My colleague Dave Evans has written a great article on Clickz about how critical it is for businesses to set up social computing policies.

I quote:

Current social computing and social media policies range from an outright prohibition of employee participation on the social Web, including at home (yes, some firms do this), to the more open – and very much informed – use of social media by Zappos, Dell, and IBM. Zappos encourages employees to participate. Dell builds disclosure into the social media handles of employees: “@StefanieAtDell” runs @DellOutlet. IBM’s policies clarify that employees using social media should refrain from using “we” and instead use “I” when publishing posts or comments that might relate to the workplace. At SAS Institute, employees using Twitter include a statement to the effect “these views are (mine) and not those of SAS” in their profile.

These are all solid examples of how to smartly approach social media and its use by employees. It’s essential that your employees understand the rules, ahead of time. Situations involving employees and social media will arise. If you don’t have social computing policies in place now, consider making this a priority.

Where do you start? First, visit IBM’s page on social computing policies. Social computing policies are not a “one size fits all” proposition, but reviewing IBM’s and other firms in your own industry is a great place to start. Then, go meet your legal team: show them the policies of other firms like yours and the best practices of firms like IBM’s and ask them to draft a set. Champion this effort and sell it in through HR.

Not only will you do yourself a lot of good – in the process, you will become the organization-wide go-to person for smart decisions involving social media – but you’ll also set in place a larger team of people within your organization that understands how social media can be responsibly brought into the business. That’s a huge win, and it sets you and your team up for further advances as you push from social media-based marketing to a more holistic social business.

With your policies in place, the next hurdle you’ll likely face is what to do about employee social media in places like Facebook, where individual pages or pages of their friends may or may not reflect the kinds of activities that you want your customers seeing. I’m not saying…I’m just saying, as the expression goes.

Read the full article. It’s well worth your time!

And also check this list of social media policies courtesy the Altimeter Group.

Cross posted on Gautam Ghosh on Organizations 2.0

If you liked this post, you should also read:

• Building Talent Communities for Recruiting and Employment Branding
• Social Media Workshops
• How to Create a Talkworthy Experience Ecosystem: The Social CRM Toolkit
• How to run an advocacy program on social web
• Leadership in the time of Social Media

HR and Organizational leaders face two big challenges in the context of two ever-changing realities – as the talent market booms and as job seekers turn from immediate peers to their connections and the collective wisdom of the social web. The two big challenges organizations face in this new reality are:

1. How to Build an employment brand that is relevant to the needs of their talent pool and to monitor the conversations on the social web to understand how to join in the conversation
2. Understand where the super talent prospective are, what they talk about and how to engage them to attract them to consider you an employer.

It is our belief that organizations will need to move away from building their presence from social networks and integrate them to build online communities for their talent pool – moving away from the existing debate about “passive candidates” or “active job-seekers”

When a person joins a talent community owned/ stewarded by an organization – he or she gives permission to the organization to have a conversation with him/her – and it is up to the organization to either mess it up by “pushing” its message or to take it to the next level by active engagement.

As this becomes more and more common – recruiters and hiring managers will move more and more into “community manager” roles and need to build and take on newer skills to augment their existing skill sets. The ability that will count will not be to tell their own stories, but encouraging participants to tell their stories.

Here’s our suggested approach on how organizations can build their talent communities:

If you liked this post, you should also read:

• Social Media Workshops
• Getting your organization ready for Social Media with a Policy
• How to Create a Talkworthy Experience Ecosystem: The Social CRM Toolkit
• How to run an advocacy program on social web
• Leadership in the time of Social Media

My colleague Gaurav Mishra is doing a workshop for NASSCOM Foundation on how non-profits can utilize social media. As he details in his blog – the workshop would have the following sessions :

10:00 – 11:00 Introduction to social media for non-profits
11:00 -11:30 Tea/ coffee break
11:30 – 12:30 Strategy, tactics, measurement
12:30 – 1:30 Lunch
1:30 – 2:30 Social media tools
2:30 – 3:00 Tea/ coffee break
3:00 – 4:00 Tying it together, using social media for raising awareness, fundraising and driving advocacy

In the workshop, I’ll build upon these simple three steps and help the attendees build a step-by-step guide to igniting and scaling the passion of their supporters in their chosen domain.

