How and why organizational success with social media “is fundamentally a leadership and management challenge”
I agree with Anthony Bradley and Mark McDonald that leaders in many (most?) organizations incorrectly assume that success with social media is fundamentally a matter of effective technology implementation. That is important, of course, but the primary challenge is to leadership and management to create “mass collaboration that [in turn] gives organizations unique capabilities to create value for customers, employees, and stakeholders.” Without effective leadership and management, initiatives will fail. Those who doubt that are urged to read Morten Hansen’s latest book, Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big. Only through an open and inclusive collaborative process can the use of social media enable any organization to “tap the collective genius” of its stakeholder constituencies
Within 11 chapters and then an Epilogue, Bradley and McDonald provide an abundance of information, insights, and counsel that will help leaders in almost any organization (whatever its size and nature may be) to achieve separate but interdependent strategic objectives that include these:
o Define a compelling vision that inspires and energizes everyone involved
o Formulate a strategy that will guide and inform initiatives that have measurable impact
o Communicate and nourish a clear purpose that everyone supports
o Create or strengthen an environment within which everyone is actively and productively engaged
o Provide enlightened supervision within a structure that nourishes innovative thinking
o Meanwhile, remain flexible and resilient to accommodate change in a timely and effective manner
Bradley and McDonald seem to address all of the “what” involved with achieving these and other objectives. However, their primary focus is really on the “how” and “why” of an immensely complicated process of organizational transformation. The challenges may seem to be the “bad news” but I presume to suggest that there is also “good news.” The open and inclusive collaborative approach that Bradley and McDonald introduce and recommend ensures wide and deep participation of those who possess the talents, skills, and experience needed, both within and outside the given organization; the availability of additional support resources if and when needed; access to the “do’s” and “don’ts” revealed by the real-world experiences of dozens of social organizations discussed in the book; and finally, the approach ensures that the game plan formulated and then implemented is cohesive and comprehensive rather than expedient, fragmented, and inevitably ineffective.
Although there are component segments of valuable counsel inserted in each chapter throughout the lively and eloquent narrative (e.g. “The Three Components of Mass Collaboration” on Page 10-12, “Six Principles of Mass Collaboration” on Pages 12-15, “How a Collaborative Community Works” 0n Pages 16-19, and “New Ways for the Masses to Collaborate” on Pages 19-22″ all in Chapter 2), this is NOT a book to dip in and out of randomly, superficially. As already indicated, Anthony Bradley and Mark McDonald have formulated and now share a cohesive, comprehensive, and cost-effective program that requires close attention, thoughtful consideration, and hopefully rigorous discussion by those who lead the organizational transformation initiatives.
Wednesday, April 18, 2012 Posted by Bob Morris | Bob's blog entries | "How a Collaborative Community Works", "New Ways for the Masses to Collaborate", "Six Principles of Mass Collaboration", "tap the collective genius" of stakeholder constituencies, "The Three Components of Mass Collaboration", Anthony J. Bradley, Communicate and nourish a clear purpose that everyone supports, Create or strengthen an environment within which everyone is actively and productively engaged, Define a compelling vision that inspires and energizes everyone involved, Formulate a strategy that will guide and inform initiatives that have measurable impact, Harvard Business Review Press, How and why organizational success with social media "is fundamentally a leadership and management challenge", Mark P. McDonald, Morten Hansen, Provide enlightened supervision within a structure that nourishes innovative thinking, Remain flexible and resilient to accommodate change in a timely and effective manner, The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees | Leave a Comment
Here is an excerpt from an article written by Anthony J. Bradley and Mark P. McDonald for the Harvard Business Review blog. To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here.
* * *
Many of us in business have heard the popular aphorism, “People are your greatest asset.” Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there’s a reason for that.
People are not your greatest asset. Even great people are not your greatest asset. In fact, great people can be your greatest liability. If Enron wasn’t enough evidence of this, the 2008 financial crisis has now given us plenty more. What about Lehman Brothers, AIG and Countrywide? Arguably, these companies employed some of the smartest business people not only in the room but in the world, and yet those same folks took their firms to ruin (or near it) and came close to causing a collapse of the U.S. economy.
So if it’s not people, what is your greatest asset?
It’s how you empower your people. Think about it. What is the primary purpose of a business organization? To assemble a group of people, who previously may have had no association, and empower them to accomplish productive work toward the organization’s objectives. More effective empowerment typically equals more productive work. As leaders and managers, we are familiar with empowering people. We organize them into divisions, units, groups and teams. We provide goals and incentives to motivate them. And we enable them with authority, tools, resources and processes.
Social media ushers in new ways to enhance your greatest asset, because it is about empowering people to collaborate at unprecedented scale. With powerful implementations of social media, we motivate people to form communities around a meaningful and common purpose . We enable them with new technology, seed content, and guidance on desired participation. The aim is to facilitate “mass collaboration” and its accompanying behaviors.
For our book on the social organization, we studied hundreds of social media implementations and identified a set of key mass collaboration behaviors. Understanding them is critical to successfully engaging and empowering people.
[Here are the first three of six behaviors. To read the complete article, please click here.]
1. Collective Intelligence: Collective intelligence is the meaningful assembly of relatively small and incremental community contributions into a larger and coherent accumulation of knowledge. Collective intelligence is not new, but the mass collaboration enabled by social media provides it at scales never before possible. Even the most modest individual contributions can be tremendously valuable when meaningfully combined at scale. Wikipedia, YouTube and Flickr are all social Web examples of collective intelligence. Each Wikipedia article by itself is relatively insignificant, but a million articles collected and linked together is highly powerful.
2. Expertise Location: Expertise location involves seeking and finding specific expertise in the masses of people and the often-staggering amount of available content. One view of expertise location is almost the opposite of collective intelligence. It is “selective intelligence,” where the goal is not to collect numerous small contributions from many, but to find just what is needed. Crowdsourcing is a well-known example of expertise location.
3. Emergent Structures: Emergent structures are structures such as processes, content categorization, organizational networks and hidden virtual teams that are unknown or unplanned prior to social interactions, but that form naturally as activity progresses. The goal of emergent structures is to gain a better understanding of the true “nature of things” to more effectively organize, guide or interact with a community or its efforts. Social media, applied with transparency, can surface these structures.
* * *
Examine these behaviors in the context of your business goals, major collaboration challenges, core business practices, etc., to determine where and how mass collaboration might empower your people to deliver strategic value to your organization and enhance what is truly your greatest asset.
* * *
To read other blog posts by Anthony J. Bradley and Mark P. McDonald, please click here.
Anthony J. Bradley, group vice president, Gartner Research, and Mark P. McDonald, group vice president and Gartner Fellow, Gartner Executive Programs, are co-authors of The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees. You can follow them on Twitter at @BradleyAnthonyJ and @markpmcdonald.
Monday, December 12, 2011 Posted by Bob Morris | Bob's blog entries | "People are your greatest asset", AIG, and Mark P. McDonald, Anthony J. Bradley, Brothers, Collective Intelligence, Countrywide, Emergent Structures, Enron, Expertise Location, Gartner Executive Programs, Gartner Research, great people can be your greatest liability, Harvard Business Review blog. HBR email alerts, Mark P. McDonald, People are not your greatest asset, The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees, Why People Are Not Your Greatest Asset, your greatest asset: how you empower your people | Leave a Comment
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