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BT Web 2.0 adoption case study
we see social media tools as a huge opportunity to transform the way our employees interact with each other, with ‘the company’, and with our customers, partners and suppliers.
They are, in essence, simple content management systems. What makes them different from their predecessors is that they are intuitive, simple, offer no technical barriers to participation, reflect social behaviour rather than try to distort it, and crucially have become incredibly fashionable
we released some pilot social media tools quietly on the intranet. We didn’t publicise their existence but let people find them and the news of their presence spread virally. The tools were based on a single platform, called JotBox, which was cheap to buy and easy to customise. Our view was that these tools would take off or wither away based on how useful they were to BT people. Whatever the outcome, we would have succeeded or failed quickly and cheaply. Perhaps one of the most positive impacts has been in the area of accountability. Management and communications teams are having to be much more end user focussed as the employee channels provide a perfect platform to hold them accountable for what they say. Contrary to popular opinion, these channels are being used in a constructive and positive way. To date, BT people have responded responsibly to being trusted with channels into which they can publish anything they like.
So what impact has the introduction of these tools had on our intranet? The impact has been significant in some areas, subtle in others and in some cases has had no impact at all. Communications is becoming a ‘conversation’ rather than a managed activity which requires a different type of engagement by those traditionally responsible for communications activity. Intranet responsibilities are subtly shifting between those responsible for intranet management and intranet users
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