I'm currently one of the partners at [[http://www.open-knowledge.it/en">Open Knowledge]], an international social business consulting firm helping organizations maximize their business potential through collaboration. As part of our activities, every year we also organize the [[http://www.socialbusinessforum.com">Social Business Forum]] in Milan, Italy.
With a background in computer science, IT consulting and multichannel user experience, I got to understand very early that technology alone is pretty useless if individuals are not able to use it in their day-to-day job. This simple consideration pushed me towards the people side of collaboration, working with small teams and entire community to improve companies' knowledge sharing, productivity, flexibility and innovation potential.
To me Enterprise 2.0 is basically an organization where all the parties involved (employees, partners, suppliers) can efficiently work together thanks to social software. This notwithstanding, one of the most important lessons of the last few years has been that collaborating internally can bring us just that far if also the entire external company ecosystem (clients, potential clients, other actors in the market) is not involved. Thanks to new approaches like Social CRM, Adaptive Case Management, Social Supply Chain, Open Innovation, employee collaboration can instead be leveraged as the fundamental enabler to engage your customers in improving marketing, sales, customer service and innovation. A more comprehensive and holistic Social Business perspective is emerging out of this.
Enterprise 2.0 and Social Business are real paradigm shifts impacting the way we have looked at some of the most basic organizational dimensions like management, leadership, incentivation, recruiting, talent management, competition and customer acquisition. Becoming a networked and connected enterprise both internally and externally you can have a long list of benefits. Thanks to collaboration better productivity, flexibility, knowledge circulation and reuse, adaptability to market changes can be achieved, reducing at the same time travel and other internal costs. Engaging customers through external channels and communities also product / service development, customer care, brand awareness, sales can be increased building a stronger long-term relationship with your customers. As a very important side effect, honestly involving people also means motivating them to go that extra mile so important in global, competitive, turbulent markets.
As I said, this is a paradigm shift that goes against some foundational practices we have been given for sure in the last 100 years or so. That's why company culture and commitment by the top management may be two of the most critical aspects to address. Some other relevant hardles are rigid organizational silos, people motivation and the lack of easy-to-use integrated technology. While such dimensions can derail any Enterprise 2.0 project, the good news is that by putting together a well-thought change management strategy the organization can move bottom-up through pilots and quick-wins to gradually reach an enterprise wide adoption.
social business, strategist, collaboration
- [[http://www.socialenterprise.it/en/index.php/2010/12/08/from-clients-to-processes-the-marriage-between-social-crm-and-adaptive-case-management/">From clients to processes. The marriage between Social CRM and Adaptive Case Management]]
- [[http://www.socialenterprise.it/en/index.php/2010/11/25/toward-the-social-business/">Toward the Social Business]]
- [[http://www.socialenterprise.it/en/index.php/2010/11/12/a-social-business-maturity-model/">A social business maturity model]]
- [[http://enterprise20blog.com/expert/expert-profile-luis-suarez/">Luis Suarez]]
- [[http://www.besser20.de/author/frank/">Sameer Patel]]
- [[http://www.johnhagel.com/index.shtml">John Hagel]]