In part 2 of this series I discussed the need for executive level support for the introduction and ongoing management of a social business initiative. In this post we’ll take a look at what other personnel factors will sustain the initiative and where they may come from within the organisation.
The majority of organisations today are made up of people who already have significant exposure to the world of social media, outside of their workplace. This of itself is now not particularly noteworthy, however these people can prove to be your best and most enthusiastic champions and/or advocates. This group already has an established knowledge of how to utilise collaborative and activity centric software, both of which are required to implement your social business platform.
As part of the business case research phase it is important to consider this potential existing skillset as you will need people supporting the initiative who can be relied upon to independently encourage others to follow their lead. To assist in gathering this list I typically conduct a simple survey of the workforce, asking a series of questions designed to elicit enough feedback for me to identify those that I will invite into the implementation and management team. I have developed a series of templates I allow my customers to utilise, to give them the best chance of both initial and ongoing success. This group of identified assistants are key in ensuring value is always perceived and derived from the invested time and effort.
Once identified this group can be of value at several points along the journey, including the pre-implementation phase, ie where activities may include social business software evaluation, community site design and insights into which legacy applications may be ideal early candidates for integration with the new social business software. Clearly they will be of enormous value during the implementation phase, assisting with running workshops, one-on-one sessions, monitoring group activity, etc. Lastly ongoing success is very much determined by the new “social way of doing work” actually returning benefits that could not previously be attained. This group is part of the user base and works alongside others whom they can continuously gauge mood and sentiment, in addition to encouraging participation.
Introducing a new style of doing business is a difficult process and will have to consider many issues along the way. By garnering support and demonstrating value early and often your organisation will be well placed to compete effectively in the new social economy. At SocialEffect we’re always available to partner you in your journey.