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How Collaboration is Operationalized

Social business, as an enterprise-wide endeavour focused on collaboration and engagement, has to include thorough processes and structures for such things as strategy, change management, governance, architecture, cross-company and cross-functional communication and coordination, federated organisation, change control, pilot projects, and outsourcing selected areas. 

What a Social Business implementation requires

The implementation of social business requires clear strategy, business buy-in, good project management, change management, training, strong coordination, risk management, possibly phased pilots focused on specific business processes, clear ownership, clear social architecture, effective deployment; and then moves to governance, maintenance and improvement. 

How a Social Business implementation occurs

When we think about corporate IT we know that they have developed capabilities over many years for managing such things as strategy, architecture, business engagement, priority setting, technology advancement, vendor management, outsourcing, and federated IT coordination. 

The skills and processes that IT has developed in working with the business as a whole on strategy and governance, and across federated IT groups on the same, are remarkably similar to those which need be applied to helping the enterprise understand how to setup and manage the same issues for social business.

The steps in operationalization of Enterprise Collaboration include:
  1. Setting Business Priorities
  2. Defining horizontal & vertical Business use cases
  3. Defining value maps & business outcomes for each business unit (vertical) strategy
  4. Defining a functional/technical architecture and relevant Enterprise Social Network features
  5. Defining the Governance & Risk framework
  6. Deploying horizontal & vertical use cases
  7. Developing a repeatable framework including: playbook, change agent, training & change management.


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