JUL 7 BY HEATHER WEIR

 

Six Ways to Get Business Value from Social Software

 

In 2006, Harvard Business School professor, Andrew McAfee, coined the term, “Enterprise 2.0”.

 

Employees started using Web 2.0 technologies to collaborate and communicate more efficiently. Sensing an opportunity, a plethora of startup vendors emerged to provide social software enterprises needed in order to sanction its use within company walls. As competition increased, adoption of Enterprise 2.0 for adoption’s sake became the primary goal and had detrimental effects for businesses looking to harness the power of social software.

 

Below are six implementation strategies to help you gain business value from social software by choosing the focus area that suits your organization best.

 

Formal vs. Informal Processes

 

Formal processes are the functions your organization does on a repeated basis. While informal processes are the interactions that take place outside of this structure, they are not predictable and repeated, and cannot be codified and defined. Social software can greatly improve both.

 

Attaining Business Value within a Department

 

Within a Department / Formal Processes

 

This is a good place to start if one or more departments have these symptoms:

 

● Key Performance Indicators (KPIs) are not performing as well as they could be

● People are doing things their own way vs. the best way

● People are re-creating the wheel vs. leveraging work already done

 

Possible risks are that process owners need to champion new processes and that participants must be trained.

 

As a reward departmental KPIs are improved, people follow best practices and leverage the work already done.

 

Within a Department / Informal Processes

 

This is a good place to start if in your company:

 

● People are spending too much time trying to communicate and coordinate with each other

● People are unable to keep pace with changes, and are bogged down by email

 

Possible risks are that the line of business executive must engage and it requires a departmental champion.

 

As a reward email volume is reduced by 30%, synchronization and alignment within the department is improved, and departmental KPIs are improved.

 

Attaining Business Value Across Departments

 

Across Departments / Formal Processes

 

This is a good place to start if in your company:

 

● People across departments are spending too much time coordinating with each other and are not as informed as they need to be

● Formal processes result in information lag

 

Possible risks are that process owners need to champion new processes and that participants must be trained.

 

As a reward KPIs that are affected by formal processes across multiple departments are improved, people involved in cross-department projects are more efficient, and the work output is more timely.

 

Across Departments / Informal Processes

 

This is a good place to start if your company has these symptoms:

 

● People across departments are unaware of valuable insight that they could use

● Long onboarding process for new employees

● Employees don’t get to know anyone outside of their department

 

Possible risks are that an executive sponsorship, IT commitment, and fast adoption of a broad base of users is required.

 

As a reward work quality is improved, people are aware of the valuable knowledge that exists in the company, new employees are onboarded quickly, and employees know each other.

Attaining Business Value with Customers and Partners

 

Customers and Partners / Formal Processes

 

This is a good place to start if:

 

● Your organization does not have the partner mindshare you need

● The majority of time spent with partners is spent providing tactical items and updates

● You are unable to roll out new partner programs fast enough

● Your organization does not have an efficient way to supply customers with the information they need

 

Possible risks are the organizational ability to collaborate and align internally and the organizational engagement with customers and partners.

 

As a reward the partner mindshare is increased, more strategic relationships with partners are formed, partner programs roll out more quickly, and partner revenues are increased.

 

Customers and Partners / Informal Processes

 

This is a good place to start if:

 

● Your organization has gained maximum business value from social software, you believe there is an opportunity to leverage a partner network

● You want to build a community of partners that help you learn about how your product is being sold or received

 

Possible risks are the organizational ability to collaborate and align internally, the ability to gain and retain ongoing commitment of each partner, and the ongoing resource commitment to cultivate the community.

 

As a reward your partners collaborate directly with each other, you get insights from your partner community, and you are able to create new lines of revenue.

 

 

 

 

 

EXCLUSIVE OFFER FOR OUR BLOG READERS

DOWNLOAD THE WHITE PAPER

 

© Copyright 2017 Intellitek Systems, Inc. All Rights Reserved.