With the risk of sounding repetitive and stating the obvious...let me begin...by suggesting that this may NOT be a closed and sealed topic...And my recent interactions with business and IT leaders of some leading global organizations confirmed this point.
Right...we are living in an age where social networks play a big role in the rise and fall of political leaders, ideologies and institutions...we all vouch by the significance of this phenomenon in our daily life...we all have our virtual identity as our alter ego. But when posed with the question of Enterprise Social networking, Shakespearian style soliloquies and musings continue to live on in the minds of Senior Management..."To B(log) or Not to B(log)...that is the question..."
Is this too powerful to be contained within the enterprise? (Is 'contained' an old economy expression...That is yet another discussion). Does it appear to be too destructive (to the corporate fabric) and distractive (to the corporate citizens)? Is Enterprise 2.0 trying to wish away Social Networking - its very own bedrock?
May be it is time to take a relook into the whole phenomenon....
There was a time when Enterprise Social networking was all about throwing in a set of the so called "Enterprise 2.0 applications". We all have gone past those ages of infancy. We have started to appreciate the deeper facets and cultural hues of Social Networking and that is all to do with the way people communicate.
In this new paradigm of collaboration, an organization's "information fire hoses", transforms into "Channels of Expression". The seemingly casual, huddle formation but very relevant and useful exchange of information that normally happen at the water fountains now becomes the norm. Likeminded people flock together and start to express freely and Interesting topics attract user attention and people pour their hearts out. Discussions change course through the conversations...really interactive and participative. In this construct 'Organization' became incidental and the organizational hierarchy breakdown. Wear your creative hat for a second and try to visualize a day in this 2.0 Enterprise - You meet the CEO at the water fountain almost every day and even the newest employee get an opportunity to walk the corporate corridors. Right...in this world 'Personalities', 'Topics' and 'Need for Self Expression' take the center stage.
So let me go back to the earlier question...Does this appear to be too destructive (to the corporate fabric) and distractive (to the corporate citizens)? With all the perceived benefits around the "breaking down of Information asymmetries", "Employee Engagement" and "Knowledge Sharing" it IS in a way triggering off '"too many changes too soon". And this IS the cause of concerns for the wannabe Enterprise 2.0 CIOs. The organization needs to be primed to handle this cultural shift. The organization need to transition though a set of changes based on its state of affairs and priorities.
If we look at Social Networking or Enterprise 2.0 as a dynamic and synergic co-existence of 3 key entities - People, Purpose and Information (People, Intent and Content), on a framework that enables 'Self Organization' and 'Participation' the jigsaws suddenly falls in place.
This forces the CIO to ask the question, so what are we trying to achieve? What is my priority?
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In a globally distributed organization, the primary need may be to keep the employees connected...
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In a family run business, the priority may be to drive participation and employee engagement...
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In a knowledge based organization, guiding the people to the right information or to the right experts is what is required..
Thus a road map based on the organiational priorities would make this transition and transformation into a true Enterprise 2.0 organization more seamless and fruitful.
This transition does not happen overnight. The tranformation is more cultural and as we always say technology is an enabler. And with the right Enterprise Social networking strategy and roadmap, the organization seamlessly matures into a Smart enterprise
