| Subcribe via RSS
Social Media Governance is a book that helps organizations find the right balance of empowerment and accountability in their social media efforts. It will be released in September 2009.
They’ve created a database of social media policies from dozens of companies, governments, non-profits.
The original article included gems like “There are always more things to do than there is time to do them. Startups are a continuous exercise in deciding what not to do.” And “There’s a lot of value to being likable. Good things happen when people like you. When people like you, bad things have less of a chance of being fatal. I advise being likable.” Now here are what OnStartups.com readers had to say:
The response to an earlier article “Startups: 10 Things MBA Schools Won’t Teach You” has been overwhelmingly positive. The article has now received about 150 comments across various websites (on the OnStartups.com site, in the OnStartups LinkedIn group, etc.) Unsurprisingly, many of the comments are much better than anything I could have ever come up with on my own.
So, to further the conversation and discussion, I decided to collect, edit and share some of the fantastic insights from reader comments.
Not just relevant to ad agencies:
The bureaucratic organizational model thrived during the 20th Century. But is it the right model for advertising agencies in the 21st Century? Could an adhocratic model be better suited for these challenging times? …adhocracy, according to academics, is an organization which is the opposite of a bureaucracy. One that cuts across bureaucratic lines to capture opportunities, solve problems, and get results
It’s hard to design the perfect office. Different people doing different jobs requiring different kinds of interaction (or none)…
Since the dawn of the white-collar age, office designs have cycled through competing demands: openness versus privacy, interaction versus autonomy. Here’s a brief history of how seating arrangements have reflected our changing attitudes toward work.
A smart approach to tough times:
Via facebook magic, I’ve gotten so many messages of sadness, angst in the last few weeks: layoffs, survivor guilt, meaningfuness of work. The conversations are tough. The last thing I want to offer is a handy motivational speech or the “not to worry” quackery. But as you ask for advice (or comfort or a reality check), I have a bit to offer.
And the first part is :: we’ll get through this.
After that, no easy answers. Instead, I offer something looking from way above the fray and then, later, back into the guts of reality.
“I spent a lot of last year urging people to work on stuff that matters. This led to many questions about what that “stuff” might be. I’ve been a bit reluctant to answer those questions, because the list is different for everyone. I thought I’d do better to start the new year with some ideas about how to think about this for yourself.
First off, though, I want to make clear that “work on stuff that matters” does not mean focusing on non-profit work, “causes, or any other form of “do-goodism.” Non-profit projects often do matter a great deal, and people with tech skills can make important contributions, but it’s essential to get beyond that narrow box. I’m a strong believer in the social value of business done right. We need to build an economy in which the important things are paid for in self-sustaining ways rather than as charities to be funded out of the goodness of our hearts.
There are a number of half-unconscious litmus tests I use in my own life. I’m going to try to tease them out here, and hope that you can help me think this through in the comments.”
“Creating great workplaces has never been more important for small businesses. Nor more difficult. Here are 15 companies that do it well.”
“If you think you smell something at work, there’s probably good reason — Bull has become the official language of business. Every day, we get bombarded by an endless stream of filtered, jargon-filled corporate speak, all of which makes it harder to get heard, harder to be authentic, and definitely harder to have fun. But it doesn’t have to be that way. The team that brought you the Clio Award-winning Bullfighter software is back with an entertaining, bare-knuckled guide to talking straight. Grab your cape and sharpen your sword. It’s time to fight the bull!” (Thanks Magda!)
“Creating an action plan to champion the synergies of goal-oriented murdering tactics while front pocketing customer-centric policies to take you offline by EOD.”
“Let me get this straight: The company will side with petulant, unreasonable, angry, demanding customers instead of with me, its loyal employee? And this is meant to lead to better customer service?”
