From Social Brand to Social Business Part Two
A social business is built upon three pillars – people, process and technology. All three need to work independent of each other, yet need to be completely integrated into the DNA of organizational culture.
The foundation of a fully collaborative social business, whether for a small or large firm is the company’s most valuable asset, its people. It addresses the need to drive organizational change in an effort to shift employee behavior, communicate more effectively across job functions and geographies and tear down organizational silos. All the technology, collaboration software and community applications deployed behind the firewall will not be effective unless there is a fundamental shift in the way employees think, interact with one another and communicate. These change management initiatives have to be driven by organizational leadership and practiced at every level in the organization from senior leadership all the way down to a customer support agent. Otherwise, change will not occur. This means that executives must not only talk about changing the organization but exemplify the behaviors that really do facilitate and practice change.
The end result is an increase in trust among all employees at every level; trust of employees and empowering them to engage externally; an increase in budget investments to social business initiatives, collaboration and more effective social organization models.
- Process cuts right through the entire fabric of the organization. It ensures that every job function in every business unit and within every geography is consistent when performing certain tasks. For example, when a new employee joins a company and wants to start blogging or Tweeting on behalf of the company, a process should be in place that governs training, certification and social media policies. Another example is when marketing departments in other countries want to create a Facebook fan page specifically for their geography. A process should be in place that will manage the creation of new social media destination; and escalate these requests to governing body (i.e. Social Media Center of Excellence) to avoid duplicate pages and inconsistent messages.
Processes should help facilitate the chaos that exists from behind the firewall – i.e. employees sharing sensitive material externally, social media ownership, crisis management and product feedback workflows; and ensuring there is one measurement philosophy that the entire organization is bought into and using for reporting.
Additionally, training initiatives, social media policies and guidelines, moderation policies, global expansion must be documented, approved and then rolled up into a co-created governance model. This ensures that there is message consistency globally, a legal documentation that protects the organization, empowers employees and ensures that everyone is on the same page.
A social business needs technology in order to facilitate change and collaboration.
Organizations need to be smart and think long term before investing in technology applications that facilitate internal collaboration (Jive, Lithium, Yammer), social listening (Radian6, Meltwater), measurement (Rowfeeder, Argyle), social relationship management (Sprinklr, Syncapse Platform) and social CRM (Nimble, JitterJam, Pivotal).
Companies need to first understand what it is they are trying to achieve before thinking about which technology vendor to deploy. Are they trying to streamline communication between business units or geographies? Are they looking to roll out a collaboration application that will eventually replace their intranet? Or, are they planning to use social CRM and weave it into their sales and marketing initiatives? Whatever the case, it’s important to understand the culture of the organization and its leadership. Technology will not change an organization’s culture. However, having a strong understanding of it will have a huge impact on the technical requirements, choice of technology and how to implement and configure it.
The challenge with technology is that there are so many software vendors in the space to choose from. Organizations need to think strategically before making significant investments into technology; and consider scale, integration, support and maintenance costs, and the current suite of applications that are already deployed within the enterprise.
The foundation for social business transformation is culture and leadership. All the technology in the world deployed in the enterprise; and all the process/compliance documents created are useless if organizational behaviors aren’t changed. Change starts from the top and business leaders are the ones responsible for facilitating this change.
A tech veteran, Michael Brito is Senior Vice President of Social Business Planning at Edelman Digital, the interactive arm of the world's largest independently owned public relations firm. He is a much sought after speaker, advisor and community activist on issues ranging from social business, fund raising, digital marketing, community engagement, customer advocacy and integrated brand marketing communications.
Giving efficiency the full throttle at NASCAR
The NASCAR organization has long been synonymous with speed, agility and innovation. And so by extension, partnerships at NASCAR hold a similar reputation. One such partner for the organization has been CDW – a leading multi-brand provider of information technology solutions to businesses, government, education and healthcare customers in the United States, the United Kingdom and Canada. CDW provides a broad array of products and services ranging from hardware and software to integrated IT solutions such as security cloud hybrid infrastructure and digital experience. Customer need is the driving force at CDW, and the company helps clients by delivering integrated services solutions that maximize their technology investment. So how does CDW help their customers achieve their business goals? Troy Okerberg, Field Sales Manager - North Florida at CDW adds “We strive to provide our customers with full stack expertise, helping them design, orchestrate and manage technologies that drive their business outcomes.”
NASCAR acquired International Speedway Corporation (ISC) in 2019, merging its operations into one, new company moving forward. The merger represents an important step forward for NASCAR as the sport creates a unified vision to embrace its long history of exciting, family-oriented racing experiences while developing strategic growth initiatives that will drive the passion of core fans and attract the next generation of race fans. CDW has been instrumental in bringing the two technology environments together to enable collaboration and efficiency as one organization. Starting with a comprehensive analysis of all of NASCAR’s vendors, CDW created a uniform data platform for the data center environment across the NASCAR-ISC organization. The IT partner has also successfully merged the two native infrastructure systems together, while analyzing, consulting and providing an opportunity to merge Microsoft software licenses as well.
2020 turned into a tactical year for both organizations with the onset of the pandemic and CDW has had to react quickly to the changing scenario. Most of the initial change included building efficiencies around logistics, like equipment needing to be delivered into the hands of end users who switched to a virtual working environment almost overnight. CDW’s distribution team worked tirelessly to ensure that all customers could still access the products that they were purchasing and needed for their organizations throughout the COVID timeframe. Okerberg adds that today, CDW continues to optimize their offering by hyper-localizing resources as well as providing need-based support based on the size and complexity of their accounts. Although CDW still operates remotely, the company commits to adapting to the changing needs of their clients, NASCAR in particular. Apart from the challenges that COVID-19 brought to the organization, another task that CDW had been handed was to identify gaps and duplicates in vendor agreements that the two former single-entity organizations had in place and align them based on services offered. CDW further helps identify and provide the best solution from a consolidation standpoint of both hardware and software clients so that the new merged organization is equipped with the best of what the industry has to offer.