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"An important theme in the articles and blogs I've been reading recently is that it's time for social to grow up and leave childish things behind. Childish things like individual departments within an enterprise improvising ideas for social in an uncoordinated, decentralized fashion, with the nominal center for social (Customer or Public Relations) carrying the can when it all goes wrong."
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The development of social analytics may not yet be mature, but it's advanced enough that there's a new buzzword for it: "socialytics." The motivating theme across this emerging range of tools is that social should cease being based on intuition and guesswork. It's possible, instead, to identify vectors of social activity which produce reliable ROI.
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This is where "socialytics" come in, of course. As a baseline, it's necessary to conceptualize success in social in more meaningful terms than merely reaching large numbers of customers and potential customers
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"You know your organization needs to change. You've developed a strategic view about where you need to go and you've matched that up with an understanding of the changes that will require in your culture. You've thought very hard about organizational mindsets and personal behaviors that will need to shift to get there. Now, you actually have to do something to shift them. "
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what we've seen is that the starkest differentiator between organizations that can change successfully (and sustain higher performance over time) and all the others isn't in what they say, it's in what they do--how they actually implement change. You can't just have a workshop and put up a few posters, you have to intervene in the system.
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" While gathering information is often a key driver for initially getting members to a community, this is not what will keep them coming back and becoming active participants. When launching a successful community, companies need to act more like facilitators than as dictatorial owners. Listen to what the users like and want, then play the facilitating role as they build and grow the community."
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Two sets of objectives must be managed in online communities: 1) those of the company and 2) those of the members. If this worries you, don’t let it. Managing this balance is simplified because the two sides usually have very complementary objectives.
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"Here is a report addressing an interesting question. In December 2010, inlevel conducted a research on "Middle Management as Business Software Influencer." They start with an interesting point. Software tended to be sold to senior business management and CIOs. However, because of increased access to the Web, greater use of cloud applications and simpler applications, a growing number of software purchases do not require senior level support nor need to involve IT. So this study looked at the current role of middle managers in software purchases. They gathered responses from 210 middle managers across a variety of industries in the US."
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The research found that 42% of middle managers surveyed said they are actively engaged in the enterprise software selection process and 41% said no one a cared about their views.
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They want to talk with vendors about their offerings.
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"Some refer to this position as a Chief Social Media Officer. I don’t think the social business evangelist necessarily needs a specific title, but I do believe the person to shepherd social business possesses five characteristics.
* Passion for the business
* Appreciation for the organization’s cultural heritage
* Limitless determination and stamina
* Ability to influence
* Skills to maneuver the political landscape"
Sometimes even the best researchers forget that the answer you get depends entirely on who you ask. A new Forrester survey of 2,000 information workers has revealed that despite the hype, it's not Gen Y that's getting business to adopt collaborative technology. Gen X, those who are 30-43, are the ones leading the charge for social computing.
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Forrester's analysis is that despite their different view of technology, Gen Y, Millennials, or whatever you want to call those 29 and under, don't yet have the clout within organizations to make real change.
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Even if Gen Y was significantly better at using social software, it wouldn't matter at this point. Obviously younger employees will increase their stature within organizations as the years pass. But the idea of Millennials at the vanguard of innovation in the enterprise is a myth
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If I was trying to build a power base to get things done as a matrix manager I would focus on expertise and relationships as a great place to start - if you have traditional authority that is a bonus in the matrix structure.
A much ignored subject in conversations about the workplace is the role that social influence plays. Recent research shows that when making decisions (any kind of decisions) we are much more influenced by known peers than we are by anonymous people or anonymous information inputs. It is the people that we know and trust that we consider the most credible sources of information. Because we’re much more connected to each other online, we’re influencing each other more than we ever used to.
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