If you are a non-profits, register for the workshop or ask for more information at +91 11 40755722/23/24/32 or komal@nasscomfoundation.org.

What we realize is that even corporations are looking at workshops on how businesses can leverage social media. So here’s a draft workshop design that would focus on educating CXOs on how to leverage the social tools and technologies.

Take a look at our thoughts on Decoding Social

Workshop 1: Workshop for CXO’s


A. Social Media Basics (60 minutes)


1. What are Social Media and Social Technologies?

• Various forms and functionalities of Social technologies
• How ‘Social’ as a behavior is leveraged by these social technologies

2. Why is Social Media becoming so important?

• Impact of Social Media on people
• Impact of Social Media on society
• Impact of Social Media on Media
• Impact of Social Media on Businesses

B. Social Media for Business (60 Minutes)


1. Why do businesses need to become social?

• Connecting business needs to social business strategy solutions
• Social Media scope and benefits for B2C businesses
• Social Media scope and benefits for B2B businesses

2. How have other businesses become social?


Best Social Media practices and case studies
i. Business to Consumer businesses
ii. Business to Business businesses
iii. Enterprise collaboration


C. Social Media for CXOs (90 Minutes)


a. Why CXOs need to understand Social Media?


i. Underlying strategic dynamics CXOs need to know
ii. Linkage with business objectives


b. How can CXOs champion Social Media?


i. Governance implications
ii. Cross-department implications
iii. Cross-stakeholder implications


D. Social Media for [specific] businesses (90 Minutes)

• How can your business leverage social media?
  • Best practices and case studies
  • Opportunity for your company/business unit/group
• How can a B2C businesses leverage social media?
  • Best practices and case studies
  • Opportunity for specific business
• How can B2B businesses leverage social media?
  • Best practices and case studies
  • Opportunity for specific groups

Workshop 2: Workshop for Marketing, Brand, HR Managers


A. Understanding social media (60 Minutes)

• 1. What are Social Media and Social Technologies?
  • Various forms and functionalities of Social technologies
  • How ‘Social’ as a behavior is leveraged by these social technologies
• 2. Why is Social Media becoming so important?
  • Impact of Social Media on people
  • Impact of Social Media on society
  • Impact of Social Media on Media
  • Impact of Social Media on Businesses

B. Understanding social media for businesses (90 Minutes)

• Establishing a presence on social web

• • Social Media channels
  • Why should the brand participate?

• Scope and benefits of Social Media

• • Business objectives that can be achieved
  • Best practices and case studies for B2C businesses
  • Best practices and case studies for B2B businesses
  • Best practices and case studies of internal collaboration and employee community

Scope for Specific Business

• Best practices in businesses related to organization/ group
• Role for marketing managers
• Role for HR managers

C. Social Media for marketing (90 Minutes)

• How should a brand market itself on social web:
• Understanding consumer behavior; the 5 Cs of social media

• • Consumer Generated content
  • Conversations
  • Collaboration
  • Community
  • Collective intelligence

• Choosing the right behavior and the right channel

2. Social Media monitoring


D. Leveraging social media in your business (60 Minutes)

• Building a social media plan for Business
• Building Communities (of Employees, Customers, Partners)

Do share your thoughts on what else do you think a workshop like this should contain…

If you liked this post, you should also read:

• Building Talent Communities for Recruiting and Employment Branding
• Using social technologies to build Organizational Culture
• Three Scenarios: How Can Indian Firms Leverage Social Technologies Within the Workplace?
• Social Media in India: Methodology and Scope
• Social Media in India: Airtel Review

The Experience Ecosystem

Companies are beginning to realize that their brand is now realized on the Social Web, in conversations between strangers, who amplify, quash, or otherwise reshape each others’ opinion on the product or service, often based on first-hand experiences. These messages play off against marketing messages pushed by advertising agencies in the mind of the customer, and increasingly, customers are listening to their peers, instead of marketing messages.

