Next Chapter In Modern Business Mgmt: The Social Organisation

Being a social organisation goes far beyond experimenting with social media technology tools such as Facebook and Twitter, according to Gartner, Inc. A social organisation addresses significant business challenges and opportunities using social media platforms to enable mass collaboration — what Gartner predicts will be the next evolutionary pillar defining how work gets done around the world.
However, few executives and managers know how to turn opportunities for greater collaboration into meaningful business results.

In the recently published book, “The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees”, co-authors Anthony J. Bradley, group Vice President at Gartner, and Mark P. McDonald, group Vice President and head of research at Gartner Executive Programs, reveal how executives from CEOs to managers can make mass collaboration a source of enduring competitive advantage in their enterprise.

“Deployed effectively, social media unleashes the collaborative power of employees at all levels and locations in your organisation, customers and prospects, and partners anywhere in your company’s value chain — while minimising the constraints imposed by the specialisation and compartmentalisation that inevitably creep into businesses as they grow,” Bradley said.

“Organisations can achieve unprecedented business results by using social media to effectively tap into the power of mass collaboration. New mass collaboration capabilities are irreversibly redefining what it means to be a highly productive organisation,” said McDonald.

In the book, Mr. Bradley and Mr. McDonald share insights from their study of more than 400 organisations around the world — including Xilinx, NASA and CEMEX — that have used social technologies toward these ends. Bradley and McDonald identify a set of core disciplines that managers need to master to translate mass collaboration into results:

Vision: defining a compelling vision of progress toward a highly collaborative organisation

Strategy: taking community collaboration from risky and random success to measurable business value

Purpose: rallying people around a clear purpose, not just providing them with technology

Launch: creating a collaborative environment and convincing customers and employees to embrace it

Guide: participating in and influencing communities as they pursue their purpose, without stifling collaboration

Adapt: responding creatively to change by modifying the organisational context, in order to better support community collaboration

“The Social Organization” highlights the benefits and challenges of using social technology to tap the power of collective effort. Packed with practical advice and compelling examples, this new book reveals how leaders can make collaboration a management imperative to help guide and nurture employee communities and in turn, create social organisations.