Headshift pioneered the use of social tools within traditional firms, and worked from 2002 for over a decade to help firms improve operations and engagement using smarter, simpler, social technology

Social Business Strategy

Establishing the right strategic framework, and bringing together different business functions, is key to the success of social business initiatives.

The rise of the social web has taught us a lot about how we can significantly reduce the costs of collaboration and co-ordination inside businesses, whilst increasing agility and becoming more customer-centric.

We apply these lessons inside the enterprise to improve the way corporate IT supports business change and aligns with business needs, and we work with customer-facing functions to place social media engagement efforts within a strategic framework, and ensure they are integrated within internal business improvement.

Establishing a social business programme with clear measures and goals is a useful first step, but we can also help with leadership coaching, cross-functional co-ordination, employee engagement and other activities intended to accelerate business improvement.

Post*Shift: the Prequel

A decade of learning how, when and with whom social technology can be implemented inside organisations to humanise and improve their operations left behind an interesting trail of blog posts, experiences and case studies, so it seemed like a good idea to maintain this web archive. Headshift was founded in 2002, sold in 2009, and the right to its name and content was then re-acquired by its founders in 2014 as they were setting up their new venture, Post*Shift. If you enjoy reading this archive, please head over to the Post*Shift site to find out how we are building on the first phase of social business technology to create new structures, culture and operations in large organisations as part of our vision for Twenty-First Century Business.