The Social Web exposes any misalignment between implicit or explicit expectations set by the CMO in marketing messages and the actual experience delivered by the organization run by the COO. It is therefore critical that the CMO and COO be in absolute alignment, so that the organization (over-)delivers on what the brand has promised, leading to customer delight, loyalty and advocacy.

At the core of this approach is the idea that conversations are driven by experiences. If you want to drive positive conversations about your brands, you should start by creating an experience that is worth talking about.

The Experience Ecosystem provides the framework for creating talk-worthy experiences. It consists of all the touchpoints between the organization and the customer, including products, services and partners, sales and support channels and interactions, and the values for which the organization and its individual brands stand for.

At 2020 Social, it is our belief that the best way to create an experience worth talking about is to design it collaboratively, with your customers, employees and partners.

Deconstructing the Experience Ecosystem

So, the obvious question arises: How do you collaboratively design an Experience Ecosystem that drives conversations and results in close-knit communities?

You start by listening. Your customers, partners, and employees are talking to each other about you, often in public, and their conversations include a treasure trove of feedback about your Experience Ecosystem, along with ideas to improve it. In short, they offer clear signals as to how they will take ownership for the experiences and conversations that will drive your brand.

However, listening is only the first step. You also need to respond to these people and participate in these conversations, not with the intent to direct them in one direction or another, but with the intent to engage them and learn more. Over time, as you track these conversation threads, you should seek ways to build profiles for the people who are participating in these conversations, and identify which conversations, and which people specifically, are the most valuable to you.

Some of these conversation threads will involve responding to and converting prospects who are considering your products or services. Other conversation threads will relate to supporting existing customers seeking an explanation or a solution. Still other conversation threads will be about customers, prospects, partners or employees giving you feedback on your Experience Ecosystem.

In each of these cases, you should try to tie together related conversation threads to unleash the power of collaboration. A prospect considering your offering may benefit from the reviews and experiences of other customers. An existing customer might find that other customers have already shared useful tips on how to solve common problems. Finally, your customers, partners and employees can collaborate to find the best ideas to improve your products, services, and sales and support processes, or design entirely new ones.

Once you have collaboratively designed a talkworthy Experience Ecosystem, you should build community platforms to catalyze the formation of communities, and transform customers, partners and employees into evangelists.

The Social CRM Toolkit is Still Evolving

The toolkit to create an integrated talkworthy Experience Ecosystem is still evolving, but it’s already possible to connect the various activities described above, as my colleague Dave Evans recently pointed out in his October 2009 ClickZ column.

Social media monitoring tools like Radian6 and Visible Technologies already incorporate workstream elements. Not only that, Radian6 connects with Salesforce CRM, apart from Twitter. New tools like Buzzstream are designed for profiling and responding to influencers, and not just listening.

With Facebook, Twitter, OpenSocial and now LinkedIn offering robust APIs, it’s now possible to find or build powerful social applications that connect with other solutions in the toolkit and make sharing easier than ever before.

Collaboration solution vendors are an integral part of the mix because they enable your customers, partners and employees to collaborate and co-create innovative products and processes. I expect enterprise collaboration solutions like SocialText and Cynapse and ideation platforms like Accept Ideas and WebStorm to start offering integration with other applications.

Social commerce solutions like Bazaarvoice play an important role in the ecosystem by converting and cross-selling to customers and we should see such solutions offering more integration too.

CRM tool vendors are also expanding in both directions and introducing social media analytics and community features. Salesforce and RightNow now offer a full suite of community features including ideation, support and knowledge sharing and even connect with Twitter and Facebook. Apart from the integration with Radian6, Salesforce also supports integration with the Lithium community platform and customer support applications like Helpstream.

At the other end, community platform vendors like Jive, Lithium and Neighborhood America are also aggressively introducing social media analytics and social CRM features.

