Social Business By Design – A Personal Summary (Chapter 13)

Chapter 13 – Identifying Priorities and Planning

Social Business Design Definition

The process of intentionally transforming a business with social media through a well-defined, agile and adaptive process so that both specific and emergent benefits results.

1. Before setting up a social business strategy, organization should examine the larger process of deliberately encouraging intentional and emergent change.

2. Determine the desired business objectives of the social business strategy.

Source of objective can captured from the following 2 essential sources :

  • The set of participants who will be involved. (Internal, B2C or B2B)
  • Set of enterprise objectives determine by senior executives.

3. Fig 13.1 of the book depicts the “Applying of Social Business Design for Organization-Wide Transformation”

Applying Social Business Design for Organization-Wide Transformation

Applying Social Business Design for Organization-Wide Transformation

3a. At the center of the stack, are the Elements of Changes that help support a far-reaching yet well-managed social business design process and these are :

  • Culture Change
  • Executive Leadership
  • Strategic goals and road map
  • Business process design
  • Risk Management

3b. Technology

Technology required to support and implement social business strategy has the following components:

  • Social Business Solution Portfolio
    • Social Media tools or Infrastructure to provide necessary communication and collaboration
    • Can encompass part or the entire company.
    • Typically solutions used has integration with security and identity standards, some external social media and analytic tools.
  • Social Business Intelligence
    • Required to listen to the work place.
    • Enable social business effort to be measured invaluable for identifying no only areas of encountering difficulties but also opportunities.

3c. Social Business Design

At the top of the stack,  social business design in the deliberate process of transforming the organization to social business .

3d. Social Business Solution Outcomes

At the bottom of the stack, both planed and spontaneously discovered or created by participants themselves, that achieve the shared and top-down goals of the organization.

4. Some Key Insights into planning a social business strategy and design effort

4a. Clearly identify goals, but don’t assume how they’ll be achieved.

4b. Using a phase approach without trying to achieve too much or going too fast or slow.

4c. Understand that planning must continuously evolve.

4d. Expect more frequent “disruption”

Personal Note :

a. From the section of the book onwards, it would be the chapters where I would greatly love to have the actual professional experience but didn’t not get the opportunity to do so. I would so love to have a chance at all this.

b. I think fig 13.1 is a great diagram depicting how Social Business can be applied. It really needs to be a top down / bottom up approach. As with most organization, if senior management is not involved, it is almost very hard to implement any chances. Of course there are exceptions. However, these tend of be initiatives that are achieved unexpected success. That means an ROI has already been witness hence the expected reaction of all stakeholders. This is what social business is, where to me, it tends to be more gradual and targeted towards long term transformation.

c.  On the section of revisiting priorities and planning, for most organization, any implementation it is typically done via projects.  With social business initiatives, how are project methodology affected.  The tradditional waterfall model that most IT project managers are accustom is perhaps not too applicable. I suspect that is the reason why I see the rise in interest for agile project methodology.




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One Response to Social Business By Design – A Personal Summary (Chapter 13)

  1. Pingback: Social Business By Design – A Personal Summary (Chapter 16) | Accidental Web 2.0 Professional

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