out-of-the-box social media solutions
that are frequently bundled with content management or portal solutions,
namely Microsoft SharePoint 2010—
are introduced with little thought for
business or user requirements.
The success of social business tools
has more to do with change manage-
ment than with technology. Most
employees don’t know what a wiki or
My Sites (the personalized profile page
in SharePoint) is, so why would they
use it? Employees need to be educated
about, sold on and cajoled into using
these tools until their use becomes a
routine action that is part of the orga-
nizational culture. Effective change
management flows from effective gov-
ernance (that is, a documented model
detailing ownership, management and
decision making), a clear social media
policy (who can do what, when and
how, and the rules for doing so), and
active communication and training.
Flirting with features
It should be little surprise that when it
comes to enterprise social media, satisfaction levels are at an all-time low.
In fact, in the Social Business Study,
both employee and executive satisfaction rates on average point to failed
enterprise social media programs: 77
percent of employees and 64 percent
of executives rate their internal social
media tools as poor or very poor.
That suggests that most organizations are not truly social, but rather
are just flirting with social features and
have no real commitment to social
business. Many are playing with and
even finding some limited success
with a smattering of tools, but using
and integrating social media into most
aspects of their day-to-day business—
inside and outside the firewall—are,
for most, still an evolutionary leap
some years away.
Vanilla solutions = vanilla results
Part of the reason is the lack of money
or investment: Most organizations
spend little or nothing on their enter-
prise social media tools. According to
preliminary results from the Social
Business Study, those that do imple-
ment social media tools generally
spend less than US$10,000, and a
good number spend nothing at all.
Sometimes you get what you pay
for. A vanilla solution can produce
be the guide
Successful social intranets begin
with good governance. That means
• An explicit, documented governance model that details ownership, management and decision
• A social media policy—who can
do what, when and how, and the
rules for doing so.
• Executive sponsorship—a senior
executive in your corner to help
promote your new tools.
• A communication plan to promote these tools by email, newsletters, the intranet home page
and buzz marketing activities.
• Active conversations—lead and
promote these conversations
with topical posts that are well
targeted and promoted to potential subject matter experts and
other relevant audiences.
• A training plan that details who
learns what, when and how.
are not truly social,
but rather are just
flirting with social
features and have no
to social business.