Many organizations today spend a lot of time, resources and financial investment trying to understand the social landscape and engaging externally their customers and prospects. They are on a quest to become a social brand. They are investing in Facebook applications, branded communities and blogs; and many are using online monitoring solutions to listen and see what people are saying about the brand. From this perspective, many companies today are doing a decent job.
Friends, fans, and followers are important, and brands increase their social equity by engaging in two-way dialogue with their constituency. Transparency also is key to these external engagement. However, while many organizations are trying desperately to humanize their brand, they are failing to understand that they need to humanize their business first.
Thereby lies the business challenge for many organizations today. Years ago with the expansion of Facebook, Twitter, and other social networks; and as the influence of the social customer became apparent to everyone, companies of all sizes and in every vertical began to “join the conversation.” It was not only an expectation from customers that companies engaged with them but also from social influencers who enjoyed playing Monday morning quarterback and often criticized brands for every customer action/inaction.
And companies listened. In response to the social customer and the growing criticism from the masses, organizations today are now aggressively hiring community managers and social strategists, allocating budgets to social media, hiring social media agencies, integrating social media into other areas of paid media, and doing their best at community engagement. They are doing everything a "good" social brand should be doing.
But a good social brand causes problems behind the firewall.
From the outside looking in, most wouldn’t recognize and understand the challenges that social media has created in the enterprise. The anarchy, conflict, confusion of roles and responsibilities, lack of communication and collaboration, and organizational silos that exist behind the firewall is not visible. These challenges make the process of becoming an effective social brand much more difficult and less effective. So for many organizations, this quest to becoming a social brand and a social business is one of a simultaneous effort.
Social business is an organization’s natural (sometimes forced) evolution to humanize its business operations. It deals with the internal transformation of an organization and addresses key factors such as change management, organizational models, culture, internal communications, collaboration, governance, training, employee activation, global and technology expansion, team dynamics, and the establishment of a measurement philosophy.
In order for companies to do this effectively, they will have to get smarter, acquire new technologies, intelligence, talent, and become more open and transparent. They will have to actually communicate with each other, share knowledge, tear down silos, and essentially change the way they work day to day. They will have to establish processes and governance models that protect the organization yet empower their employees. They have to change the way they do business, from the way they develop new products to the way they write a press release, which starts with the people of the organization.
A social business is built upon three pillars: people, process and technology. All three need to work independent of each other, yet need to be completely integrated into the DNA of organizational culture. The foundation of a fully collaborative social business, whether for a small or large firm is the company’s most valuable asset, its people. It addresses the need to drive organizational change in an effort to shift employee behavior, communicate more effectively across job functions and geographies, and tear down organizational silos. All the technology, collaboration software, and community applications deployed behind the firewall will not be effective unless there is a fundamental shift in the way employees think, interact with one another, and communicate. These change management initiatives have to be driven by organizational leadership and practiced at every level in the organization from senior leadership all the way down to a customer support agent. Otherwise, change will not occur. Executives must not only talk about changing the organization but exemplify the behaviors that really do facilitate and practice change.
The end result is an increase in trust among all employees at every level; trust of employees and empowering them to engage externally; an increase in budget investments to social business initiatives, collaboration, and more effective social organization models.
Process cuts right through the entire fabric of the organization. It ensures that every job function in every business unit and within every geography is consistent when performing certain tasks. For example, when a new employee joins a company and wants to start blogging or Tweeting on behalf of the company, a process should be in place that governs training, certification, and social media policies. Another example is when marketing departments in other countries want to create a Facebook fan page specifically for their geography. A process should be in place that will manage the creation of new social media destination; and escalate these requests to governing body (i.e. Social Media Center of Excellence) to avoid duplicate pages and inconsistent messages.
Processes should help facilitate the chaos that exists from behind the firewall, such as employees sharing sensitive material externally, social media ownership, crisis management, and product feedback workflows, and ensure there is one measurement philosophy that the entire organization is bought into and using for reporting.
Additionally, training initiatives, social media policies and guidelines, moderation policies, and global expansion must be documented, approved, and then rolled up into a co-created governance model. This ensures that there is message consistency globally, a legal documentation that protects the organization, empowers employees, and ensures that everyone is on the same page.
A social business needs technology in order to facilitate change and collaboration.
Organizations need to be smart and think long term before investing in technology applications that facilitate internal collaboration (Jive, Lithium, Yammer), social listening (Radian6, Meltwater), measurement (Rowfeeder, Argyle), social relationship management (Sprinklr, Syncapse Platform) and social CRM (Nimble, JitterJam, Pivotal).
Companies need to first understand what it is they are trying to achieve before thinking about which technology vendor to deploy. Are they trying to streamline communication between business units or geographies? Are they looking to roll out a collaboration application that will eventually replace their intranet, or are they planning to use social CRM and weave it into their sales and marketing initiatives? Whatever the case, it’s important to understand the culture of the organization and its leadership. Technology will not change an organization’s culture. However, having a strong understanding of it will have a huge impact on the technical requirements, choice of technology and how to implement and configure it.
The challenge with technology is that there are so many software vendors to choose from. Organizations need to think strategically before making significant investments into technology, as well as consider scale, integration, support and maintenance costs, and the current suite of applications that are already deployed within the enterprise.
The foundation for social business transformation is culture and leadership. All the technology in the world deployed in the enterprise; and all the process/compliance documents created are useless if organizational behaviors aren’t changed. Change starts from the top and business leaders are the ones responsible for facilitating this change.