For a number of years now, Forrester has used the following definition for Web 2.0:
A set of technologies and applications that enable efficient interaction among people, content and data in support of collectively fostering new businesses, technology offerings, and social structures.
For many Content and Collaboration Professionals (C&C Pros), the first half of this definition looks very familiar. Providing knowledge worker with better access to information and co-workers along with communication tools has been the primary goal since collaboration tools began to seriously penetrate the enterprise 20 years ago.
Now the second half of the definition "in support of collectively fostering new businesses, technology offerings and social structures" is a bit different. This maps to some potentially broad and strategic organizational goals. This is at the core Enterprise Social Media. And Enterprise Social is here. Smart C&C Pros have already begun to take a leadership position in guiding their organization down this path that could be game changer, albeit one that is fraught with challenges.
Here's the challenge: As collaboration moves from being document-centric to more people-centric, the rules change. "Need to know" becomes "need to share". This can be scary, particularly for folks in HR that are concerned with privacy, legal folks that are thinking of intellectual capital, compliance, and the list goes on. Let's not even bring up the word WikiLeaks for heaven's sake. You get the picture.
Customers already use social technologies to wrest power away from large corporations. Now employees are adapting social technologies in pursuit of innovations to support these empowered customers; Forrester calls these employees HEROes (highly empowered and resourceful operatives). By designing social technologies as part of their Innovation Networks, CIOs and their IT teams help establish new Social Innovation Networks — innovation ecosystems employing social technologies to enhance HEROes' innovations. These Social Innovation Networks help drive faster, more effective innovation across the enterprise. And CIOs must rise to the challenge of nurturing and developing these networks while structuring their IT teams to fully support them.
The new book Empowered highlights the benefits of empowering HEROes (highly empowered and resourceful operatives) within the workforce. As we approach our first-ever CIO Forum in October, I’m looking around for great examples of how governments are using social technologies to empower employees to serve empowered citizens.
When I think of government IT projects, I often think of multimillion-dollar projects lasting years before going live. But it doesn’t always have to be that way, as the following example illustrates.
Peter Koht is a HERO working for the City of Santa Cruz Redevelopment Office. In 2009, the city was facing its worst budget crisis (a problem familiar to many city officials). Running out of options, the city had already shut down civic services such as the community pool, museums, and a family resource center when it faced up to the reality that the people of the city needed to be involved in the decisions about what services to cut. Unfortunately, the voices too often heard at civic meetings were representatives of the extreme viewpoints at either end of the political spectrum. In an effort to collect more ideas from the silent majority, Peter suggested the city could tap into social media to connect with its citizens. Lacking any kind of budget or resources, Peter had to rely on the help of three volunteers to get a community site up and running in a week.
Groundswell technology comes to consumers first. At home, we get social, mobile, video, and cloud services pitched to us 24x7. Facebook, Android, iPad, Foursquare, Google, YouTube, Office Web Apps, Twitter. The list is endless and growing every single day. Empowering technologies like these will always come to consumers first. Why? Because it's a wide-open market. A single developer can build an application that changes the world from their broadband-connected bedroom.
All this technology puts tremendous power directly into the hands of your customers. Your customers often have more information than your sales team — or medical staff — does. They can also whack your brand from their smartphone, with video even, while waiting impatiently in line. They can get a recommendation from someone in their business network while listening to your pitch. Customers are empowered by information and connections. You'd better make sure you give customers better information than they can get elsewhere.
The only way to do that is to empower your employees to directly engage the needs and expectations of empowered customers. Only empowered employees can solve the problems of empowered customers.
Fortunately, your employees are not standing still. People are problem solvers. Left alone, your innovative employees (we call them HEROes — highly empowered and resourceful operatives) are building new solutions using these same groundswell technologies — and many others besides — to solve customer problems.
In fact, 37% of US information workers — employees that use computers for work — use do-it-yourself technology to get work done. Personal mobile devices. Unsanctioned Web sites like Skype or Google Docs or LinkedIn or Smartsheet.com. Unsanctioned software downloaded to a work computer.
Each year we conduct a search for the best examples of social media/social communities as part of our search for winners of the prestigious Forrester Groundswell Awards. This year we have added a new category of award aimed at internal communities designed to help management with innovation and/or collaboration across the organization — communities that empower employees.
In the fall I’ll be helping my colleague, Ted Schadler — co-author of the upcoming book Empowered — to judge the winners of the management category. So if you have a social community or social media success story please consider nominating your firm for one or more categories in this year’s awards.
Lately, a lot of our clients have been asking about how to manage their social media programs across more than one country. It's a real challenge: While some sites (like MySpace) have long offered solutions to help marketers direct users from different countries to the correct branded page, the current social media leaders (Facebook, YouTube and Twitter) don't seem to do this nearly as well. How, then, do you make sure that the Facebook page on which you post UK-specific content doesn't misinform your European fans? How do make sure the support community designed to help your US customers doesn't confuse your Canadian audience? Do you create multiple pages in each social network to serve all the countries in which you operate? Or do you maintain a single presence in each network, and avoid posting any country-specific material? If you offer different product lines in different countries -- or use radically different marketing strategies market by market -- it only gets more difficult.
If the seventies and eighties were dominated by technology-led innovation, with IT in the driving seat, the nineties and two thousands was surely the period of marketing-led innovation. With the emergence of social computing as such a big influence on business, spreading rapidly beyond the sole domain of marketing, it seems we are entering a new era - the era of Social Innovation.
In this era, innovation will be driven by empowered customers and employees and IT and Marketing will need to join forces and collaborate as never before. The CIO and the CMO, IT and Marketing, will jointly power this new era of Social Innovation by bringing together their extensive domain expertise to create a Social Innovation Network.
The way I see it, true Social Innovation goes beyond customer interaction and idea generation, it requires a powerful and coordinated network of players to take customer-generated innovation and to test, scale and implement it. IT has a key role to play in this Social Innovation Network as the broker, helping to connect the network players and components and to establish the management, strategy and technological backbone of the network.
A hot topic of debate among customer management and business process thought leaders right now is ascertaining the business value of "social CRM." Social technologies are proliferating rapidly and three-quarters of US online adults now use social technologies in some form. Cutting through all the hype, my clients are challenged to make hard decisions about the level of investment they should make in Social Computing technologies like blogs, wikis, forums, customer feedback tools, social networking sites, and customer community platforms. And they want to know how these new capabilities should be, and can be, integrated with their transactional CRM systems.
We have just published a summary of our research and define the seven steps to success for strategizing, selecting, and deploying social CRM solutions:
Initiate social CRM experiments immediately. Define a near-term opportunity to apply social CRM ideas to a customer-facing challenge at your company. Build some practical experience that will break out of your of old mindsets. Refine your strategies later as new insights emerge. For example, 10 years ago, Electronic Arts recognized that could not cope with the anticipated tenfold increase in customer support inquiries as the result of launching large-scale online multiplayer games. No commercial solutions were available to help at the time, so Electronic Arts began experimenting and developing its own solutions. Trying new ideas and discarding the old, EA actively worked to gain hands-on experience by actively participating in the virtual worlds of its social game players.
The thing is, I wonder how many CIOs see themselves as social evangelists. You’re a CIO...
Are you on Twitter?
Do you have a full profile on LinkedIn?
How about Facebook?
Do you understand how your marketing organization is leveraging social media?
Do you have a role as social advocate in the organization?
I believe one important role of the CIO is to help peers in the business to better understand just how transformational social media can be to helping increase growth and/or drive productivity to improve the bottom line.