ADEO’s “Top 350” community is 10 years old!
The ADEO Group launched a digital community for its top 350 leaders in 2008, with Business Digest supporting the design and delivery of the editorial management strategy. This community continues to aim for increasingly ambitious targets. Today, we celebrate its 10-year anniversary! For the occasion, the community is receiving a makeover to become more vibrant, interactive, and continue serving the needs the group!
The platform is an integral part of HR’s response to the push for greater cohesion and a new form of leadership, as part of the deployment of ADEO’s strategic objectives.
Overcoming cultural and technical obstacles
When it was created, the challenge for the community was the lack of maturity of digital culture and corporate social networks. Leaders tended to censor themselves when using the site: either they were too afraid to comment on a post or they spoke in their official capacity rather than in their own name. As a result, the system sorely lacked a human, natural touch, despite the fact that the ideas shared were rich, well researched, and aligned with the group’s ambitions.
Becoming a lighthouse in the group’s transformation
In 2015, a revolution took place when the community OPTIMADEO online was integrated into the group’s new social network, “Younity,” offering extremely easy-to-use functions for creating communities and engaging in conversation and sharing ideas. The community’s animation is consistent with an editorial agenda aligned to the challenges of the Cap 2025 strategic plan.
Now in 2018, OPTIMADEO has reached a stage of maturity and continues to develop in order to respond to the group’s challenges. Many things have changed over the past 10 years. The world’s pace of change has quickened. The digital revolution is shaking up business systems and ways of working. ADEO is being pushed to adapt to its platform environment. The new ambition: to accompany leadership transformation. Hence the decision to remake the Top 350 community! The remake includes a new more intuitive, fun design that incorporates the codes of social networks familiar to its users. It also includes a new, more dynamic editorial strategy that aims for a more playful, participative mode via questioning and a less formal, more human tone.
Key points
As digital awareness has grown since 2008, attitudes have changed and technology has progressed, with an explosion in visits to the portal and user involvement. The new system has been in operation for four months, with hits up 830 active members and 69 of them taking part in spontaneous discussions.
The community’s two key success factors are: an editorial management strategy that is strongly aligned with Cap 2025; and a seamless connection to other development resources and communities linked to Cap 2025. In short, the community is embedded in its ecosystem.
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