Update: Social CRM Resources

Since I wrote this post in October 2009, I have come across several interesting conversation threads about Social CRM. Here is a selection of some of the most useful resources I have found so far:

- Paul Greenberg puts a stake in the ground on Social CRM.

- Jeremiah Owyang starts a list of Social CRM vendors.

- Fabio Kipriani explains the benefits of social CRM.

- Lithium’s Chief Community Officer Joe Cothrel gives a great overview of the evolution of Social CRM.

I’ll be grateful if you will help me understand the Social CRM space better by sharing your favorite Social CRM resources in the comments.

Cross-posted at Gauravonomics: Social Media and Social Change.

If you liked this post, you should also read:

• Everything You Need To Know About Social Media Marketing In Seven Short Steps
• My NASSCOM Emerge Workshop on Social Media For B2B Marketers
• Tips on leveraging Twitter for Social CRM purposes
• Exchange4Media Story on Our Social Media Panel at GoaFest 2010
• Campaign India Story on Our Social Media Panel at GoaFest 2010

Background: Advocacy programs provide a win-win situation for any brand or product on social web. On one hand it lets you recognize that set of evangelists who would be ready to promote your brand/product free of cost and on the other hand it leads effective promotion of your offerings to your consumers. We at 20:20 Social have researched some of the most effective advocacy programs to seek out varous ways in which these advocacy programs on social web can be modeled.

Scope: In our research we have focussed ourselves in studying how advocacy programs can take consumers and visitors across different levels of Ladder of Engagement. The Ladder of Engagement involves identifying various levels at which the consumers ( or site visitors/partners/employees ) can be engaged. It begins with content consumption, then moves on to content curation ( rating, voting, commenting ) , content creation, collaboration and then subsequently to trial, purchase and finally to evangelizing and recommendation( hereby mentioned as advocacy) to others.
Our research on some of the most popular Advocacy programs shows that advocacy can be used to transition consumers across the following levels:
1) Advocacy to content consumption and curation
2) Advocacy leading to content consumption, curation and even creation
3) Advocacy leading to product trial and purchase
4) Advocacy leading to content collaboration

Advocacy to content consumption and curation:

One of the most effective strategies of modelling an Advocacy program on social web is to find a bunch of evangelists who appreciate your brand/product and are ready to write good about them. These evangelists can be popular bloggers or influencers having a lot of connections on social web. A good example of such a program is Microsoft MVP ( most valued professional ) program where the company recognizes talented influencers in the field who write about the businesses Microsoft is related to. Another case where influencial bloggers were leveraged for brand advocacy was in the marketing campaign of Chrystler’s Dodge Grand Caravan where the company loaned the car to influential mom bloggers for a week for trial run, which triggerred a lot of conversation in the blogospere. Similarly Redwood Creak ( An Ameircan wine making company ) has created a community platform around passion for outdoor adventures and recognizes wine evangelists known as ‘The Trailblazers’ as their official brand ambassadors who talk about wines and adventures on the company blogs and forums. Sometime influencers need not be popular and advocacy can be leveraged from consumers who have a strong social network. Something similar was done by MTV in its ‘Elite Influencer Network Contest‘ where members were asked to promote their obsession for the MTV culture on their blogs, websites, social networks like Facebook, YouTube and through this MTV tried to find out the most influential individuals on social web. These contest winners will now participate in further upcoming events.

Advocacy leading to content consumption, curation and even creation

Advocacy programs can even be modelled to take consumers upto creation level on the ladder of engagement, which can be used to find your next set of evangelists. A good example of such a tactic is HP 31 days of Dragon contest which is a user generated contest lanched by the company for the promotion of its HP HDX dragon notebook. The company found 31 popular blogger evangelists/ websites who created their own User Generated Contests on their personal webpages. Thus the task of planning, designing and promoting the contest was taken up by the participating evangelist websites and involved taking the consumers across various engagement levels. Another example is walmart’s eleven moms community which has the popular mom bloggers blogging about money saving ways ( which is core to the brand value itself ) and the consumers interacting with them and sharing their own money saving tips etc.

