successful social business program is the ability to transform culture and behaviors. As McKinsey states, It requires role-modeling by leaders and carefully constructed reinforcing mechanisms to demonstrate why change is needed and how it ties to organizational performance.
Join this session to hear how two organizations have engaged their social executives to model a new way of working at the executive ranks within their enterprises. Hear what worked, what didn’t work and what would do differently.