Social Business By Design – A Personal Summary (Chapter 12)

Chapter 12 – Social Business Supporting Capabilities

1.  Community Management : The Essential Social Business Capability

a. For any social environment, there is a critical need for some degree of facilitation and this role is typically fulfill a Community Manager (CM).

b. CM are the collaborative “X factor” that makes communities work. Roles adopted by Community managers are one part evangelism, one part end user support, one part collaborative facilitation, and one part jack-of-all trades.

c. CM role is critical in ensuring social business success.

d. Community Roundtable(CR) is the industry’s leading source of practitioner lessons learned and effective practices.

e. CR defines 4 stages of maturity and 8 competencies.

Source : Social Business by Design, pg 145, figure 12.1

The 4 stages of social business maturity break down like this :

Stage 1 : Hierarchy

Little or no use of social business or community-based processes

Stage 2 : Emergent commnity

Some experiments and early pilots of social business tools, processes, or online communities.

Stage 3 : Community

Well-defined, chartered, resourced, and staffed social business initiatives that have resulted in measurable business outcomes.

Stage 4 : Net Work

An integrated company wide social business strategy driven by a deep connected perspective inside and outside the organization.

f. CM have complex roles and many responsibilities, with external facing ones managing organization FB’s or Twitter presence or moderate owned communities as part of a marketing or corporate communications. For the internal facing ones, work with colleagues trying to make the most of the internal social networking environments to enhance communications.

Figure 12.2Source : Social Business by Design, pg 147, figure 12.2

2.  Social Analytics and Business Intelligence

a. 3 Drivers of rising interest in social analytics are :

  • Social media are rapidly becoming the richest new sources of new information.
  • Business Intelligence must take into account the whole social business ecosystem
  • Organization must cultivate new competencies to handle an effective social business listening and engagement process or risk disruption, irrelevance or both.

b. 2 types of social business intelligence being developed are :

  • Application of Social Layer within traditional business intelligence tools to enable the collaboration and sharing of business intelligence by applying social media techniques.
  • Use of Social Business Intelligence tools with social media activity itself.

3.  Core Social Business Intelligence Strategies

Social business has the potential to enable to the following strategies that will become competitive differentiators or drivers of additional efficiency and productivity.

a. Customer Engagement and Retention
b. Social Business adoption tracking
c. Sale funnel analysis (Kontagent is a company that sell such tools).
d. Expertise and reputation tracking
e. Human capital management
f. Compliance and regulatory monitoring
g. Brand insight
h. Social Supply Chain optimization
i. Operation Management

4. Social Business in Regulated Industries

The 3 major types of activities that are required to deliver on social business in regulated industries are :

a. Define social business policy

b. Communicate Social Business Policy.

c. Verify Social Business Policy

Personal Notes

1. Although I was not exactly a CM, during my stint with a government agency here, I did play the role of part evangelism (promoting web2.0 and enterprise2.0 within and external to the agency), user support (was user admin of Confluence), collaborative facilitation (advocating and teaching staff how to collaborate on Confluence) and as a PM, I need to know bit of all trades in order to communicate and gather effectively the requirements of the projects under my care. Unfortunately, the agency was not quite ready to embrace web 2.0 and i missed the opportunity to see the project through and test out my belief and conviction that web2.0 is truly beneficial to the organization, in particular for knowledge sharing which was one of the key focus of the program I was support to help implement. This remain one of my deepest regret in my professional career to date :(.

2. In terms of Social Business Maturity, I would deduce that the agency is still at stage 1 with a small segment of the agency trying to pull towards stage 2.

3. I would love to be exposed and have the opportunity to use and experience social analytics tools. However, as a free lancer, there is currently no opportunity for me to work in it. Anyone has any advise on how I can get such a tool and data to play and make sense out of it ?

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