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Businesses who focus on numbers can easily end up privileging short-term profits over long-term sustainability, employee productivity over engagement, and exploitation rather than innovation. These actions can end undermine the organizational strategy, and even the overall mission. Rather than serving as the ends-what the business is all about-the numbers (and qualitative metrics as well) need to be used as a means to measure of how well the organization is achieving both its short-term and long-term strategic goals, and ultimately how well the mission is being accomplished.

When a large brand like Pepsi or Old Spice decides to use video, there are a lot of factors they have to consider: What message is their video expressing? How will it affect their customers? When should they release it for maximum impact? Small businesses have to contend with all those same issues, but with smaller staffs and less money. Despite the challenges, there is value in video for small businesses, even if you're a video greenhorn. We found four businesses that have had real world success thanks to video

To get its employees on board with social media, FedEx's team "realized we needed to go a lot deeper" than just one hourlong workshop. So team members ended up developing an online curriculum with 17 courses. In about 18 months, more than 500 employees had completed the coursework, Horne said. "This is probably one of the best investments we could have ever made," she said. To convince leaders that investments in social media platforms made sense, Horne said she and her IT partners discovered some of the "hidden dollars" that departments were spending to build their own, ad-hoc technology to connect and seek out experts.

Over the past day, Al Jazeera has pushed the issue with its promoted trend and tweets like this, which reads "Like our coverage from #Egypt? Think we should be shown on US TV? It's time to #DemandAlJazeera http://aje.me/demandAJ." Yesterday, clothing outlet Kenneth Cole tried to leverage the popularity of Egypt-related hashtags in a similar manner, tweeting "Millions are in uproar in #Cairo. Rumor is they heard our new spring collection is now available online at http://bit.ly/KCairo." Immediately, the company caught a lot of flack for the tweet and shortly after publicly apologized and pulled the tweet. The difference in the two situations, we would think, is that Al Jazeera is trying to leverage the popularity of a specific event to gain entry into a market that has essentially shut it out. The end result might be similar to Kenneth Coles' desired outcome - increased sales - but it would come with the increased spread of information.

"Alongside this, we wanted to gauge wider views across the sector into charities' use of digital and how else they think it could help them. So today we're launching the results of our Charity Digital Survey at our sold out Charity Digital Summit, part of our Google funded programme of technology events for charities. Many of the 334 charity sector professionals who responded to the survey view digital as essential to their work, but fear they could miss out on opportunities for fundraising and income generation due to a lack of digital skills."

"Australian-based collaboration design specialist Matt Cooperrider has begun to explore an idea that I think the GeekDad readership is more than well positioned to help with. As well as being one of those out-of-the-box thinkers and generally smart guys, Matt is also a role-player and geek at heart. He has begun a new project called Play to Decide which will research how role-playing games can be used to support organizations and communities in democratic decision-making and the collaboration that follows. "

Wired interview with Sherry Turkle about her new book "Alone Together." What she is talking about here (though she does not say it explicitly) is the need for fluency - to know when and why to use digital technology as opposed to just how and what. 

The best managers know how to frame work as a problem that is a lot of work to complete and a small amount of work to check. Mediocre managers spend too much time checking and revising their employees' work, and begin to approach the cost of just doing it themselves. (The worst managers hire incompetent people.) Wolfram Alpha made me this cute Venn diagram of the sweet spot: Competent (C) and not Micromanaged (M). Teams led by good managers reside in the shaded area of the diagram.

ChompOn has released some interesting findings (pdf) related to social media sharing and its value to e-commerce. Specifically, the firm sought out to answer the question: "What is the value of a social action in online commerce?"  What they came up with is that a Facebook Share was worth $14, a Facebook "like" was worth $8, a tweet was worth $5, and a Twitter follow was worth $2.

The White House loves Twitter, and Twitter loves the White House. How much? Last year, they grew their audience by over one-third, adding another 650,000+ followers to their 2M+ base.

If you didn't hear, yesterday Charlie Sheen joined Twitter. Today he very well may reach 1 million followers (as I type he's already passed the 900K mark). How did it happen?  Why all of a sudden did he wake up and decide it's Twitter time? And how was it that Charlie Sheen went from non-twitterer to hardcore twitterer overnight?  Short answer: he got a lot of help from a team of experts at Ad.ly, a small Beverly Hills start-up that focuses on celebrity endorsements via Facebook and Twitter.

