Question

Please read the Case Study, Social Business: Full Speed Ahead or Proceed with Caution? (located at the end of Chapter 2, page 73 of the print text) Management: Employees that are used to collaborating and doing business in more traditional ways need an incentive to use social software. Most companies are not providing that incentive: only a small number of social software users believe the technology to be necessary to their jobs. Organization: Companies that have tried to deploy internal social networks have found that employees are used to doing business in a certain way and overcoming the organizational inertia can prove difficult. Enterprise social networking systems were not at the core of how most of the surveyed companies collaborate. Technology: Ease of use and increased job efficiency are more important than peer pressure in driving adoption of social networking technologies. Content on the networks needs to be relevant, up-to-date, and easy to access; users need to be able to connect to people that have the information they need, and that would otherwise be out of reach or difficult to reach. 1. Compare the experiences implementing internal social networks of the two organizations described in the case. Why were they successful? What role did management play in this process? 2. Should all companies implement internal enterprise social networks? Why or why not?

I need an answer to this problem but please do not send me the "Nasa" example one.

Answer 1

1)

Firstly let us know what does the management, organization, and technology factors means in the adoption of internal corporate social networks.

Management

When considering management factor the following reasons are responsible for impeding adaptation of internal corporate social networks

Many of the employees young and old were accustomed to collaborate and perform business in more traditional setting, required a motivation to use social software.They needed to be use social network because of tradition. there are only 22 percent of the users, who are using social software believe the technology is useful and necessary to their job. Furthermore, the majority of companies were not providing any incentives to use some “social networking” many organizations are thinking that the social networks decrease the work efficiency of employees and it never helps for an organization development.

Organization

when considering organization factor the following reasons are responsible for impeding adaptation of internal corporate social networks

when trying to set up internal social networks, many companies found that employees were very resistive to change. Enterprise social networking systems were not at its core of how most of the surveyed companies collaborated. Because of different surveys many organization that enterprise social networking system do not help to collaborate the companies. Companies are also unable to measure the performance and values produced on this type of technology

Technology

When considering technology factor the following reasons are responsible for impeding adaptation of internal corporate social networks

In the corporate sector environment ease of use and increased job efficiency are more important than group pressure in driving adoption of social networking technologies.A majority of IT professionals consider their own internal social networks to being an average or below average and the biggest reason they cite is low adoption rates on part of employees. On this content the networks needs to be relevant, up to date, and easy to access. Users of the network should be able to connect with the peoples who are having corresponding information they need, otherwise it hard to reach employees.

Companies have been successful because the technology they use are constantly updating and improving itself. They also had their test groups before launching the technology to the whole company, which gave them an idea of what the technology’s performance may be like. The technology showed itself invaluable in day-to-day workings of the businesses. The technology was essentially people oriented that they can use it easily and in a better way.

The role did management plays are:

1. Setting up Short-Term SMART Goals:

It’s good to remember to set SMART goals. Start by setting short term goal for your internal network. This ensures that you are not setting your goals too high to even reach when users have yet to long on for the first time. And before you can really measure the effectiveness of a network and engagement, you have to make some calculated effort to get employees on your network and then start measuring adoption. You can not accurately measure engagement without first optimizing adoption and selling the channel to employees around your organization.

2. Training

Getting started using an enterprises social network becomes allot easier with set of guidelines for employees to follow. For example: create employees social network handbook with the top 10 guidelines for employees using the new network. If you are implementing Yammer for the first time for workforce that generally has never used it before or seen what its looks like, a concise guide takes a lot of the guesswork out of the process that often intimidates employees. Put some effort into the design of your guide as well. Keep in mind that this training is going out to your entire organization; it should look presentable to communicate as well.

3. Buy In from Management

Management has to buy in to an idea of an ESN for the rest of the employees really to get on board and see values of the network. Successful adoption isn't guaranteed without management from its buy in. If you are having trouble getting busy managers and CEO to catch onto the network and broadcast their own engagement, give them a much needed boost of encouragement.

4. Championing the network

Be a champion of your ESN. I strongly suggest also finds some examples of other employees using social the right way of using it habitually. But being your own champion is pretty powerful. Any time you speak to employees or send them an internal email, mention the new network and what a valuable resource it is for informal communication a source of company news and new way to collaborate with decentralized coworkers.

2)

Yes, I think companies should adopt an internal social network because it increases communication, efficiency and results within the company in a very small amount of time.Companies that implement internal enterprise social networks can have terrific results. Such as cutting expenses or closing under performing businesses. If not properly done their could be numerous problems such as security breaches and basically just the waste of company resources and time.