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I am clearly seeing the social web expand in terms of its importance to a broader set of business functions within the enterprise. When we help our clients focus on listening & engagement, it isn't just "brand monitoring", but in fact touches an increasingly broader set of functions such as customer service, sales/leads, etc.
Considering sales, for example, I often talk about "listening for the point of need". This is listening for conversations that are broader than your brand, but that your brand relates to. If you listen for expressions of need that your brand can help with, then you can reach out, help, connecting with prospective clients to build a relationship earlier in their buying process.
That is just one example, but we are seeing the social web touch more and more processes.
I like your idea of social computing concepts representing an opportunity to move business process management from structured, data centric ERP systems, over to people centric platforms.
Regards,
Marcel
CEO, Radian6
I agree - there's much more that listening systems can do beyond brand monitoring. Critical insight for a sales rep is just as likely to show up on a blog or support forum as it would on a CRM system. Whilst I was trying to make a point about applications such as Radian6 focusing on a finite set of needs, there's certainly other problem points that you can service.
Nice post and appreciate the mention of Visible Technologies. I would add to your post by saying that social data or conversations are in many respects just that -- a new form of data or a channel for consumers to voice their opinions. Organizations have had unique and powerful data via existing channels for years and have failed in many cases to leverage the voice of their customers or transform their organizations. The "power" of social data is that it is public and there for anyone to consume whether it's good or bad. The public nature of this is what is accelerating enterprise transformation.
Blake Cahill
Visible Technologies
Love your point about how the public nature of social data compels organizations to participate. Its true that this time around, in certain areas such as where Visible plays, transformation is happening, whether customers like it or not. Thanks for stopping by.
Thanks for your comments. Both sides are representative elements. Hence the (...).
As to your point about the right side being market facing: actually Lead Qualification, Sales Ops and Innovation etc., are not market facing and the list to the right is intended to sample both. That aside, the lines are blurring by the day on what’s inside vs whats outside. For instance, innovation used to be largely internal in a lab, with some controlled testing with users. Now you can crowd source feature ideas with hundreds of real users before making the leap. Similarly, lead generation used to be primarily external but organizations can now find new leads by leveraging employee (internal) connections on Facebook (external). As long as they have thought through the entitlement model, organizations can carefully push on breaking down the barriers.
Finally, the list on the right is not meant to denote output. I’m implying that these existing processes are nourished by the strategic use of the social computing elements on the left.
Thanks.
P.S. I hope that by "Great Post after a long time." you mean its a great post that you've seen across the blogosphere and not "Great Post after a long time." here on Pretzel Logic. If its the latter, I better step up my game :)
http://libraryclips.blogsome.com/2008/11/14/are...
Rather than knowledge hoarding we would have a culture of knowledge sharing and transfer, and I'm not talking in social computing islands or just in a horizontal way. I'm talking one of the company top-down strategies and performance measurement is based on group effort and your collaboration and networking efforts. Social computing are the tools or the way to achieve enterprise 2.0...this may take 10 years.
This would be a true change from the industrial age to the network age, one based on adaptability, innovation, effectiveness, sustainability, and human purpose, rather than efficiency, economies of scale and homogenisation (which has made us consumers, rather than people).
At the moment I doubt companies will include this is their mandate or performance reviews, but workers will continue social computing islands, and hopefully this bottom-up approach will gain enough momentum and display benefits, that the powers at the top finally make it part of the ingrained culture in an official way.
It's about social productivity, it's about emergence, it's about sense-making, it's about adapting...at the moment companies are not tapping into people's know-how effectively...it's like only using 50% of the features on a machine...people need to be able to self-organise and tap into know-how beyond the cubicles they can see, and companies need to be able to crowdsource ground zero, and apply that input to solve issues, new strategies.
Social computing is doing these things now, but is it the ethos of the company.
My sense is that social computing islands will yield enormous, quantifiable results on a per business activity basis and serve as the trampoline for enterprise wide transformation or at least intent. This compliments the grass roots activity already taking place at the other end of the spectrum. And i think that's when we will see what you so eloquently describe as:
"its about social productivity, it's about emergence, it's about sense-making, it's about adapting...at the moment companies are not tapping into people's know-how effectively...it's like only using 50% of the features on a machine...people need to be able to self-organise and tap into know-how beyond the cubicles they can see, and companies need to be able to crowdsource ground zero, and apply that input to solve issues, new strategies.
Cheers,
gadgettechblog.com