Here’s something I read recently and it is probably something that resonates with you in your own work environment: “You run an organisation with many people, all working for common goals: your goals. You tell them what to do and what you want done and you give them money to do it. This sounds simple but rarely is… During their daily tasks, they struggle to find things, they struggle to find experts that can help them, they struggle to find information that can help them get their jobs done faster, more efficiently. This is frustrating to say the least and over time good employees leave, some of them are experts and you are left wondering how much knowledge just walked out of the door.”
This is not a new problem, and despite progression from paper file cabinets to intranets, it has still not been solved. Getting things done takes coordination, which incurs what we call high coordination costs. These costs include management, infrastructure, and meetings – many meetings. In fact in large organisations I am sure people ask “how do these guys manage to get stuff done?”
What I have described in the first two paragraphs underpins the goals of Social Business software (SBS). I think that it is a revolution much like the internet was a revolution to get people together in ways that were unimaginable 25 to 30 years ago.
In order for Social Business to succeed however, you need to understand what specific problems your organisation has. Typically communication is a major problem, next is collaboration, next is knowledge sharing, then developing corporate culture and finally building a solution which encompasses the mission and vision of the organisation which in turns satisfies the stakeholders.
Social Business Software as an organisational paradigm is fairly new. The technology exists but its not about the technology… its about the will to change how we do things as a business. This is both the challenge and the promise of SBS. Imagine for a moment your organisation one where your employees feel fulfilled and happy in their jobs, their stress reduced, they trust their managers and their peers and they feel as though they are part of something great.
So before you get started consider the following 3 points:
1) What are the issues? What are the issues that your company is currently wrestling with?
2) Are you able to measure and test what is going on in your company? Your exploration into transforming and improving your company needs to start with facts. You need to explore and understand these restrainers before you introduce a new understanding.
3) Get help… It is going to be very hard to fix these problems on your own. If companies were able to do it by themselves, they would have done it already.
To find help with this you need to engage with a great team. A knowledgeable SBS deployment team with great passion for what they do, with great case studies and great references.
Written by Gys Kappers. CEO and co-founder of WyseTalk, Africa’s leading Social Business Software business. Gys has an 18 year track record in running large enterprise businesses, has an Executive MBA degree and completed his Masters thesis on ‘the delay of social business software in the enterprise and its effects.’