The maturity issue related to social business is important for companies. Really understand that there is different levels of development on the social business is not always easy. Especially to understand that climbing a maturity curve may take time by doing it step by step. But there is also a way of understanding the social business that is important in this process, based on the sharing of your vision. This second approach largely determines the first. In fact to summarize, there is a double maturity analysis. The first is more descriptive, how mature is the company and a second covering the way to deploy it and its impact on the transformation of the organization.
Often inside enterprise, collaboration existing through communities inside an enterprise social network. Quickly, one of the main governance issue is about the opening communities process. The two main models are top-down approach (the decision is at a steering committee level) or a bottom-up approach (anyone can open a community without asking to anyone). Whatever the process, related to the company culture, here is a list of question to ask yourself before opening communities.
Accenture firm has released a new study on its technologies vision and their impact in 2013 on companies, with the central idea that any business becomes digital. This is not the first time I come back on this issue with some IBM studies, MIT, Sloan Management review, Mc Kinsey … the idea of digitizing the company is increasingly highlighted. But as nothing is worth pedagogy, and pedagogy is also repetition, here are the main points, which are related to the ideas presented in this blog, and not the entire study. I pass on all the tool side, data … (Even if it is interesting, but distant from the editorial line of this blog).
As already posted on this blog, share a vision and meaning is a succes factor for a collaborative project for the commitment of employees. Share a vision, give direction, it often referred to a leader’s vision (it is true that I stand on these issues rather with the CEO or a C-suite Member), but also leadership skills that are essential in the management of project 2.0. What better way to give meaning, to make impression, if it is not through the storytelling.
Many managers are concerned about their status as part of a collaborative organization. While their role is changing, their behavior will have to evolve as well. Being a manager, does not mean being a leader or to have a leadership attitude. Yet, in the context of a collaborative organization, managers will especially need to show leadership. Ie. move from managerial skills to a position of leadership.