Editorial Articles

Social networks are often associated with external communications due to the success of many high-profile campaigns via platforms like Twitter. Many organisations see the rise of social networks as an effective channel to keep in touch with their customers and other external audiences. But how will this trend evolve in corporate environments?

There are three key areas where social networks can make a difference within an organisation. Firstly, the concept of social networks builds upon a sense of being connected, which is essential to boost staff morale. Secondly, conversations are key to generating ideas and swapping knowledge. Finally, an open platform for dialogues can be a good place for managers to identify talents. 

Let us look further into these business cases for internal social media, before we move on to the challenges and advice when implementing social networks internally.

Problem sharing is the first step of problem solving
In a corporate environment where businesses need to achieve certain sets of objectives, social media provides a purpose to drive communication between employees, sharing problems and coming up with collective solutions. In a formal company structure, people are likely to build on ideas related to specific projects; in an informal company culture, a simple comment on having a bad day might initiate others to share and offer help. 

Facilitate idea generation to ultimately get knowledge and innovation management
In addition to information sharing, a corporate social network also enables employees to discuss early ideas in a slightly informal environment. As the idea snowballs (or dies) through ongoing conversations, it can then go through several stages up to a proper working group leading to anything from product innovation to strategic initiatives.

Identify talents and leadership through individual initiatives
A private social network within an organisation provides a transparent platform for managers to identify the next leader through their initiatives to help others and ability to tackle issues.

Next, I would like to explore some of the challenges organisations might face when implementing their first corporate social network, as well as offering some advice from my experience working with organisations of all sizes on their internal social network strategies.

Upgrade to an Enterprise 2.0 approach
Social networks are user-centric mechanisms, where content will always be driven by users themselves. A traditional enterprise 1.0 top-down approach when technology is chosen, bought and then implemented for employees to use can be a recipe for disaster.

Companies are more likely to succeed when an enterprise 2.0 approach is taken, and when employees are invited to be involved throughout the process. A bottom-up strategy is ideal for driving a corporate social network strategy.

Establish clear user guidelines and social network policy
Clear user guidelines should be provided to managers and employees, along with basic training. A social network policy is also needed to prohibit verbal abuse or aggressiveness towards constructive criticism. 

Think engagement driven by purpose, not just moderation of conversations
Moderation, or rather pro-active community management, is often necessary to keep track of objectives. We recommend organisations nominate ambassadors in social networks, who are passionate about what they do and are eager to initiate involvement from others.

It is obvious that corporate social networks have multiple benefits across organisations on many levels. As we have learned from consumer social media the concept encourages interactions, whether it is about sharing existing information or discussing innovation in the making.

Yann Motte
CEO & Co-Founder, Webjam
Twitter: webjamdotcom
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