“Culture change may be the most challenging component ofsuccessfully transforming into a social business. In order to influence acultural change you have to educate and encourage. Social toolsprovide a gateway for information exchanges across geographiesand organizational silos. Building trust and encouraging socialinteractions are essential to driving a social change in the workforce.To become a social business you have to recognize that employees needto be agile, informed and able to work beyond their specific jobdescriptions. In order to support this, you must provide tools and thecultural incentives that allow employees more access to the rightinformation and the right people. You must reduce both the culturalboundaries as well as the technical obstacles for people to connectwith people and information, allowing unprecedented access.” Jeff Schick, Vice President of Social Software http://www.britopian.com/2011/07/05/ibm-case- study-a-lesson-in-social-business-transormation/
Dachis Group 18.10.2011http://www.dachisgroup.com/2011/10/attributes-of-a-socially-optimized-business/
Headshift/C.Schmaltz says it clearly: http://www.headshift.com/our- blog/2011/07/28/from-traditional-business-to- Christoph Schmaltz, consultant social-business/
Open knowledge transfer http://www.headshift.com/our- blog/2011/07/28/from-traditional-business-to-Christoph Schmaltz, consultant social-business/
Information connects people, not just companies http://www.headshift.com/our- blog/2011/07/28/from-traditional-business-to-Christoph Schmaltz, consultant social-business/
Connecting the silos http://www.headshift.com/our- blog/2011/07/28/from-traditional-business-to-Christoph Schmaltz, consultant social-business/
Organizations work top down through social interactions structuredaround the organization chart, or hierarchy. And they work end to endstructured around their business processes. These two dimensions —hierarchy and process — shape the way organizations see the world, itschallenges and, more importantly, the portfolio of potential solutions tothose challenges. There is nothing wrong with hierarchy or process.They are effective organizational approaches to managing complexoperations. But there is a crucial third dimension to organizationaleffectiveness. We see this when people get things done by working in theso-called "white space" in the organizational structure, or by workingacross the "seams" of a business process. In their ways of working andconnecting with each other, they do more than just what they are toldtop-down and more than what is defined as their job. This is the socialdimension. Every organization has a social dimension. The challengeis that the social dimension is not accurately reflected in either theorganizations hierarchy or its process flow. Anthony J. Bradley, group vice president, Gartner Research, and Mark P. McDonald, group vice president and Gartner http://blogs.hbr.org/cs/2011/10/all_organizations_are_social_b.html Fellow, Gartner Executive Programs
It’s a long journey. Dion Hinchcliffe, Executive VP of Strategy http://www.dachisgroup.com/2011/08/looking-to-the- frontiers-of-social-business/
Many kind of benefits http://www.britopian.com/2011/09/25/the-social-Michael Brito business-value-creation-model/
Greetings from the 1990’s: using WWW• PR, marketing, advertising• Sales• R&D• Communication• Collaboration We are now -2011- just delivering the promises of Internet?Cockburn & Wilson (1996)
Information elements needed to justify social media efforts 2. SOCIAL BENEFITS 1.SOCIAL PRINCIPLES Collective intelligence 4. BUSINESS BENEFITS Participation Customer responsiveness Expertise location Market responsiveness Collective Emergent structures Regulatory responsiveness Transparency Interest cultivation Sales effectiveness Independence Mass coordination Supplier effectiveness Persistence Product development 6. BUSINESS IMPACT Relationship leverage Emergence effectiveness Revenue growth Cost reduction or Market share growth 3. SOCIAL COSTS avoidance Better profitability Architecture and design Competitive position Technology investment 5. BUSINESS COSTS”Create a story how Regulatory compliance Seeding Culture changevalue is created”, Promotion Leadership participationcase FICO Participation Process and system change(an analytics company) Administration and Human capital governance Business operations impactBradley & McDonald Information security Capital outlay”Social Organization”2011
Organizations, are these ok?• Is social media in your organization (objectives, metrics) connected with the goals of the organization? – Ask: How social media can help the company in achieving the goals?• Is your presence on social media aligned with organization values and brand?• Do you have a social media governance function in your organization?
”Should we go to social media?” You are already there.
http://www.mtv3.fi/uutiset/kotimaa.shtml/2011/02/1279744/ youtube-video-johti-terveystarkastukseen-hotelli-ellivuoressaA youtube videoabout a Finnish hotelwith a bad price-qualityrelationship. Hotelhad no presence on socialmedia services, peoplestill talked about themon SocMed services.
How to proceed? Integrating Social Media with Business Strategy Opportunities of Social Media CreatingPresence on Social MediaSocial Media Governance Services