I had planned to respond to Maz Iqbal’s post Social Business: snake oil or great medicine? to agree it's not the software that makes you a social business but argue that social software can help an organisation evolve a more participative style.
Then I noticed an article by IBM's General Manager of Social Business, Alistair Rennie, who makes these points in Social Business Myths Debunked published in the Financial Times (you will have to register, but it's free).
Key Points
- Social Business practices have a clear ROI (see The Dachis Group: 101 Examples of Social Business ROI)
- Social Business is NOT a new idea, business is inherently a social discipline. Social software allows us to broaden and extend this.
- Social business NOT just an IT project. Social business requires vision, leadership and conviction. Also experimentation, measurement, coaching and a shift in the way people do work.
- Tools alone can NOT transform an organisation into a social business. Technology is an important component, but focusing on tools is not enough.
- Social Business is more than jumping on the Facebook, Twitter, or Google+ bandwagon. It is about integrating organisational business processes with social components to achieve transformational business outcomes.
In summary, a social business takes advantage of a more transparent and participative way to manage the organisation, made easier by this new software.
But if you see the potential of engaging employees in new ways, are willing to lead by example, empower peer leaders and remove the cultural and organisational barriers you encounter, then this software might not be a bad place to start being a more social business.
