By Charlene Li on March 11, 2013
Are you a social business? By this, I mean are you aligning your social strategy to business goals? In a new Altimeter Group Report, “The Evolution of Social Business“, my co-author Brian Solis and I found that this was not the case. Only 34% of businesses we surveyed felt that their social strategy was connected to business outcomes. Brian goes into detail about our findings in this post.
Our research found that organizations typically go through six stages of social business evolution. But this doesn’t mean that you have to wait until Stage 6 to realize business impact. Rather, it’s not only possible but crucial to focus on achieving business results right from the very beginning. The six stages are as follows (for a deeper dive into each, please download the report):
A great example of this from the report comes from Shell. They launched the Shell Facebook presence only in January 2012 and they mostly post content on the page and moderate comments. But they see tremendous benefit from this activity because their business goal is to understand and improve their reputation with customers and partners. They ask the question, “To what extent is Shell meeting customers’ energy needs in socially and environmentally responsible ways?” The key here is that this is not an effort isolated to Facebook — they measure reputation across ALL media channels so that they can see their activities impact reputation differently. Moreover, they measure this DAILY. Shell may be early in their social business journey, but they make sure that they see business impact from their efforts.
The focus on business goals is the key to having a coherent social business strategy, which we define as “the set of visions, goals, plans, and resources that align social media initiatives with business objectives”. That alignment and focus on business objectives forms the foundation for the strategy, no matter where the organization is on their evolution. Just 28% of respondents in our survey felt that they had a holistic approach to social media, where lines of business and business functions work together under a common vision. A mere 12% were confident they had a plan that looked beyond the next year. And, perhaps most astonishing, only half of all companies surveyed said that top executives were “informed, engaged and aligned with their companies’ social strategy.”
But there is hope. we found a set of best practices common across all development stages. We call these the Success Factors of a Social Business:
From the research and from our work with clients, we have found that these success factors become especially important when the organization moves from one stage to the next. Some of the most common issues we’ve seen organizations face include:
By keeping in mind where you are in your social business evolution AND using the success factors, you’ll be able to start tackling some of these tricky issues. We’ve seen firsthand that this is not an easy journey, but it is one that you can successfully navigate. I’d love to hear how your journey is going — what stages are you in and have you encountered similar challenges? If so, how has our organization managed to move forward? Add your comments below or send me an email with details — we’re always looking for more case studies!
If you’d like to learn more about how Altimeter can help your organization move quickly and efficiently through the social business journey, please get in touch with us at firstname.lastname@example.org.
Posted in Leadership, Research, social, Social business, Strategy, Uncategorized | Tagged altimeter, altimetergroup, charleneli, evolution, maturity, socbiz, social, Social business, social media, Strategy | 5 Responses
By Charlene Li on November 7, 2012
- Twitter account…check.
- YouTube videos….yup.
- People who seem to know what they doing with those accounts…kinda.
But that isn’t a strategy – it’s a series of tactics. Having a Facebook page is like having a telephone — it’s a tool that needs a purpose. What you DO with Facebook to meet customer expectations and attain business goals lies at the center of a coherent social business strategy.
My colleague Brian Solis and I are in the midst of conducting research on what makes a good social business strategy and a key finding is that as companies evolve their social initiatives, the efforts get disconnected from business goals. So while the company grows in its social media efforts, strategic focus, with a clear goal in mind, falls to the wayside.
This isn’t about waiting until companies have reached a stage of “maturity” before they are deemed to be successful. Rather, we found companies thriving at every stage of social strategy evolution. The key is coherence, where the business goals, executive support, social business capabilities, and the value created by both internal and external social initiatives all work together in harmony.
Here’s an example: one company we spoke with focuses most of their social efforts on developing their Facebook presence. The company rarely replies or engages with people who post on their page. On the surface, you might dismiss this company as not “getting” social media because they don’t actively engage in a two-way dialog.
But in so many ways, their strategy is far more coherent than companies that blindly engage for the sake of engagement. That’s because they are very clear about the purpose of their Facebook presence, which is to showcase the personality of the company. While they enjoy having millions of fans, the key business metric they track is reputation, which is used across all aspects of the business. On a daily basis, they ask their Facebook fans, as well as people in other channels, how they are doing on delivering their products, and if they are doing so in an environmentally sustainable way. They can then compare which channels are effective at driving their goal of improving reputation.
So how can you tell if your social business strategy is successful or failing? One way is to look across the elements of your social strategy and see if they align with each other in such a way that supports clear business goals. Are your capabilities in line with what you are trying to achieve, or have you bitten off too much and are not realizing the full potential of your efforts? Do you have the organizational governance in place to allow disparate business units to align their social efforts against a common enterprise goals, or is each line of business pulling in separate directions?
Another way to gauge where you are with your social business strategy is to take Altimeter’s Social Business Strategy Survey at http://svy.mk/QkcYRH. The aggregated results will appear in an upcoming report, and as a thank you for sharing, you’ll receive a data cut that you can use to benchmark your company against other organizations of the same size. You will receive this benchmark data after the research report is published.
The survey looks at the following topics:
Please note that we plan to end the survey in the next week or so, so please take it as soon as possible! Also, please forward to others who may be interested or share with your social networks. Link: svy.mk/QkcYRH.
Lastly, please share why you think your social business strategy is successful — or on the flip side, what is dysfunctional about it. We’d all love to learn from your experiences!
By Charlene Li on June 26, 2012
Microsoft announced that it would buy Yammer for $1.2 billion, after a week of speculation that the deal was imminent. From my perspective, having researched the enterprise social networking space (see report), the acquisition is a continuation of current trends in the industry and makes a lot of sense for both MSFT and Yammer.
