We regularly connect with people online. We keep in touch. We make new friends. But can we actually learn anything that’s professionally useful? Is it possible for our online networks, professional or personal, to help us become smarter people and more effective professionals with some level of certain regularity? Instead of stumbling across the occasional jewel, is there a way to come close to a guarantee?

Consider this. Subject matter experts around the world are already using social bookmarking sites like Digg and Delicious to gather, screen, categorize and share relevant, insightful content. Prominent bloggers and Twitterers, like Guy Kawasaki, spend hours each day scouring the internet and linking to remarkably valuable content on their blogs and twitter feeds. And some companies are using Yammer to stream relevant news and other materials to employees on their closed internal networks. And let’s not forget powerful news aggregators like Google Reader that can put thousands of information sources at our fingertips and let us search all that content for even the most obscure word or phrase.

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Bob Feldman, Principal of PulsePoint Group, on what activities a company should undertake internally on it's journey toward becoming an Engaged Enterprise.

Seven Characteristics of the Engaged Enterprise

Originally Published PR Week, March 12, 2010

In my last column, we explored the concept of “the engaged enterprise.” This is a corporate business model that suggests an authentic, dynamic, and deeper relationship between a company and its various stakeholders, in which conversation and business ideas are shared up, down, and sideways.

A constant value-exchange is the new norm.

Due to considerable response and curiosity on this subject, this is the first of two columns that will dig deeper into the model. In my next column, I'll look at what you need to do in external engagement, but first, let's look at what you need to do internally:

Strong internal collaboration. Lots of companies have implemented Microsoft SharePoint and other collaboration tools. But the issue is: how widely are these tools used? Does your department live on the site or is it the occasional repository of random documents? Collaboration and knowledge sharing exist in real time. Success depends more on culture and leadership than on technology.

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Originally Published PR Week October 2009

If you’re a Tom Friedman fan, you know he doesn’t write much about the world of public relations. But he might as well have in one of his recent columns.

Headlined “The New Untouchables,” Friedman writes that in addition to our banking system needing a “reboot and an upgrade,” so too does our education system.

Against a backdrop of who is getting laid off in this economy and who isn’t, a clear trend seems to have emerged: “Those who have the ability to imagine new services, new opportunities and new ways to recruit work (are) being retained. They are the new ‘untouchables’,” Freidman writes. Those simply waiting for the economy to improve so they can resume their jobs the way they had in the past are the very people apt to be let go.

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Originally published PR Week 

I recently had the privilege to be invited by the Council of PR Firms to join some colleagues in a teleconference/webinar about the strategies agencies can employ to do well in this difficult economy.

 

I was joined by Kathryn Metcalfe of Pfizer, Baker & McKenzie's Mark Bain, Peppercom's Darryl Siry, and by our moderator, Darryl Salerno of Second Quadrant.

 

It should come as no surprise that these folks had some terrific insights, ranging from high-value ways to help companies drive their businesses forward to basic recommendations on the importance of passionately focusing on client loyalty in such a tumultuous time.

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PulsePoint Group
March 7, 2008

Fortune magazine’s recent cover story on Gen Y is fair notice: There are a lot of them and more are coming!

And many are coming into the world of PR.

GenY, estimated by recent census data at 70+ million, isn’t just the future of business, they’re here today forcing companies to adapt to their unique set of values and priorities.

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