To be a responsive and productive organisation increasingly requires faster and more effective communications between people, leading to the rise of the enterprise social network
Massive global online social networks have enabled consumers to disrupt markets and even helped citizens to disrupt governments. But what about social networks within business? Is there potential to improve the workplace?
The quick answer would be Yes! But the messy reality of most workplaces mean the outcome is not quite so clear.
Here are some real-world observations, based on organisations who have piloted and/or rolled out enterprise social networking tools over the past 2 years for internal purposes:
- The most active uses have all shared a similar trait: connecting a distributed peer group focused on R&D-style activities. People who talk the same language (i.e. domain-specific) and share the same interests but are geographically dispersed.
- The weakest use has been when it is deployed as a generic organisation-wide tool for everyone to start communicating online. There may be an initial flare of activity but usage tends to drop-off within 6 months.
- The organisations who experience the most demonstrable benefits are in intellectually competitive markets, particularly science, technology and engineering, where specialist expertise is highly sought and valued but where there is openness to expanding knowledge.
- Most senior managers are surprised at how well enterprise social networking tools are embraced when people are given the opportunity to participate.
- Most successful deployments have at least one role dedicated to encouraging and moderating participation. May be a permanent role, can also be an ‘on rotation’ responsibility.
Here are some factors to consider before deploying enterprise social network tools:
- What’s the intended outcome – Is it to strengthen relationships? Uncover hidden pockets of knowledge? Mine skills for collective intelligence? Involve people in decisions? Speed up access to expertise? Improve communications?
- Are the dependencies in place – Will people have time to participate? Will they care (priorities)? Will their contributions be acknowledged, used, ignored or dismissed? How will conflicts be resolved?
- What’s the overall culture of the organisation like – Is gossip encouraged or frowned upon?
- Don’t mix up collaborative working with social networks. Different audiences, different activities. But one can help the other to scale…
- Don’t get too hooked up on the technology choice – the value is in the conversation.
- Consider training to improve communication skills for key roles.
And if there’s one tip above all others for getting started, try focusing on a specific area of the organisation rather than thinking ‘we are going social’. Can an enterprise social network create the digital equivalent of the water cooler or coffee area for a peer group that is otherwise unable to chat on a regular or ad-hoc basis?
Related blog posts
- Collaboration is not the same as social
- Teams don’t scale but networks do
- The value in social networks
Flickr image: “Group Dynamics” kindly shared by Gary Cooper
I watched a fascinating TEDx talk this weekend and have embedded it below to share. If you’re not enthralled at the start, I encourage you to stick with it. It leads to the conclusion:
Celebrity gossip is the conversation that exposes who we are… a reflection of modern human behaviour and culture. In observing the changing nature of standards and morality, gossip is the play-by-play of our social evolution
We often see nicknames for forums and comments sections of web sites such as ‘the water cooler’ or ‘chatter box’. But we kid ourselves if we think they are true replacements for the real thing. And gossip can be such a powerful mechanism for collaborative working. Many people have been criticising Marissa Meyer over the past week for the announcement that all Yahoo employees must now work at offices and not from home apart from exceptional circumstances. Whilst I think that is too strict an approach and there are big benefits working from home in terms of individual productivity, I do feel that organisations often under-value the benefits of informal collaboration through hall-way meetings and unplanned disruptions that tend to occur in close proximity rather than over long or digital distances.
Here’s the video. Make a brew and set aside 20 minutes for a very different TED talk
Earlier this week, Social Media B2B posted The benefits of social media in the B2B workplace. The article has been re-tweeted 75 times at the last check suggesting it has proven useful to quite a few people. But the advice is incomplete. Here are a couple of examples of the benefits outlined.
Increased Channels of Communication
Simply having more channels through which to communicate is not a benefit unless you use them effectively. Respond to one customer via Twitter or Facebook and you will set an expectation for all customers. Do you have the resources to meet that expectation? If not, your reputation for failure will spread faster and wider than any positive feedback. Before you start increasing those communication channels, make sure you plan and budget for the resources required to manage them effectively.
More Collaboration = Better Outcome
No it does not. It might lead to a better outcome but increasing collaboration does not guarantee any benefits whatsoever. A simple example: How many people attend meetings that achieve nothing? That’s collaboration without an outcome. There is an excellent book on collaboration called… drum roll… Collaboration, written by Morten T. Hansen. The book argues, in great detail and with plenty of research, that bad collaboration is worse than no collaboration at all. And then goes on to outline the steps you need to take to ensure that more collaboration does lead to better outcomes.
To benefit from Social Media requires more than simply adopting the tools and techniques of Social Media. It requires discipline. And that includes knowing when not to participate. From the book Collaboration, most failures boiled down to two mistakes: Overestimating the potential value from collaboration and underestimating the costs.
So back to the two examples and what to do:
Increased Channels of Communication
Every organisation should look into what channels of communication its audience use and ask the simple question. If your customers are using that channel, are you? And if not, why not? If you decide to participate, think carefully about what resources you are prepared to invest in to make the participation work. If your resources are limited, be transparent about it. The more human the response, the better the reaction.
Read the book! 🙂 But, in short. Take a disciplined approach to collaboration. Identify where better collaboration can improve outcomes. Identify what barriers are currently preventing that collaboration from taking place. Identify what investment is required to enable better collaboration and overcome the barriers. Decide if the investment is worth the potential outcomes and, if it is, do it! Equally, identify where collaboration isn’t leading to better outcomes and stop it. Reduce those unnecessary meetings…
- The benefits of Social Media in the B2B Workplace – Social Media B2B
- Collaboration by Morten T. Hansen, published 2009 by Harvard Business Press
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