That’s what lies before today’s C-Suite executives if they choose to explore it. What I’m talking about here, of course, is really about relationships. With the advent of social computing in the second half of this decade, the power has shifted from producers and marketers to people.
The challenge, of course, is for today’s executives to leap into the deep end of the pool and embrace these new relationships. To build new loyalty into their customer base, by demonstrating the ability to listen, learn, share and improve.
This is a great opportunity that current executives and VPs have that their predecessors didn’t have.Â The ability to change the relationship and make it one built on the trust and respect of quality products and honest interactivity.Â This goes equally for internal communications.Â The opportunity to use these same open and trust building methods within an organization is huge.Â Especially with organizations that are struggling with employee engagement and moral in these trouble economic times.
It goes beyond displaying good will, however.Â Any effort in using social computing for building new relationships requires a commitment to open dialog, acceptance of public feedback (both good and bad), and the willingness to discuss this in a public venue.
The point here, is that our current executives have this powerful new option that their ancestors did not.Â The question is, how many are of strong enough to take that bold step?
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