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.
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.