Advocacy leading to product trial and purchase

Many of the cases we researched showed brands leveraging consumer and evangelist advocacy for product trial and purchase. The Indian gaming website zapak.com uses  a facebook application to give the users an option to recommend the game they are playing to their freinds on facebook and also embed it in your personal webpage. Similarly the cleaning products company ‘Method’ launched a campaign called ‘people against dirty‘ which aimed at finding product appreciators who were ready to share their experience of the brand with others.

Advocacy leading to content collaboration

Now the reason I took up this point last is because I am still not sure about this, but product help communities like that of Intuit can qualify as advocacy programs. This is because if somebody is ready to help you out with a solution on a product help community then that means a) he has already tried the product b) He finds the product interesting enough to make him participate on the community c) if in the future any other problem crops up then there would surely be more people like him to help you out with that product. If such a thing qualifies as advocacy then product help programs can be instrumental in collaborating efforts around a particular problem.

If you liked this post, you should also read:

• Social Media in India: Airtel Review
• How brands are using Ideation Communities
• How to Create a Talkworthy Experience Ecosystem: The Social CRM Toolkit
• Leadership in the time of Social Media
• Social Media in India: International Software and services company review

(Cross posted from Gautam Ghosh on Organizations 2.0)

As organizations get more and more linked to external stakeholders, and their people become unofficial spokespeople on social networks like Twitter and Facebook and become marketers whether or not it is their role.

In such times – specially for organizations that are living in this hyper-linked worlds – what are the leadership behaviors that should be adopted.

Not surprisingly, these behaviors are not new. As I mentioned earlier, the tools of web 2.0 promise real organization development, and therefore, the behaviors of leaders must reflect the tenets of OD and these times.

They are:

1. Openness and Transparency – In the web 2.0 world there is little there is hidden, even vague terms of services cannot be changed without people noticing. A leader always has to remember and more importantly live this with the utmost sincerity – both within and externally
2. Conversation – It is not just about being transparent, leaders should also engage with employees and external stakeholders about what issues they face and if nothing else – they should acknowledge it, and if needed communicate what they are willing to do about it. Of course, sometimes legal and stockmarket requirements can require executives not to make forward looking statements. In earlier non-internet times I reckon this was known simply within the organization as MBWA
3. Content – Leaders must realise that their organizational brand and product brands are what users interpret – and that they cannot control it. Indeed, they must actively work to give it away – understanding that there is nothing so powerful as an idea owned by the users. How can you as a leader encourage content and conversation creation, both within and externally to the organization.
4. Collaboration – Leaders of hyperlinked organizations know that people and groups cannot do things independently anymore- they have to collaborate with partners, other employees, other stakeholders to create lasting impact. Their own behavior sets the tone for all their employees, so they must be and be seen to be collaborative.
5. Communities – Leaders understand that people -internally and outside the organization – are part of shared interest groups – around various ’social objects’. For employees that could be “how we use this cool tool to solve problems” to “employees who like football” – and externally it could be “people interested in the benefit our product gives” – and if you are a certain kind of organization, you could have communities around your product too. As a leader you have to understand the deep universal desire of people to connect around a certain shared passion. Identify what ties in to your objectives, and then understand how to facilitate it – give it sustenance. What are the tribes who you will align with?
6. Collective Intelligence – Leaders know that when communities have conversations and collaborate, new and better ideas get generated. They might be better than the ideas the firm comes up on its own, and there is no shame in admitting it and embracing it. This is the pinnacle of giving up control and becoming part of the community yourself.

The question is – are you as a leader ready to make the transition?

If you liked this post, you should also read:

• Fueling Effective Team Working using Social Technologies
• Gautam Ghosh Has Joined 2020 Social to Build Our Organizational Collaboration Practice
• The making of a Social Organization
• Using social technologies to build Organizational Culture
• Social Media in India: International Software and services company review

BUILDING AN ENGAGED WORKFORCE

The Story Until Now
(scenario 3 from here)

Over the last two decades LMN Corp has grown from a family owned business to a professionally run conglomerate with diverse interests in shipping, mining, IT, telecom and media. Growth has been robust as the diversifications have paid off.

