20 Signs You’re Probably Not Working For A Social Business 

If innovation is the most overused word of 2014 , then “social business” must be the most misappropriated term.

Every other organisation I come across is claiming to be one. But what does it mean to be a social business?

Altimeter Group defines it as:

The deep integration of social media and social methodologies into the organisation to drive business impact.”

Indeed Brian Solis has written about the need to distinguish the two:

A social business is more than social media and the Likes of Facebook, Twitter, Pinterest, et al. Yet, it’s a term that’s often confused with social media strategy. But, there’s an important difference between a social business and a social media strategy.

Social business is a philosophy; a way of business where social technologies supported by new approaches facilitate a more open, engaged, collaborative foundation for how we work.

 I also really like this description from Andrew Grill

A social business is an organisation whose culture and systems encourage networks of people to create business value.

I’m lucky as I get to talk about social business with lots of people , and the ones who ask my advice almost always mention culture as the main organisational barrier to the adoption of social and digital technology.

We all want to be a social , collaborative business. How do we know when we’ve achieved it?

Here are 20 signs that we’re probably not there yet:

  1. Internal meetings happen behind closed doors rather than being distributed and networked.
  2. You are doing nothing about email. You just add more of it everyday.
  3. People have to seek permission to have a social media presence.
  4. You can only talk about work stuff on social media. You can’t be human.
  5. You measure followers , fans, likes and web hits rather than relationships.
  6. People put time in the diary to “do social media”.
  7. Your social media accounts switch off at 5pm and weekends.
  8. You don’t turn internal reports into publicly available blogs , videos and infographics.
  9. You think it’s job done as your CEO has a twitter account.
  10. There’s no evidence of social removing hierarchy.
  11. Most of the people who like your Facebook page work for the company.
  12. Social media is treated a channel of its own rather than part of an integrated whole.
  13. You just promote your own organisation rather than being a generous sharer of other peoples knowledge and content.
  14. You borrowed someone else’s digital services plan and copied that rather than think of your own.
  15. Your Comms team runs social media. Because it’s just a Comms thing.
  16. You still say things like “Not many of our customers use Twitter”.
  17. You still say “Our customers are quite elderly – they don’t use social”.
  18. You don’t know who are the influential members of your social community.
  19. You don’t follow customers and potential customers back and get to know them.
  20. Your organisation still exists in departments –  HR, IT, Operations. Knowledge is sorted accordingly. Compartmentalised. Siloed.

Truth be told – very few of us work for a truly social business.

We are all on this journey together.

What would you add to the list? I’ll add any suggestions to a special Haiku Deck!

The Value of Critical Friends – Guest Post from @ShirleyAyres

Only 17% of companies identify their social and digital strategy as “mature” – Brian Solis , The State of Social Business

Slide_CriticalFriends

This is a guest post from a Super Connector.

Shirley Ayres is one of those people who have taken advantage of digital to develop a new way of working – uniting like minded people regardless of which sector they work in. As co-founder of the Connected Care Network , Shirley has formed a movement aimed at developing digital engagement strategies using technology & social media for social good.

The reason I’ve asked Shirley to guest post is that I’m increasingly concerned that not enough of us have a fit for purpose engagement strategy. Too many think it’s about Twitter and Facebook when it’s actually about generating business results through digital leadership and culture.

As the social space gets increasingly crowded we’ll have to develop more sophisticated approaches to getting and keeping attention.

Here Shirley describes the benefits of having a review:

“Over the last few years we have been carrying out an increasing number of ‘critical friend’ reviews. These have been for a wide range of organisations – public, private and not for profit. But what is a critical friend review and what value does it have for organisations?

A critical friend review is an external opinion of an organisation’s positioning, strategy or initiatives. It comes from a perspective that is sympathetic to what the organisation is trying to achieve. But it should reflect the context in which this positioning, strategy or initiative sits and be able to identify opportunities as well as likely challenges and pitfalls.

It addresses three fundamental questions:

  • Where are you now?
  • Where do you want to be?
  • How are you going to get there?

In answering these questions, the emphasis is on ‘telling it how it is’. To be effective a critical friend review must be unafraid to comment on where the chosen approach is unlikely to deliver the desired response. It must also suggest improvements which can make it more fit for purpose.

Why is this valuable now?

The simple reason is that we are in a challenging economic and political climate with rapidly changing expectations of care and support. Consequently organisations have to develop radically new and unprecedented ways of working.

As one Assistant Director of Adult Social Care said to me recently: “Our approach to the Care Bill needs to be different from anything we have done before”. With fewer resources available, and with more riding on outcomes than ever before, organisations cannot afford to make mistakes in the way they respond to these challenges. Yet this is often means going into uncharted territory.

So it is crucial for proposed approaches to be subjected to independent scrutiny. However the feedback will not inevitably be negative: it will identify what is being done well and can highlight strengths and opportunities that may have been missed. A great deal of our work consists in recommending organisations, initiatives and resources which our clients may be unaware of – but which could greatly assist in the achievement of their objectives.

Successive governments have recognised the importance of critical friending for the public sector.  We draw on the ‘Critical Friend Framework’ published in 2004 which identifies three dimensions of critical friending: ‘inputs’ (looking at the skills and experience involved in a project), process and structure (considering the way in which projects are organised) and outcomes (evaluating what the project is aiming to achieve and prospects of success).

In acting as a critical friend, we are able to draw upon many years of working with adult and children’s services, health, housing, social enterprises and charities. Our knowledge and expertise encompasses policy, research, marketing, communications and digital technology. This ‘width and depth’ – together with an ability to look at a situation from a range of different perspectives – is really an essential requirement of a critical friend. There is little value in being told what you already know!

What this means in practice is illustrated by a comment from the Barnwood Trust, one of our recent clients.

“Embarking on a new website and a whole new approach to the way we were working, and on top of that a new brand for it all, was a big and sometimes daunting job. We spent a long time researching, planning and testing each of our ideas and concepts, making sure that we were developing something that people wanted and felt would be useful to them. It was during this process that we came across Shirley and her work as a critical friend.

“Shirley took on the role of critical friend for our new brand and website, You’re Welcome  and provided us with a completely different and invaluable perspective. Not only did Shirley provide a thought provoking report from which we have been able to develop and also strengthen our ideas but she also provided support throughout the review on the phone. It was extremely useful to talk our work through with someone with as much knowledge and experience as Shirley. To have a report at the end of it really helped with the work and how we developed it. Shirley was an absolute pleasure to work with and we will definitely be looking to draw from her skills and experience again in the future.”

Transformational change across the health, care and housing sectors requires digital leadership and  new approaches which encourage radical thinking.

To explore how a critical friend review would help your organisation contact Shirley.Ayres@btinternet.com ”

(Picture Credit: Bill Ferriter)

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