In 2012, 81% of top Asian companies have a branded social media presence compared to just 10% in 2010. McKinsey reports this year that China has the world's largest community of social networkers, with 95% of web users in large cities maintaining a social media profile of some kind. One of the primary drivers of enterprise social media platforms in the West is the need for companies to be better organised internally to communicate with their customers who spend most of their online time in social networks. “The biggest challenge CEOs face today is getting their enterprises closer to their customers” (CEO, MoxieSoft)
The demand for enterprise social media platforms comes mostly from HR, Operations and Property functions and with the increasing use of social media in Asia many CIO’s will be unprepared to understand, debate and advise on its deployment with their peers on the board. This talk describes why social software is at its most transformative inside the organisation, how this specifically relates to IT, what CIOs should be doing to support the business, and how to influence its widespread adoption within the organisation.
I've long argued that if companies want to interact with social networks, they must themselves become social networks.
That's the whole point of 'social business'. When a company wants to roll out a customer facing social media initiative the first question I ask is how are you collaborating inside? How are you being like your customer? I get too many replies of 'what's that got to do with it?'. Everything - it's the whole game. The very clever people at Dachis Group have articulated this in a single picture here:
Get it now? Social software is actually most transformative inside the company.
“The biggest challenge CEOs face today is getting their enterprises closer to their customers,” Tom Kelly, Moxie Soft
A proposal to speak at an event being organised by My Customer
The biggest untold story of the 21st century is about the end of command and control as a useful model for orgainising the production of goods and services. Network centric, self-organisingpeer-to-peer models of organisation aren’t just preferable, they’re a matter of survival. This talk will explain why becoming a social business isn’t just about new ways of working but the creative destruction of a 5,000 year old model of organisation that’s passed its sell by date. Question is, can you handle it?
I've long been an admirer of IBM's experiments in the use of social software in the enterprise and so great to meet up with them at London's Royal Exchange at their soon to be monthly Social Business Briefing, organised by Rooven Pakiri and soon to be rebranded as Wicked Wednesdays.
The format is delightfully social creating an environment in which a conversation can take place rather than a traditional 'we speak, you listen' PowerPoint fest. It's centred around asking some simple questions on which experts give their view and then opened up to the audience for debate. Cluetrain: Markets are conversations, right?
Voltaire said "Judge others by their questions rather than by their answers". And here they are.
In his classic novel Cat's Cradle, Kurt Vonnegut explains how the world is divided into two types of social organizations: the karass and the granfalloon.A karass is a spontaneously forming group, joined by unpredictable links, that actually gets stuff done— as Vonnegut describes it, "a team that do[es] God's Will without ever discovering what they are doing." A granfalloon, on the other hand, is a "false karass," a bureaucratic structure that looks like a team but is "meaningless in terms of the ways God gets things done."
No doubt you've experienced these two types of networks in your own life, many times over. The karass is that group of friends from college who have helped one another's careers in a hundred subtle ways over the years; the granfalloon is the marketing department at your firm, where everyone has a meticulously defined place on the org chart but nothing ever gets done. When you find yourself in a karass, it's an intuitive, unplanned experience. Getting into a granfalloon, on the other hand, usually involves showing two forms of ID.
"A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption of our work. He is the purpose of it. He is not an outsider to our business. He is part of it. We are not doing him a favour by serving him. He is doing us a favour by giving us the opportunity to do so." I'm not entirely sure of the source of ths quote but it's apparently Ghandi.
How many brands, companies, government departments actually give you the feeling that this is what they stand for, and this is how they behave?
Could a culture like this lead to a truly social business?