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"In our research and others we’ve subscribed to, 60% of today’s companies fall into the Ad Hoc stage, 30% in the Experimental stage, 9% in the Participating stage, and less than 1% fall into what we consider the Strategic Social Business stage. This 1% has mastered cultural change."
"However, tactical experiments generally result in outcomes that aren’t strategic by definition, with limited outcomes and blunted impact; there are much better ways to apply social business when the underlying business processes — and even the underlying business models — are thoroughly overhauled more holistically for a pervasively connected and digital world.
To underscore this point, an important new post by Altimeter’s Jeremiah Owyang this week explores how we’re only getting started with social business, even as the whole social and 2.0 movement gets ready to reach its first full decade. In the post, Jeremiah presents some of their latest survey data showing that only a few organizations have reached an advanced stage of adoption, that there is limited integration across business units, products lines, and customer databases, and that only a leading cadre of companies are highly organized or systematic in their use of social media. In other words, a lot of useful work has been done but most of us are only getting started and we know it.
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Unfortunately, I see companies all too often squandering even the the low hanging, easy-to-reach potential to re-conceive and galvanize key processes in customer care, product development, marketing, sales, and operations. Usually it’s because they look at it through the lens of what they do today, versus what the industry norm will be in five years, or even what leading companies are already doing today.
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"It’s not something that will happen overnight. It certainly won’t happen in a kickoff meeting. And without a total organizational commitment to being customer first, building trust, and setting the company on a path where the idea of connecting with customers in real-time is embraced, it’s not likely something that will ever happen. And for some industries that may be okay, it’s still way too early to tell.
But for those companies looking for some guidance and a framework, I’ve broken the social business evolution process into four stages: Birth, Childhood, Adolescence, and Adulthood."
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Becoming a social business is begun by defining what “Being Social” and “Open” means to your organization.
The first and probably most significant realization one needs to make in this evolution process is that there is no single definition of “being a social business.” Every business should (read will) have their own definition and move at their own pace in getting there.
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Assess your existing culture.
How far off is your existing culture with what you defined in the “birth” stage? Chart the path ahead. - 4 more annotation(s)...
"For any new business tool or technology, gaining a core of early adopters is both exciting and dangerous–if it only stays within an echo-chamber of early adopters. To become a business priority, it needs to grow beyond this group, become commonplace and create value for the organization. The question in the title may sound like a self-contradictory, but I have good reason to ask."
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That is an important point: work still needs to be enjoyable for people to stay engaged. But, once you grow beyond an initial group, any concept or technology becomes so common that it looses it high-shine luster. What is important is to distinguish common from productive.
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. You need a basic understanding of level of dependencies and where they lie before you can get into the deeper question of how these dependencies reflect your organizational needs, processes, and strategy
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"As more companies begin to be interested or in some cases to effectively launch new initiatives for involving customers and employees to improve their business, a possible sequence of cultural, technological, organizational maturity stages starts to show up.
Each stage is characterized by a certain level of understanding of the role that social media play in creating value, by different organizational schemes and by specific degrees of integration between internal systems and online conversations."
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- The entire value creation chain including customers, prospects, suppliers, employees is affected by the conversations happening between the company and its ecosystem. Marketing, service, communication, innovation, product management are constantly and in quasi-real time realigned to customer insights. Now the company understands how its products / services are being used and influence you the lives of their customers. Internal and external processes are restructured both to increase the value created for the organization and the customers’ quality of life, in a mutual beneficial way.
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"I had the job of closing the event with a wrap-up keynote, the slides for which are embedded below, and my theme was how we move beyond a focus on tool adoption to realise mainstream business value."
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Too much management thinking in recent times has been focused on influencing behaviour by addressing extrinsic motivation - usually a variant of the basic carrot and stick idea - and not enough on tapping into peoples' intrinsic motivation to do the right thing and to make sense of the world around them.
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Social business systems are well placed to strike a balance between human and corporate needs, getting more out of people with lower management overheads, and by increasing the connectivity between people in the workplace, they can make better use of a company's existing human potential.
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"To help with keeping up with the fast moving pace of Social Business, we’ve created a useful new model aimed at helping you stay up-to-date with the major moving parts of Social Business today. We define Social Business here as the distinct process of applying social media to meet business objectives."
E2.0 seems to be entrenched in the domain of the CIO and IT organizations. That’s a shame because it really does spread across many domains. Gautam Ghosh lamented the lack of attendees or speakers from the HR realm in a few tweets during the event. Yet many of the talks were certainly around employee behavior and engagement.
I have to be honest. There are many things that are still left unanswered this year. I didn’t expect solutions but I was looking for more thought on the following ideas:
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ROI - Surprisingly, I agree with
Dennis Howlett . I don’t think people should be looking for a single answer or approach to figuring this out. What was being affirmed is that are some cases of ROI particularly in the external or public-facing environments, but very rare for internal enterprise 2.0 environments -
Adoption is about transforming human behaviors at work
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"Tapping a diversity of perspectives has been empirically proven to increase the quality of ideas. Indeed, this is one of the benefits of setting innovation communities. By investing some time in establishing a community management plan, organizations will see a nice return on their innovation efforts.\n\nThere are three distinct phases to innovation community management:\n\n 1. Pre-Launch\n 2. Early Community\n 3. Mature Community"
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- Advancing innovation
- Improving the way the company operates
- Use of social software
Early enthusiasts will be found among those with a demonstrated interest in:
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Providing direction is a key component of surfacing ideas that will make a difference. The focus areas can start out limited to a set of key opportunities and issues that need addressing. Organizations can also use their top strategic initiatives as their innovation target areas.
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Levels of maturity are standard levels of competency that have been the foundation for many different kinds of maturity models. One of the best known frameworks is the Capability Maturity Model. The maturity model framework can be adapted to value networks as well. Such a model can help address questions of value network competency and aid in developing value network strategies.
We have a second model too - a WE Corporate Assessment framework that lays out six operational components that will determine where on organizational maturity scale a company is. the six components are:
* Strategy
* Corporate Structure & Operations
* Culture
* Community Membership
* Tools
* Content
There are certainly ways to encourage faster community maturity. Creating aggressive content strategies and adoption campaigns certainly helps. Having a constituency that is already familiar with social media tools is also helpful. Regardless of adoption and tool use robust communities require community leaders (not just sponsors), rich interactions between members, and a collective sense of the community as a whole. Those subtle characteristics cannot be manufactured in any other way but to have the community develop those traits organically over time.
Communities are one of the hardest types of organizations to launch, develop, and sustain. Two years is a reasonable ramp period and growth comes in fits and starts – metrics have to change over time too. I suggest the following:
Mindset refers to the set of assumptions or methods held by groups of people which is so established that it creates a powerful incentive with these people to continue to adopt or accept prior behaviors, choices or tools
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