I was inspired by C.C. Chapman's post about how Ragu hates dads. He pointed out that the Ragu sauce Twitter account was out there spamming the heck out of dad accounts on Twitter. So, I looked around. I wondered, "Just how many other grocery shelf products are botching their chance to capture our attention on Twitter?"

ONE HAS LATELY heard much of the hashtag. That is, the Twitter symbol #, used to categorize a tweet. Charlie Sheen's first tweet, for example, was famously: "Winning ..! Choose your Vice... #winning #chooseyourvice." #Winning has gone on to live in irony across the Twitterverse, in mockery of the eternally less-than-winning Sheen. But even President Obama recently urged students to tweet their senators about raising the interest rates on federally subsidized student loans with the hashtag "#DontDoubleMyRate." The new thing, however, is using the word "hashtag" in conversation. Especially if you are under a certain age, you may be catching people saying things like, "I ran into that guy I met-hashtag happy!" or, in response to someone complaining, "My flashlight app isn't working," perhaps you have heard the retort, "Hashtag First World problems!" A college student not long ago reported a favorite witticism to be appending observations with: "Hashtag did that just happen?

An anonymous user created a Twitter account, @superinjunction, with the apparent purpose of posting six tweets about the subjects of various injunctions; including actors, a soccer player and a chef. Now, according to Forbes, the Twitter scoop is "forcing British lawmakers to think about whether such a thing is still feasible in the age of social media, and if it is, how to enforce it."

The problem we see today is that many leaders cannot themselves count on a long-term strategy; they know direction will change, and they find it "de-energizing' that they can't help their employees provide one concrete, accurate answer to direction. What we have seen is that dialogue about direction on a more frequent basis, being honest and open about the unknown, is the best strategy. Leaders need to learn how to do this because frequent, ongoing dialogue about direction and redirection are not part of the traditional leadership training manual that taught 5-year strategy planning.

There were many successes, but far too many more failures in this endeavor. Why? Companies absorbed the process of Design Thinking all to well, turning it into a linear, gated, by-the-book methodology that delivered, at best, incremental change and innovation. Call it N+1 innovation. Above all, CQ is about abilities. I can call them literacies or fluencies. If you walk into one of Katie Salen's Quest to Learn classes or a business strategy class at the Rotman School of Management, you can see people being taught behaviors that raise their CQ. You can see it in the military, corporations, and sports teams. It is about more than thinking, it is about learning by doing and learning how to do the new in an uncertain, ambiguous, complex space--our lives today.

Instant access to information has change the world. In the early days of the Internet, people buzzed about the "Information Superhighway." Thinking back to the early 1990s and the first iterations of America Online and Netscape, everything seems so...quaint. In the mid-1990s, it took two minutes or more for a modem to make a connection and boot the World Wide Web for your "surfing" pleasure. Two minutes is an eternity in today's Internet and communications landscape. The ability to send messages and find information in real-time has certainly changed the way we work and live.

"With an 8.1 percent August unemployment rate and 12.5 million Americans out of work, a new Temple University study examines a neglected area of research: how the unemployment process impacts the willingness of those laid off to endorse or return to their previous employer."

Much has been written about employee motivation and retention. It's written by folks who actively use words like motivation and retention and generally don't have a clue about the daily necessity of keeping your team professionally content because they've either never done the work or have forgotten how it's done. These are the people who show up when your single best engineer casually and unexpectedly announces, "I'm quitting. I'm joining my good friend to found a start-up. This is my two weeks' notice." You call on the motivation and retention police because you believe they can perform the legendary "diving save". Whether it's HR or a well-intentioned manager with a distinguished title, these people scurry impressively. Meetings that go long into the evening are instantly scheduled with the disenfranchised employee. It's an impressive show of force, and it sometimes works, but even if they stay, the damage has been done. They've quit, and when someone quits they are effectively saying, "I no longer believe in this company". What's worse is that what they were originally thinking was, "I'm bored". Boredom is easier to fix than an absence of belief.