Sumit Bangia, the 50 year old COO of the company, has been an old LMN hand. Over the last few years, Sumit has become increasingly concerned with the increasing turnover of younger workers. Sumit’s trusted HR Head, 35 year old Shalini Taneja, found out from exit interviews that recent recruits felt disconnected from the conglomerate and felt that they didn’t know how they fit into the big picture.

Sumit and Shalini decided that the key to retaining young recruits was to build an open organizational culture where young recruits could connect with each other and older mentors across levels and functions. It was also important that they felt empowered and encouraged to bring their whole self to work.

When Gautam met Sumit he said “I don’t think we need more increments and higher salaries or better designations to motivate our people. We’ve hired some great people over the last few years – if we can just make them connect with each other and discover their strengths and then get out of their way, I am sure they will take us to great heights… my question is how can I help help them to tap their full potential and connect with each other?”

WHAT HAPPENS NEXT?

Gautam tells Sumit “You have the right approach, however before jumping into an initiative like this you have to think through certain aspects”

“What are those?” Sumit asked, intrigued.

“The first thing is you have to understand such an initiative will mean disrupting existing power structures – are you sure you want to do that? Will the rest of the management team support this initiative?”

Sumit pondered on Gautam’s question “Maybe not, but I am prepared to push my way through – as this is what will enable us to break to the next level”

“You can’t push an initiative like this Sumit, it has to be owned by all the leadership.. however what you can influence is by leading the way – and influencing others to follow your lead. Let’s assume over all your objective is to increase the engagement of people with the organization and with each other, would that be right?” asked Gautam

“Yes true” agreed Sumit

“You need to build a community that will congregate around areas of work, levels and other areas of interest”

“You mean like a Facebook for the whole group?” Sumit asked.

“Well, it would look like that, and have rich features to encourage people to connect with each other – however there would be features that would encourage a mix of social and business interaction. What would really help this would be the softer aspects of the initiative”

“Such as…?”

“It would encourage people to connect with others, discover people across organizational silos, understand them beyond their roles as individuals – and trigger overall encouragement. It has been proven that having friends is a sign that people will be more engaged at work.”

“Really…?”

“Of course, people like to work in a place that enables them to bring their whole selves at work”

“How do we know that people won’t just goof off? Keep chatting?”

“You’ve got to give them guidelines, Sumit. We can help you in evolving these guidelines. Many large organizations have such guidelines. However, you have to remember that the ‘how we use it’ will become a process when people realise that they have to work with people, not to do things to them. People like you and your senior team will be instrumental in creating that mindset – which is why we’ll have to collaborate with them extensively to make this a success.”

If you liked this post, you should also read:

• Fueling Effective Team Working using Social Technologies
• How to Build a Social Organization
• Three Scenarios: How Can Indian Firms Leverage Social Technologies Within the Workplace?
• Designing Organizational Learning for the Social Business
• The making of a Social Organization

Software and Services companies have been believed to be making good use of social media for their marketing and promotion. Our research on the Fortune 50 international companies in India not just confirms this but also shows that these companies have made special efforts for Indian customers. Hence in this blog we will review the social media efforts of these Fortune 50 international companies in India.

The Fortune 2009 lists IBM (#28) and Microsoft (#49) among the top 50 in the software and services sector. Interestingly both the companies have customized social platforms for the Indian consumers. While Microsoft targets the Indian social web with Mera Windows, IBM has an India Page for IBM Smartmarket to target the Indian SMBs (small and medium businesses)

IBM Smartmarket

IBM smartmarket is basically a social commerce platform targeted to SMBs. This platform is specifically designed as a one stop shop where SMBs can find vendors for their required software products, thereby reducing their research and purchasing costs. IBM smartmarket has an India website customised for Indian vendors and clients. Here members can research available software in their industry area and read product information, reviews, ratings etc. Members can also get their queries answered by other members regarding the specific product, compare different software, rate software products and write their own review. Smartmarket also gives access to online product trial and purchase. Moreover there are expert blogs, community forums and a separate blog for it’’s India webpage called India Insights to learn and discuss. That said however there are certain questions which still are to be figured out, like how do these vendors get on the social commerce platform? How does IBM make money from Smartmarket ( if it does) ?? How does one software gets listed above others in a search? (it does not appear to be sorted in terms of ratings)\n\nOverall IBM smartmarket is actually a smart move to engage SMBs on IBM platform. However a social commerce platform can be more than this. For example Xbox XNA community allows third party developers to develop applications which can then be curated and purchased by the community. Wishpot allows users to create their wishlists of the products they want to purchase in future and others can collaborate to suggest the best offers, places, products and prices etc.

Mera Windows

Mera Windows is Microsoft India’s effort in the social web. Presently this community is very actively being used for the promotion of Windows 7 in India. The community platform holds many interesting features like a blogroll of expert blogs and news feed which aggregates the latest updates on the homepage. There are also discussion forums with discussion ranging from ”12 common Windows 7 problems solved” to ”how healthy is your PC battery”.  The community recently hosted the launch party of Windows 7 where all community members were given free invites and a chance to get the RC version of Windows 7 uploaded on their notebooks, which is a good example to leveraging an existing social community platform for promoting an offline launch cum trial event.

We can see Microsoft India is on the right path and has made some right decisions in its social business strategies. However a community of Microsoft Windows in a market as important as India deserves more engagement from the consumers. Microsoft has already set many benchmark examples in social media like Microsoft Dynamics Community for an SMB network and Microsoft Most Valued Professional (MVP) award for an advocacy program and hence in the near future we would like to see similar efforts from them for the Indian social web.

If you liked this post, you should also read:

• Social Media in India: Methodology and Scope
• Social Media in India: Tata review
• Social Media in India report: International automobile company review
• Social Media in India: Airtel Review
• Leadership in the time of Social Media

Gaurav and Gautam collaboratively wrote this blog post on a wiki. This is the first in the series of blog posts where we will explore how social technologies, when used effectively within the organization, can create significant business value for Indian firms.

A TYPICAL CONVERSATION

Ever since Gautam joined 2020 Social three weeks back, we have had several interesting conversations with Indian firms of all shapes and sizes on how to use social technologies within the workplace.

The typical conversation starts when someone fills the “Ask Us How” form on our website: “I am excited by the possibilities of using social technologies within our company and want to explore what these technologies can really help us with.”

During initial discussions with Gautam, it becomes clear that the client faces a business problem, but she is not able to make the connection between how “the business being social” will help her solve her problem.

In the first post in this series, we have outlined three typical business problems several Indian firms are struggling with. In the next three posts, written over the next week, we will share scenarios for how social technologies can be a part of the solution.

SCENARIO 1: PRODUCT INNOVATION

Bedi Electronics has been amongst the top ten firms in the Indian consumer electronics industry over the last twenty years. Its 1200 employees are spread across six plants and twenty sales offices. Over the last two years, it has fallen behind its competitors in terms of product innovation.

Rahul Bedi, the 28 year old scion of the family, has recently taken over as the Chief Marketing Officer of the business. Rahul knows that his 250 frontline sales officers have the pulse of the market. However, Rahul gets to meet them infrequently, in annual sales conferences and monthly market visits. They share interesting product ideas with them during one-to-one interactions, but he doesn’t know how to validate them with other sales officers and build on them.

“I wish I knew how to learn about consumer preferences from my frontline sales officers,” Rahul said to Gaurav, “help them build upon each others’ ideas. If we can revitalize our product innovation process, Bedi Electronics will regain its strength in the market.”

SCENARIO 2: TEAM EFFECTIVENESS

Alacrity Legal Technologies is a new Legal Process Outsourcing firm which focuses on a complex method of helping law firms in the US get their litigation issues outsourced to India. On each of these teams it needs the various groups of people to work together so that case materials and lawyer’s notes for clients to work on before the start of the day. Hence teams of law researchers, Indian lawyers and US client managers need to work together to get fast turnaround times.

