8 reasons why Social Media fails in organisations Part 3: no understanding of Culture, Communitites and Barriers
August 8, 2011 § 8 Comments
Following on from my previous post on the topic of 8 reasons why Social Media fails in organisations Part 1: No Strategy, Governance or Ownership and 8 reasons why Social Media fails in organisations – Part 2- Business Requirements and Resourcing how to get it right it is now time to visit the last post of this series. No understanding of Culture, Communities and Barriers in organisations, and what can we do about that.
These topics may be last but they certainly are not least.
6/ Fail to understand their culture - so we know that 70% of change initiatives fail ,we also know that if you bring in culture that figure rises to 90%. What that tells me is that we still don’t understand much about culture in organisations today. That being said, it seems many organisations are still falling into the trap of using the same old approach that failed with their other projects when they are introducing Social Media. I would like to have a conversation here about helping them try to do it differently.
It seems to me that there are a few things that Leaders in organisations could begin with that could change the dynamic and key to this is to find out what is the culture already in this area. Most organisations have it happening already and so if you find out where it is occurring organically it will help you understand where the opportunities are. Remember it is not about a solution looking for a problem.
Some tips to begin your inquiry include:
- Involving your people in the dialogue before, during & after,
- Research what they are already doing in this space,
- Don’t assume based on demographic data that it wont be relevant for them. Check out stats on these infographics about demographics.
Would love to hear some more tips that people have found helpful in this space.
7/ Fail to nurture the communities - Social Media has this title because it is inherently social, both in how it is developed and used. To often they are set up like a project, prescribed process, ticking boxes and allocating tasks they often over structure and smother what could otherwise be a thriving community. There is more than enough anecdotal evidence around today to safely say your Social Media communities flourish best when they are stewarded effectively and treated like a garden. Nancy White has some great experience to share about this environment.
Basically there are some key things that you can do
- Help them understand their needs,
- Help them explore what roles they may need in their community/network,
- Understand the resourcing that is really required and the allowing the time to achieve what is needed
- Help them find a social media solution that really meets their needs,
Let them know that support is there if they need it and then get out of their way. Keep in touch to make sure you have the opportunity to learn from them and share their successes.
8/ Fail to understand the Barriers – It is important that practitioners find ways to assist the leaders in our companies to see ways around the barriers and explore the possibilities of Social Media. A great way to help you achieve that is to educate and involve leaders in the dialogue to help them understand how much of the hype is just myths.
When it comes to barriers to the staff adopting these tools companies today are looking to approaches like Reverse Mentoring to help them. Delloite have a digital mentoring program that is a good example of how it not only reduces the fear of the tools but also creates an opportunity for a reciprocal learning and trust building environment that otherwise may not occur between the staff and or generations.
No matter what your functional role is, leading a collaborative Social/Digital Strategy development for your organisation is a great value proposition. Involving your peers from other functional groups as well as the employees, especially those already doing something in Social Media in the company will maximise the chances of success for both the communities and business.
I am interested in your experiences and ideas on this topic.
8 reasons why Social Media fails in organisations – Part 2- Business Requirements and Resourcing how to get it right
July 27, 2011 § 5 Comments
Following on from my previous post on the topic of 8 reasons why Social Media fails in organisations Part 1: No Strategy, Governance or Ownership it is now time to visit the areas of Business Requirements and Resourcing levels around the introduction of Social Media in organisations.
Fail 4/ Don’t understand business requirements – We have all experienced the technology approach of a “solution looking for a problem”. This can be the CEO who read it in a Qantas magazine, the IT person who is passionate about wikis saving the world, or any other enthusiastically misguided individual in a position of power who thinks they have ‘the answer’. The biggest problem is so often they don’t know the real problem they believe they are solving. If you want to minimise your risk of failure you need to collaborate and include your people, your customers and your suppliers/partners in finding out what the needs are that they have. Remember People first as in our framework from the first 3 reasons why Social Media Fails in Organisations – it is called the POST framework.
Fail 5/ Don’t understand or provide resources – Many organisations heading down the Social Media path make the mistake of enabling the tools and thinking that old chestnut of “build it and they will come”.
This is a recipe for failure that has been replicated year after year since we started to implement technology platforms into our organisations. We know that 70% of change initiatives fail so it seems fairly obvious that we need to approach this differently.
We need to have a realistic understanding of the actual costs of setting up, engaging and nurturing the communities and networks to enable them to be sustainable for the short and long term. There are steps outlined here in our Social Media Field Guide Masterclass preview presentation to help you understand some of them.
Some other steps are, to build the project/change plan and budget for any new initiative like the implementation of Social Media, by clearly understanding the requirements and benefits to the Business. If we do this effectively we have the foundation as well as the ‘shield’ to protect the project should cost cutting come along searching for low hanging fruit. If you have clearly identified the benefits ‘that will only be achieved if implemented correctly with a strong collaborative change strategy’, you will have a much better chance of protecting your budget. Its all about demonstrating clearly managed expectations around benefits, timings and outcomes.
Some further steps that you can use in your project/change plan include:
- Work with the people to set up the community/network,
- Educate and clarify for the community roles and responsibilities necessary in these communities and networks,
- Allow time for key staff members to establish, nurture and sustain the community
- Keep informing stakeholders and managing their expectations.
Developing and enabling social media communities and networks internally is a relatively inexpensive way for an organisation to learn how to do this. We can then learn from those internal communities, This then enables organisations to leverage off that learning and connect effectively with the clients and partners that are key to the success of their business.