Yammer CEO David Sacks wrote in a blog post about the acquisition, “When most people thought social networking was for kids, we had a vision for how it could change the way we work.” When Yammer launched at TechCrunch four years ago, it won the “best in show” award from judges and it’s been on a rocket ride since then for two simple reasons — it’s free and people love using it. The result: 85% of large companies have Yammer inside their walls.
That love-driven virality is a key reason why Microsoft bought Yammer — after all, who would use the word “love” to describe Microsoft or a product like SharePoint? The fact is that Yammer and its competitors are creating new way for work to get done, that is not only effective but also — dare we say it — makes work fun. Microsoft knew that it was behind in the enterprise social networking space and could either build organically within SharePoint or acquire. I think they did the smart move by buying Yammer as it gives them not only the largest independent player, but also penetration into virtually every company that already is using its products.
The challenge going forward is how Microsoft will integrate Yammer into its Office offerings, in particular, SharePoint. Yammer already enables integration with SharePoint that inserts microblogging capabilities right into SharePoint, making the enterprise app much more social. Up to this point, the main selling points of ESNs has been that they just had to be better than SharePoint’s built-in social tools. That is no longer the case, so you’ll see other enterprise apps companies scrambling to snap up remaining players like Moxie. Here’s a graphic from my ESN report from February that shows how the world (used to) stack up in terms of players — this is a game being played by the big enterprise players now.
While there is concern that adding Yammer makes worse an already-confusing mix of Microsoft offerings, it’s nothing compared to the bewildering situation facing CIOs when it comes to ESN. One CIO shared with me that he faces a situation of having Salesforce’s Chatter, VMWare’s Socialcast, Yammer, and SharePoint all running within his organization. And that didn’t include rogue installations of Box and Google+.
In the end, it makes sense for each company to have one — and only one — enterprise social network in order to ensure universal access. Thus ESNs like Yammer become battlegrounds in the way that other foundational enterprise tools like email, IM, and CRM have become. In this way, Yammer makes a whole lot of sense for Microsoft, as it becomes more integrated into all of its offerings, rather than remain a standalone. Here are some examples:
Posted in Enterprise, Research, Social business, Social networks, Strategy, Uncategorized | Tagged altimeter, charleneli, enterprise social networking, esn, microsoft, sharepoint, yammer | 11 Responses
By Charlene Li on March 20, 2012
Now for a word on mobile in the enterprise. Altimeter’s mobile analyst, Chris Silva, is working on a report that explores how managers on the business-side – not the IT – side of the organization are increasingly leading the charge to bring mobility to their workforce.
A key challenge is how to build the control and security foundation for a mobile business strategy. Chris and I will be hosting an open, no-cost webinar on Wed March 28th at 10am PT/1pm ET that will discuss the key elements of the mobile control layer, its importance, and how both the technologies and leadership elements should come together to provide a foundation for a coherent enterprise mobility strategy.
The Mobile Control Plane Should Underlie All Mobile Strategy
Having business leaders take the reigns in mobile is a growing trend and a change in strategy that ensure the people who know the needs of the mobile workforce are driving strategy. This strategic shift, however, still relies on IT having put in place a mobile control layer that provides security, management and overall policy to govern mobile as it spreads across the organization. This foundation, which underlies all of the business-driven use of mobile, is comprised of many pieces and goes well beyond mobile device management (MDM) the increasingly catch-all phrase that vendors are using to insinuate themselves onto shortlists of mobility partners.
The webinar will take place on Wednesday March 28th at 1PM Eastern/10AM Pacific time.
By Charlene Li on February 22, 2012
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationshipscreated by enterprise social networks are the source for value creation. Yesteryear, internal technology departments could force software on business units, but in today’s consumerized world, business units can adopt enterprise software, often without IT ever knowing. As a result, a new approach is required that focuses on four key ways that relationships create value through enterprise social networks:
This is the first of two reports on enterprise social networks, with this one focused on how it creates value for organizations. The next report will focus on maturity models and the future of enterprise social networks.
Data HighlightsThe report also includes input from 13 technology providers, 185 end users, and surveyed 81 ESN decision makers from companies with over 250 employees (see below in Related Resources for links to the data). A few of the findings and graphics from the report are included below. There was only moderate impact on business goals. On a scale of 1 to 4, the highest impact seen – improving collaboration between departments/teams — scored only a 2.91 (see Figure 5 below).
A key reason for this is that there were few metrics used to gauge effectiveness. Most metrics were engagement-oriented in nature and not necessarily tied to business impact. For example, the top three metrics used were 1) More/faster collaboration across the company; 2) Frequency of use; and 3) Engagement across the company (% of employees using it) (see Figure 6-1 below).
In fact, no organization surveyed believed they measure ESNs very well, and only 31% felt they measured ESN impact somewhat well. A quarter admitted that they didn’t measure at all! (see Figure 6-2 below).
Related resources. In the spirit of Open Research — and to spur further discussion on the topic of enterprise social networks, we are also making available a PDF summary of all questions asked in the survey, a PowerPoint of the graphics, and the full data set. If you discover additional insights, we ask that you share back your findings with the community.
Webinar. I’ll be doing a Webinar on Thursday, February 22nd, 2012 at 10am PST on the report with Socialcast’s CEO Tim Young. More information and registration is available at http://t.co/1XI8nMkp. It will also be recorded and available for playback on Socialcast’s site.
Open Research This independent research report was 100% funded by Altimeter Group. This report is published under the principle of Open Research and is intended to advance the industry at no cost. This report is intended for you to read, utilize, and share with others; if you do so, please provide attribution to Altimeter Group.