Few days ago Bertrand Duperrin wrote an interesting blogpost on social collaboration and on what’s wrong with it. Now that “digital trasformation” has get the hype over “social business” we are experiencing a reduced interest on internal collaboration, and main causes are – for the author – attributable to:
- customer relationship which as a topic drives more investments than internal collaboration because of objective correlation with business opportunities (and revenues),
- political contraints that make the transition to innovative organizational models more and more sticky,
- human factors or in other words “people” that are always reluctant to change their working habits, especially when knowledge sharing paradigm, from an individual POV, is considered a loss of power,
- lack of purpose, especially with regard to the internal collaboration discrepancy with customer relationship.
All these drivers have a deep impact on internal collaboration acceptance and success, but in my humble opinion, the main one in which few efforts and even fewer discussions have been done is the last one: lack of a business purpose.
We all know that customer relationship is leading the business wagon (after all, as Duperrin says, customers bring money in).
We all know about organizational barriers that impede innovation flow.
But, are we well-aware that – often – social collaboration projects don’t have the right “links” with business purposes? Unfortunately, this situation is caused also by inappropriate technology which lacks aforesaid links.
“Collaborate” and “share” are beautiful verbs but if you don’t associate them with the right context there’s no value inside. Context is everything and you can’t avoid it otherwise it’s only lipstick on a pig.
Facebook context is peer relationship and it’s cool. But what about when you want to make collaborative an enterprise? Which are the main components of its specific context?
Here my 2 cents.
As Duperrin said, enterprise have to connect collaboration to customer relationship because here is the money (unless you’re a NPO). But how? Data and processes. Data and processes are the basement on which business collaboration can be built.
Data is the “iota” of decision-making process. Managing data, analyzing data, discussing on data through internal engagement and contribution sharing, helps decision-maker to select the right option because he finally has the more meaningful information in support of the following execution phase.
Processes are the suits of enterprise. You need to change them when context changes. And context, here, is your end-to-end customer experience. When you intercept and collect signals about this dynamic experience, you have a stream of elements to rethink your processes through internal engagement and contribution sharing. And when I say “rethink” it means that you have the instruments to modify them in order to support customer relationship.
So building collaborative solutions around data and process can help your organization focus on real business objectives and create a connection to economic results.
What do you think? Please leave your contribution