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Participating in social media has become a business imperative. More than 70 percent of organizations operating around the world are now active on social media. Many are finding significant benefits and unexpected risks along the way.  KPMG surveyed more than 1,800 managers and 2,000 employees at organizations in ten major markets and found that - in many cases - there remains a significant gap between expectation and reality when it comes to social media. 

Chances are your employees are already engaging in social platforms, so why not empower them as brand advocates?

Study on productivity gain of 25% by using social media. 

1. The leader as producer: Creating compelling content 2. The leader as distributor: Leveraging dissemination dynamics 3. The leader as recipient: Managing communication overflow 4. The leader as adviser and orchestrator: Driving strategic social-media utilization 5. The leader as architect: Creating an enabling organizational infrastructure 6. The leader as analyst: Staying ahead of the curve

Tips on how to set up a platform where people will participate

Juliane Neumann zum Thema virtuelle Zusammenarbeit: Thesen zum Gelingen

Your company's workforce is its most valuable asset. It is the employees who translate your organization's strategy into reality, interact with consumers and determine the corporate brand. "Living the Brand" demonstrates how you can empower and enthuse your employees to create "brand champions". This approach enhances employee commitment, improves service standards and focuses efforts to deliver business goals.

Today, the power of the Internet extends far beyond research, data collection, and news feeds. Companies can engage clients in healthy dialog, create brand evangelists and empower employees to promote your company to audiences previously inaccessible.

Research article o the implementation of CoPs, Very good assessment tools for measuring collaboration

Global virtual teams are internationally distributed groups of people with an organizational mandate to make or implement decisions with international components and implications. They are typically assigned tasks that are strategically important and highly complex. They rarely meet in person, conducting almost all of their interaction and decision making using communications technology. Although they play an increasingly important role in multinational organizations, little systematic is known about their dynamics or effectiveness. This study built a grounded theory of global virtual team processes and performance over time. We built a template based on Adaptive Structuration Theory (DeSanctis and Poole 1994) to guide our research, and we conducted a case study, observing three global virtual teams over a period of 21 months. Data were gathered using multiple methods, and qualitative methods were used to analyze them and generate a theory of global virtual team dynamics and effectiveness. First, we propose that effective global virtual team interaction comprises a series of communication incidents, each configured by aspects of the team's structural and process elements. Effective outcomes were associated with a fit among an interaction incident's form, decision process, and complexity. Second, effective global virtual teams sequence these incidents to generate a deep rhythm of regular face-to-face incidents interspersed with less intensive, shorter incidents using various media. These two insights are discussed with respect to other literature and are elaborated upon in several propositions. Implications for research and practice are also outlined.