Social technology is certainly a hot topic, but for many CIOs the emergence of islands of social technology across the enterprise feels like a touch of déjà vu.
IT has been here before, having to clean up islands of automation that left organizations unable to coordinate information and react rapidly to changing market dynamics. Many organizations are already pressing ahead with multiple social media initiatives aimed at solving business or customer challenges — and that's preferable to doing nothing. But should CIOs help their organization step back and take a more strategic perspective on social technologies? By doing so, I believe CIOs can help avoid integration challenges down the road.
I'm suggesting that the more mature organizations (where social technology is well-established) should begin to refocus social technology efforts in support of a broader business strategy. At the same time, IT needs to help ensure the technologies being deployed meet the technology architecture needs of the business of today and tomorrow.
This is the subject of a recent report called "Social Business Strategy." The research takes a strategic look at how organizations are using social technologies and reinforces the suggestion that CEOs need to establish a social business council. We need to think beyond point solutions in order to maximize competitive advantage.
If you are interested in learning more about how to apply social technologies for competitive advantage check out the new Social Business Strategy workshop.
What do you think? Does your organization have a social business council? Do you see one in your future?
Ever since I first started working with online social communities I've been thinking about just what it is that makes some communities successful while others fizzle and die. In particular I'm curious why collaboration communities seem to be so hard to make work.
While doing recent research on social computing initiatives I got to thinking on this problem again. Recently I made the connection to Abraham Maslow's work on the hierarchy of needs:
Maslow suggested all people are motivated by a desire to fulfill basic human needs in an ascending hierarchy. He also suggested that unless the lower-order needs are fulfilled, the higher-order needs are not motivators of behavior.
The primary needs Maslow identified fall into five groups: