Category Archives: Enterprise 2.0

02.24.10
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The cost of inauthentic communities

Roger Martin has an excellent post on Harvard Business Review that looks back at how business executives used to be embedded in the community they served but are now disconnected from it, as are the businesses they work for. It is a must read.

In the 60s, business were smaller, executives knew their customers and their staff. Shareholders were in it for the long run so tolerated long-term planning. Companies had more loyalty to their home city, so “doing things to benefit the city made sense both corporately and personally.”

While not perfect, this structure enabled the executive to live a reasonably authentic life; the way he wanted to live personally was largely aligned with her corporate responsibilities. He wanted to make the customers — whom he was likely to know personally — happy. He wanted to support his employees’ well-being — employees who he and his family probably knew. He wanted to be a respected figure in the city, a city that was important to his company and his family. And he wanted to make his shareholders happy because he knew that they had placed a long-term bet behind his company. If he worked on all those aspects of his community, he could be successful and happy. And by serving customers and employees well, the corporation was likely to keep on prospering.

But now companies and the executives that work for them have become dissociated from their environs, their staff, their customers and, crucially, from long-term thinking. Martin says:

[T]he idea that shareholder value was a corporation’s principal objective function took hold, largely, I think, through the agency of business schools, whose dramatic rise coincided with the decline of the traditional business community.

This disintegration of community is not a good thing for the exec, his business, the community or frankly, anyone else. It leads to the sort of short-termist thinking that led to the Crash.

Martin paints a fairly bleak picture, but I think there is a cause for hope: Social media. Blogs, Twitter, LinkedIn and a host of other tools provide a way for the people in business, whether executive or not, to get back in touch with their wider community. It also allows customers to collaborate and to become a countervailing force to shareholders, Wall Street and analysts who encourage companies to make bad decisions.

The new community that businesses find themselves in isn’t a geographically constrained community, but a community of interest, or rather, a community of people who have an interest, whether they are customers, staff or curious onlookers.

And there’s nowhere to hide, either. The sunshine of the public’s attention can illuminate any previously hidden nook or cranny, and behaviour that businesses once got away with can now be exposed and challenged. The broader reach of businesses also frequently allows customers to swap away from the worst offenders, using their dollar or pound to vote against a company’s policy or behaviour.

I think we have a long way to go before we make real progress, and the largest of companies frequently have the longest journey, but I think the tide is finally on the turn.

02.23.10
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Book: Building Social Web Applications, Gavin Bell

I’ve yet to see a copy of Building Social Web Applications
, but Gavin Bell is a not only a friend but someone whom I respect and admire, so I’m already convinced it’s going to be a good read! The official blurb is:

Building a social web application that attracts and retains regular visitors, and gets them to interact, isn’t easy to do. This book walks you through the tough questions you’ll face if you’re to create a truly effective community site – one that makes visitors feel like they’ve found a new home on the Web. Whether you’re creating a new site from scratch or embracing an existing audience “Building Social Web Applications” helps you and your fellow web developers, designers, and project managers make difficult decisions, such as choosing the appropriate interaction tools for your audience, and building an infrastructure to help the community gel.With this book, you’ll learn to: understand who will be drawn to your site, why they’ll stay, and who they’ll interact with; build the software you need versus plugging in off-the-shelf apps; create visual design that clearly communicates what your site will do; manage the identities of your visitors and determine how to manage their interaction; watch for demand from the community to guide your choice of new functions; and, plan the launch of your site and get the message out. “Building Social Web Applications” includes examples of different application types – member-driven, customer service-driven, contributor-driven, and more – and discusses different business models. If your company’s ready to move into the world of social web applications, this book will help you make it a reality.

Christian Crumlish has a short review, GameDev take a bit of a deeper look and there are currently five 5-star reviews on Amazon.com. Personally, I can’t wait to have the time to sit down and read this cover-to-cover!

02.22.10
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Are we building better tomorrows?

Via Christian Crumlish, I discovered the excellent essay Are we building a better Internet? by Matte Scheinker. Matte’s essay looks at how seemingly small design decisions can have huge impacts on the way that the internet evolves. He says:

The first design meme I encountered with true deleterious power was the opt-out check-box for marketing emails on sign-up forms. Our argument for it to be opt-in instead was user-experience focused with a nod to the business folks. Undesired emails would hurt the brand, annoy the user, and not necessarily generate qualified leads. What we didn’t consider back then was how that small decision would help create today’s Internet. These undesired marketing emails — along with the invention of V1@gra — contributed to the cacophony of commercial noise that now pollutes the Internet. As far as I know, this noise hasn’t killed anyone. Yet most of us would prefer the Internet to feel a little more like relaxing on a secluded beach with a good book and less like Times Square on a muggy Saturday night.

Imagine for a moment what today’s design decisions will do to mold the Internet’s future. What if every product decision you made last week became a successful design meme? Would that create an Internet where you’d want your kids to play?

Sometimes we get lucky and it’s not difficult to discern the difference between right and wrong. Don’t sell user data because you’re short on beer money. Don’t keep emailing users after they unsubscribe. Don’t read user emails to find the next great stock pick. These are certainly over-simplified dilemmas, and sadly, most ethical dilemmas aren’t as clear-cut.

He goes on to talk about other ethical decisions that designers and businesses make and the impact that they have. You really should read the whole thing.

But Matte’s questions are not just for web designers and developers, they are also for business managers: Are you making business decisions that might affect the future of the internet? Of your business? Of Business? If everyone behaved as you do, would the world be a better place?

Decisions that affect the internal world of your business don’t just affect your staff, they affect their spouses, families, friends. If you’ve ever known someone who’s unhappy at work you know how far and how fast that unhappiness can travel. And if you’re making good decisions – enabling and empowering the people you work with to communicate, collaborate and be more effective – then your influence will also spread as the people you work with pick up good management habits.

Of course, this isn’t just about feeling good: if you have passionate employees you have a whole raft of potential evangelists who can represent your brand in the wider community. If you treat your customers with respect, they’ll be more likely to recommend you to their friends. And if you make good decisions about your website’s design, you’ll gain much more goodwill than abusing customer’s trust.

Being ethical isn’t just a nice thing to do, it’s the smart thing to do.

02.16.10
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Data security vs agility and cost

Third party social media tools really are a two-edged sword. On the one hand, they allow you to get up and running almost instantaneously for little or no money, but on the other hand you have no data security or guarantee of uptime.

I’m reminded of this dichotomy by the recent closure of a number of music blogs by Google’s Blogger service. Despite the fact that these blogs were all operating legitimately and within the law, Google removed their content from Blogger without either a warning or an opportunity to back up. This appears to be bad behaviour from Google, but they are not alone. Yahoo! has a track record of closing down Cinderella services without much of a by-your-leave, resulting in confused and unhappy users whose data has been lost forever. And, of course, there was the catastrophic server meltdown at Ma.gnolia, a Delicious.com rival, which resulted in their entire bookmark repository being lost.

Whether it’s a company targeting a few users, closing down underachieving services, or suffering massive data loss, there is just no guarantee that the information you put online is still going to be there in the morning.

So does this mean that corporate information should never be entrusted to third party sites? Not at all. Firstly, it’s not always possible to run your own internal version of a third party tool, and often it’s not even desirable. You could never replicate the networked nature of a third party social network, for example.

Sometimes you can install software, such as WordPress, on your own servers, but if your IT department is maxed out or uncooperative, you may be forced on to WordPress.com instead. There could be a significant cost to the business if you have to wait months for your own installation to be set up and for your project to get started, in which case the hosted option becomes the most viable option.

The answer? Your social media tools should, where possible, be regularly backed up just as with your own servers. Recovery of your social media presence should be at the top of your disaster recovery plan, if only because if something serious happens to your company or any of your other data, your blog could be a key communications channel. (This is also a good reason not to host your own blog on the same servers as your main website, by the way! If everything else goes down, you need to have some way to communicate with the outside world.)

02.04.10
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Listening – Connecting – Publishing

Chris Brogan talks about a handy framework upon which to build your social media strategy:

There are three main areas of practice for social media that your company (or you) should be thinking about: listening, connecting, publishing. From these three areas, you can build out your usage of the tools, thread your information networks to feed and be fed, and align your resources for execution. There are many varied strategies you can execute using these toolsets. There are many different tools you can consider employing for your efforts. But that’s the basic structure: listening, connecting, publishing.

This framework is ostensibly about external social media usage, but these concepts are just as important internally:

  • Listen to what staff what and need, and allow staff to listen to each other
  • Provide meaningful ways for staff to connect with each other
  • Allow staff to publish information in a way that makes sense to them

Does it work that way in your company?

01.29.10
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Are you T-shaped?

I recently discovered Keith Sawyer’s blog, Creativity & Innovation. Keith is a professor of psychology, an expert on creativity and well worth a read. In his post about cross understanding in teams he discusses the observation that teams including people with the ability to understand another’s perspective do better than teams that don’t:

[…] cross understanding can help us to explain several apparently contradictory findings in group collaboration research:

1. Diversity often has a negative impact on team performance, and this is sometimes explained by the “social categorization bias” that people have towards similar people. But in some groups, diversity does not result in reduced performance; the authors argue that this will happen when cross understanding is high.

2. In some groups, strong sub-groups can interfere with effective collaboration. But if cross understanding is high, this problem can be reduced.

Related to this is the idea of ‘T-shaped people’ who have one particular area of deep expertise which makes up the shaft of the T, but then also have knowledge and skills in other areas (the crossbar).

It strikes me that most of the social media and tech people that I admire look T-shaped to me: Leisa Reichelt, Stephanie Booth, Stephanie Troeth, David Weinberger, Euan Semple, Lloyd Davis… the list goes on. I wonder if being empathic, able to put yourself in someone else’s shoes, curious about the world around it and other people’s experiences, and able to recognise patterns across disciplines is really what marks out a social media natural.

Some people really do just ‘get it’, almost without trying, whereas others just can’t wrap their heads around even basic concepts no matter how often or how clearly they are explained. I have never been able to spot a correlation between age, online experience, social media experience, activity in communities and that ability to comprehend what makes social media different to other forms of communications. Hm, that could be an interesting area of research!

01.21.10
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Making the case for internal community managers

i was reading a great post on Fresh Networks about the key mistakes community managers make when it struck me: Most people are sold on the need to hire community managers for public facing communities, but how many businesses hire community managers for their own internal social networks?

Most communities rely on a small number of individuals who glue the group together socially. It’s a role that I have been discussing with many people, especially Kevin Marks, over the years. Kevin and I first met on IRC (Internet Relay Chat), in a channel where one person in particular played a key role in keeping things moving smoothly. She wasn’t chosen by the community, nor did she put herself forward to fulfil the role: it just sorta happened.

Since then, we – and many others – have been trying to find the right word for that sort of role. Whether you want to call them tummlers, geishas, animateurs or Chief Conversation Officers, these people are essential to the smooth running of a community. Kevin said in 2008 (read the whole post, it’s well worth it):

The key to [successful communities] is finding people who play the role of conversational catalyst within a group, to welcome newcomers, rein in old hands and set the tone of the conversation so that it can become a community. […]

The communities that fail, whether dying out from apathy or being overwhelmed by noise, are the ones that don’t have someone there cherishing the conversation, setting the tone, creating a space to speak, and rapidly segregating those intent on damage. The big problem with have is that we don’t have a English name for this role; they get called ‘Moderators’ (as Tom Coates thoroughly described) or ‘Community Managers’, and because when they’re doing it right you see everyone’s conversation, not their carefully crafted atmosphere, their role is often ignored.

These people are as essential in internal communities as they are in public ones, yet somehow we expect internal communities to just run themselves. It’s no wonder that so many social media projects wither on the vine: they are not getting the right social conditions to flourish.

Instead, I suspect that the tummler role is rather frowned upon in business contexts. That person who makes sure that they talk to the new users, who spends time tidying up the wiki and talking to people about how things work, who reads all the internal blogs and highlights favourite posts, is probably also the person whose jobs review says, “Spends too much time on the intranet”. The expectation is that everyone will take a share of the tummler role, that everyone is responsible for making the community work and so therefore it will. “Because we’re all professionals round here, and that’s just what professionals do.”

That is, I’m afraid, deluded bullshit. We need tummlers internally just as much as we need them in external communities. Certainly they’ll have to be much more capable diplomats and skilled in recognising and smoothing out internal political shenanigans. They’ll also have to be good coaches, helping people understand how to use the tools and why they should bother.

The payback from employing a tummler could be huge as they would be the people who’d help drive tool adoption across the business. I’m sure some will read this and think, “But this is what evangelists/champions do. We don’t need tummlers too.” I think tummlers and evangelists are very different indeed. Evangelists tend to be people who are superusers who are massively enthusiastic about the tools they are using. They often manage to persuade the people around them to use the tools too, but they don’t always have the social skills required to achieve even that. I have certainly come across “evangelists” that were so obsessive about their new favourite toy that they put people right off. They also, of course, have their own job to do. They can’t spend all their time helping others get to grips with social software.

A tummler, on the other hand, would be hired for their social skills, their ability to communicate, teach and explain, and their knowledge of the different tools and how they work. In a way, a good social media consultant acts as a tummler-by-proxy, encouraging their clients to adopt more sociable thinking patterns, but they can only do so much. A full-time tummler who only needs to focus on nurturing internal communities could achieve so much more.

I guess we’re back once again to the 20:80 rule: 20% of social media is tech, 80% is people, so focus on your people!

01.20.10
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Melcrum survey reveals widespread use of social media behind the firewall

According to Melcrum, an internal comms training business:

Internal communicators are increasingly turning to Web 2.0 tools, such as employee and executive blogs, online video, and internal Twitter-style forums, to deliver key strategic messages, stimulate collaboration and knowledge sharing and boost productivity.

In a recent Melcrum member survey, 40% of respondents said the business case for social media within internal communication was clear and that there is visible return on investment, while 53% of the 2,212 senior communicators who responded said they were planning to increase investment in their organization’s intranet in 2010.

When asked about channels used for internal communication, online video and webcasts were cited as of increasing importance, with the intranet ranked as the most effective channel by 73% of senior communicators worldwide.

The business benefits of investment in social media highlighted included improved levels of employee engagement (21%), better communication with remote workers (16%), knowledge management and collaboration (25%), improving employee feedback (20%) and making business leaders more visible and accessible (14%).

This is very encouraging indeed! If you’re a social media consultant working on internal projects, have you noticed an uptick in interest?

01.12.10
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Two thoughts

Couple of thoughts from Euan Semple that are really worth considering in the context of social media behind the firewall. Firstly:

Social media relies on people having the temerity to say what they think and others having the decency to listen.

And secondly:

With a blog you have more reason to think. Having an outlet for your ideas makes you take them more seriously. Even if you never publish the posts, taking your ideas seriously and thinking harder about them is a good thing.

If you write a half decent blog post you will make someone else think. You may make them think you are wrong or you may make them think you are right but you will make them think.

These thoughts trigger two key questions:

  • Can your people say what they think?
  • Do they have the time and space to do that thinking?

Just a thought.