Sundar Raman, the 43 year old CEO of the firm, was concerned at the high levels of customer complaints – the key theme being that ALT teams always seemed to be missing their deadlines. Sundar decided to dig deeper and found that the reason why this was happening was that the nature of serial processing that the work required meant that a delay in emailing (due to whatever reason) would impact the final output by a large extent.

Sundar instinctively knew that a way for people to work on documents together without necessarily emailing versions back and forth would speed up the deliverables.

“But I don’t know what that toolkit looks like,” Sundar told Gautam, “and I don’t know if it’s even possible to change the work habits of seasoned paralegals and lawyers.”

SCENARIO 3: BUILDING AN ENGAGED WORKFORCE

Over the last two decades LMN Corp has grown from a family owned business to a professionally run conglomerate with diverse interests in shipping, mining, IT, telecom and media. Growth has been robust as the diversifications have paid off.

Sumit Bangia, the 50 year old COO of the company, has been an old LMN hand. Over the last few years, Sumit has become increasingly concerned with the increasing turnover of younger workers. Sumit’s trusted HR Head, 35 year old Shalini Taneja, found out from exit interviews that recent recruits felt disconnected from the conglomerate and felt that they didn’t know how they fit into the big picture.

Sumit and Shalini decided that the key to retaining young recruits was to build an open organizational culture where young recruits could connect with each other and older mentors across levels and functions. It was also important that they felt empowered and encouraged to bring their whole self to work.

When Gautam met Sumit and Shalini, Sumit explained his dilemma: “I don’t think we need more increments and higher salaries or better designations to motivate our people. We’ve hired some great people over the last few years. If we can just make them connect with each other and discover their strengths and then get out of their way, I am sure they will take us to great heights.”

WHAT HAPPENS NEXT?

Now that the stage is set in all the three scenarios, you must be wondering: what happens next? Find out in our next three posts.

If you liked this post, you should also read:

• Using social technologies to build Organizational Culture
• Designing Organizational Learning for the Social Business
• How to Build a Social Organization
• Fueling Effective Team Working using Social Technologies
• Trends towards Open Organizations

I have a big announcement to make: Gautam Ghosh has joined 2020 Social to build the enterprise side of our Social Business Strategy practice. Gautam will join Dave, Upasana and myself in the core 2020 Social consulting team.

2020 Social is presently working with clients to leverage social technologies to achieve five types of strategic business objectives — increase revenue, decrease cost, design better products and processes, enable stronger relationships and increase productivity.

Instead of focusing on specific tools and technologies, we use a structured methodology to tap into the power of the five underlying value systems embedded in social technologies — user generated content, conversations, collaboration, community and collective intelligence.

Finally, we architect effective solutions in the form of community platforms, social applications, social commerce marketplaces, social CRM programs and enterprise collaboration programs.

Gautam will use his organizational development experience to help our clients think about the organizational culture and governance aspects of using social technologies. Specifically, here are the three questions Gautam will be working on –

1. What are the new challenges face by the customer-facing functions in the organization (sales, marketing, product and customer support) when the boundaries between employees, partners and consumers blur? How do organizations respond to these challenges?

2. What are the new pressures that organizational structures are subjected to when employees freely communicate and collaborate with other employees, customers and partners across departmental, geographical and organizations boundaries? How should organizational structures evolve to handle these pressures?

3. How can organizations use social technologies within the enterprise to simplify communication flows, enable stronger relationships with employees, catalyze innovation and improve employee productivity?

Over the next four weeks, Gautam and I will be co-authoring a series of posts (using, what else, a wiki) to come up with clear and actionable answers to these questions.

Everyone at 2020 Social is delighted that Gautam has joined our team and excited at the possibilities that we will be exploring together. Welcome, Gautam!

If you liked this post, you should also read:

• The making of a Social Organization
• Using social technologies to build Organizational Culture
• Fueling Effective Team Working using Social Technologies
• The Social Employer Manifesto
• Designing Organizational Learning for the Social Business