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Why Social CRM will never be built
Social CRM is not software. Remember, CRM, and therefore Social CRM, is an approach that takes into account people and processes and leverages software to accomplish outcomes. The people and the processes come first. Software, while critical to success, is always secondary.
Vendors that claim they deliver Social CRM are wrong. They are delivering software solutions, generally Social Support Community software, that is a core component of a Social CRM strategy.
Social CRM is a strategy. Building off of my last point. Software cannot build strategy. I know, one day machines will take over e world and I will be proven wrong. :-) Until that day comes I am right, it takes people to build a strategy that achieves corporate goals.
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Your Social CRM strategy must make use of tools that end-users (execs, sales, support, etc..) will use, not because they are forced to, because they add value to their lives.
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Your software must support the varied stages and workflows for all of your processes. When the software forces you to adjust processes due to it’s limitations, you have already lost.
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Reflections on E2.0 2009
The blogosphere moves quickly. You can find many excellent summaries of the events of the 2009 Enterprise 2.0 conference in Boston. But only now are more reflective posts emerging. What is the point of Enterprise 2.0? Can its benefits be measured?
Michael Krigsman started things by writing about the Kumbaya effect. The opportunities for better communication and collaboration afforded by Enterprise 2.0 technologies are interesting, but are they valuable?
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So maybe we should consider Enterprise 2.0 a movement, a management style, or a vibe, instead of something intrinsic to the way business will be done in the future.
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So maybe the right thing to do, if you believe in E2.0, is to engage directly with knowledge workers themselves. Maybe the business of Enterprise 2.0 is not about selling the CEO, CIO, or IT director on the merits of transparency, immediacy, and authenticity. Maybe it’s about winning the hearts and minds of business professionals with tools that make their work easier.
IDC: It's Time to Get Serious About Enterprise 2.0
Robert Mahowald, Research Director, IDC, discusses how organizations today are using innovative Enterprise 2.0 tools for more efficient business operations across the extended enterprise.
The Social Software Value Matrix
I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.
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As the CEO of a marketing agency put it to me, "How can we collaborate with our customers when we can't collaborate with each other?"
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The best place for your employees to learn professional social media is inside the company.
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Four Ways to Spur Innovation at Your Company
How can other institutional leaders follow suit to foster the emergence of creation spaces and collaboration curves? Here are four broad suggestions:
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More broadly, leaders must redefine the reason their institutions exist, breaking down institutional walls to move from scalable push to scalable pull.
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Passionate individuals are usually talented and motivated, but they're often unhappy - they see the potential for themselves and for the institution where they work, but can feel blocked in their efforts to achieve it. Institutional leaders must put mechanisms in place to connect these individuals with each other, and serve as their champion.
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How to make Enterprise 2.0 concrete and to define result expectations, to justify the necessary investments? « Ha’s Blog
Time for proof - how concrete are the results of Componence?
So what are the concrete results then of Componence? Can I quantify them into hard cold financial benefits? What are the soft results? I guess both, I’ll try to give it a shot.
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