As social media platforms increasingly dominate communications in private lives, businesses are adopting them for the workplace. But are these social media applications and technologies ready for an even greater challenge – supporting companies successfully navigate major business change programs?
Social media tools can reduce the time an organization needs to navigate change programs and deliver a better change experience from the employee’s perspective – this, in turn, builds a foundation for employees to be more continuously change capable in the future. Social media can be an important addition to a traditional change management program, one that can dramatically increase the acceptance of change and advance an organization more predictably toward its business goals.
One of the critical success factors for managing change programs is engaging employees in the change – helping them to feel ownership in the initiative and tapping into their energy to resolve issues and advance the business. Social media solutions allow information to flow in multiple directions rather than just from the top down. Executives know that achieving success at major business transformation requires more than simply telling everyone about the new ways things are going to be done. Since the middle 1970s, there has been a noticeable change in the business makeup of the American economy — from the managerial economy of the 1950s to the entrepreneurial economy identified by Peter Drucker in his 1985 book, INNOVATION AND ENTREPRENEURSHIP.
Now, the companies that have been started and emerged in the past decade or so are seeking ways to employ growth management to direct their businesses for the future. We view that challenge in the terms once expressed by the noted British author and politician, Benjamin Disraeli. Change is evident everywhere – governmental regulations, business cycles, national and global economies, public elections. The questions which those changes create, are questions which most managements ponder regularly. Indeed, growing any corporation requires a blend of techniques to motivate and reward those who grow businesses. 2.  Understanding Markets, It is not sufficient to just package and ship domestic products. Finally, we work hard to effectively conduct the basics of the business –the blocking, tackling, and routines which are repeated daily.
Our vision when the company began in 1979 was to build a durable goods manufacturing business in developed industries by acquiring existing but underperforming companies. Mitigate the effects of issues not in our control, such as business-cycle variations, national economies, politics, governmental regulations, taxes. Have a relatively quick profit improvement potential, as well as good balance sheet, cash flow generation potential, and reasonable purchase price.

Beware, however, that you do not build a top-heavy corporate staff and hierarchy that you automatically drive up the complexity and overburden the decision-making process.
People motivation and skill development is the third equally important part of managing growth.
Factors important to growth management: globalization, understanding markets, questioning nature, technological adeptness, team building, size, simpler is better, communications, and instilment of motivation to do better. This book has its roots in the field of entrepreneurship but it straddles the fields of strategic management and organization effectiveness.
Although it is difficult to quantify how many companies use internal social media platforms, a number of corporate software companies have sensed the opportunity and offer various systems.
According to numerous studies, anywhere from 60 percent to 80 percent of change programs do not live up to expectations.
For example, using microblogs applications for sharing short bursts of information in Twitter-like fashion – organizations can “crowd-source” ideas and involve employees more directly in the change program.
Acceptance of change – processes, services, working relationships, policies and more -can be accelerated across the organization through the real-time sharing of experiences. As JPI  grew from a start up to annualized sales in excess of $600 million, we arrived at some answers that have worked for us. By planning, we mean consistent, regular review of all operations – competitive elements, numbers, people needs, new technologies we can employ in manufacturing, market shares and direction, and not necessarily in that order or limited only to those elements. To grow, companies must know the intimate details of how to sell in many nations – distribution channels, pricing, hidden elements. Further, it was to improve the operations we acquired, to meld them into strategic business sectors, and to manage them for growth.
Rather, we opted to utilize high-tech manufacturing methods to produce low-tech products –gaskets, bearings, camshafts, bushings, toilets, bidets, showers, hardware. We manage to that plan, immediately upon closing the deal, always maintaining the strategic posture of flexibility, of being ready to take advantage of opportunities when they arise.
We monitor results and evaluate our action plan to insure that it is being properly administered. New management people must be added to bring needed skills and experience to the management of growth.
Human resources must be cultivated with the same, if not greater, diligence as capital, property, and equipment.
The philosophy is simple: by encouraging every one of our more than 7,500 employees to do better each day, the entire corporation benefits.

Organizations can build greater internal loyalty by actively soliciting continuous feedback on issues related to the change.
Social networking and collaboration applications are extremely effective ways of bringing employees together to perform new processes and to share experiences – both the successes and the temporary setbacks.
Later in the article, we will return to the definition and additional factors which have been important to our company. Companies must learn to contend with planning growth in a variety of nations, not just domestically. Somehow, as people are added, bureaucracies form, new layers of management appear on the organizational chart. We believe communications is a business discipline just like finance, sales, or manufacturing. People with common interests or related roles can form communities to learn from and support one another.
Companies must become versed in cultures of countries where they do business – and speak the languages of the people in those countries. As a business grows, it is wise to be very precise about what new services or managerial functions must be added, which can be acquired outside, or done in existing operations.
Keep organizations simple with direct reporting relationships, accessibility to people who have the information.
New computer software, manufacturing methods, and other advancements in technology must be utilized to boost productivity. Use new and emerging computer technologies, such as computerized executive information systems, to deliver information in ways that are immediately useful to all involved in the growth aspects of the business.
Industries team to set goals, to strive to reach them, to learn from mistakes, and to work to overcome obstacles and challenges and become better, and better, and better. The core of our efforts in this area are simple, plainly worded mission statements and fundamental management systems.

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