Just to test what was going on around support roles for Social Media, I google’d Social Media Co-ordinators and got about 15,500,000 results (0.14 seconds). I am hoping there are a lot of internally focused people in this mix to ensure we engage our own people and apply those learnings where ever relevant
We would love to hear your ideas and experiences in failures and examples of how to get Social Media right in organisations…
July 23, 2011 § Leave a comment
When Google bought out Google Wave I was one of many people who played with it and found it had lots of possibilities. Its a bit sad that they decided not to continue with it but hopefully they learnt enough from it that we will get to experience more of those type of tools in the future. Because of the Wave experience some have been a bit hesitant to explore +, but i can only share my experience here and encourage others to get onboard and have a play to find out for themselves.
I was invited to join at the beginning of July and what with the other things on my plate i didn’t do too much about it. At a conference last week in Sydney I finally started to play with it and find there are lots of possibilities and would like to share some of the functionality that I experienced with you:
Circles - After a bit of prompting from the person who invited me i started playing with setting up my ‘circles’ – that is where you set up groups or lists of people that have similar interests. The drag & drop functionality here is pretty cute. Having circles enables you to chat or post comments to particular topics that a given circle is interested in, instead of ‘spamming’ followers with topics they find irrelevant. You can target your audience – say IT circle only, or IT and Work colleagues, or just everyone so you set it to Public.
Stream - this is where you post, to me it comes over as a cross between twitter, yammer and even a bit of a blog of you want it to be (all be it short term posts). At the conference twitter went down, so Cory Banks (the person who invited me to +) and I decided to play with Google + instead. I decided to experiment using the stream capability as a real time blog post so that those who were unable to be at the conference could read and continue the conversations. You can make your own decision about how that works if you look at my slide share presentation on the speakers I posted on.
Hangout - looks pretty cool, whilst the conference was on Cory went on Hangout and had a video conference with a couple of guys in different places in the States. He went on the chat function with his head phones on so he could hear them speaking whilst he interacted silently – ever the early adopter.
Huddle - is like setting up a group chat or messages to individuals – of course there is an app for that, have only played with that a little bit but it certainly has potential for collaboration
Of course there are other functions available on Google + but these were the ones that we explored on the day and i thought it would be good to share them and find out what other experiences people have had with this and other functionality that they have used.
July 18, 2011 § 5 Comments
Last week I was in Brisbane Australia having been invited to share insights that we have learnt in the development of our Social Media Field Guide Masterclass. I was invited to present to two different groups of practitioners whilst i was there, one was a group of HR and OD practitioners, the other a group of KM practitioners.
In each group there were a smattering of people who were fairly savvy on social media, the KM crew more so than the HR people.
Where I am starting to see the level of interest and need to know more growing in “how can social media be used within and across organisations to enhance collaboration and networking?” Some are even getting the idea of how to use it effectively to connect and collaborate with customers and suppliers.
One of the biggest hurdles for many organisations is around the HOW? This fear of the unknown freezes many organisations into inaction or even outright banning of these tools. Sadly, many organisations haven’t worked out that with the mobility provided by smart phones, banning just ain’t gonna work, not to mention the distrust message they are sending to their employees by not even entering into a dialogue on the subject.
So to continue to engage in the dialogue I am doing a series of 3 blog posts covering 7 of the top reasons why social media fails in organisations. These are certainly not exhaustive so I look forward to hearing your experiences and examples along the way.
Fail 1: No strategy
When there is fear in an organisation around social media the default position is either not having a strategy or denying it completely by banning or heavily restricting acces to Social Media. No strategy may in fact be the strategy but best to be explicit about it. As people so often do, they find workarounds to enable them to work the way that makes sense to them. The stats you will find in the slideshare presentation about the Field Guide will give you an insight into just how much people really like communicating and connecting with these tools.
One approach we use to make sense of developing a strategy is to use the POST framework. This structure helps you keep the right priorities and order in the development of your strategy:
- Strategy and then
Fail 2: No governance
The lack of understanding or belief in the myths around the governance of Social media creates many problems for organisations. It’s a bit Henny Penny really, when email was introduced many believed it had no place in an environment where people were working :s. We know that email can be a real pain, but seriously could you have got by without email as a work tool? Social Media is just the latest version of this evolution.
Companies like the ABC here in Australia are finding that their email usage is reducing with tools like Yammer on the rise. Many organisations fail to understand they already have the governance requirements in place to deal with Social Media. Where organisations have created volumes of what not to do with Social Media they have very low engagement if any at all, and it quickly ends up in failure. The ABC Social Media Policy is a One Page document about what you can do (not what you cant). They recognise they already have all the policies and safeguards in place (we will discuss these a bit more in the Barriers section in an upcoming post), all they need to do is to help their people join the dots. Another great example of communicating the Social Media Policy to help join those dots, is the Department of Justice in Victoria’s You Tube video. It’s awesome the way they have used the tools themselves to explain the Policy as well as demonstrate the possibilities of the way it can be done.
Fail 3: No ownership
So often the question of who should “own” Social Media in organisations comes up. I believe no one should own something as truly organic as the “socialness” of your people in the organisation. That being said, no matter what your functional role is, the opportunity for people who understand this space is leading a collaborative Social/Digital Strategy development for your organisation. It’s a great value proposition for any connected practitioner. By involving your peers from other functional groups as well as the employees, especially those already doing something in Social Media in the company, you will no doubt maximise the chances of success for both the communities and business by modelling what it is you are trying to nurture and learning along the way.
I look forward to discussing more of the reasons why many organisations fail over the coming weeks. Watch out for our upcoming posts to generate conversations around: Business Requirements, Resourcing, Culture, Building communities and Barriers.
Please join us in the discussion we are interested in your experiences and ideas of how to get it right on this topic.