How can organizations become “social”? Adapting companies to the social economy so they can meet the requirements of empowered and connected customers requires some massive internal transformation. Even when leaders understand the necessity to shift away from old models and modernize their organizations, they hardly know where to start.
To decide to join the social dance floor is a first, smart decision. But then, what? “Deploy an internal social network” says the CIO. “Publicize a new Vision & Mission statement” says Internal Comms. “Hire a consultant” suggests the Strategy dept. “What’s a social organization?” silently asks HR. All classical, outdated and unsuitable answers in our social age.
In fact, what is at stake here is a deep culture change. Tools are important enablers, but they don’t trigger the necessary transformation on their own. Changing the corporate culture and actual behaviors of employees at all levels, across functions and geographies, is a huge challenge. One size certainly doesn’t fit all. But it doesn’t help to over-complexify the issue. What’s really needed is action: tangible activities that advance organizations into the social world.
Let me suggest a very simple and pragmatic approach to this transformation. It goes with 2 steps only: getting ready, then acting; and a culture change framework that I named ‘Voices’. Because I believe that becoming social is pretty much about freeing the voices of the corporate people: listening to what they say, encouraging them to communicate and connect.
If it’s about culture change, one has to understand the existing culture that is to be changed; and who will help, versus who’s not. This point is particularly important because we know now (except for some top leaders overestimating their impact, maybe) that large-scale change requires much more than the executive team’s determination. Social can’t be top-down. It takes a network to spread a network culture.
1. Understand the baseline situation. Where does the organizational culture currently stand in terms of perception and efficiency? Where are the pain points?
Companies are sitting on massive amounts of scattered data which, if linked and made sense of, form the best foundation for a transformation initiative. The combination of employee surveys, social media monitoring, corporate reputation assessment (such as PatientView’s for pharma companies), image audits, employer brand assessment, investors’ perception reports etc. provide a fair sense of the current corporate culture, from a relational and multi-stakeholder perspective. Diagnosis should also include existing processes & rules of engagement (what exists, what is possible, what is prohibited) and take into consideration the company’s ‘DNA’ and history.
On top of data, and because social is about emergence and conversations, assessment should comprise people’s insights through interviews. Internal stakeholders (leaders, change agents, existing social communities) certainly have a lot to say and interesting suggestions. The diagnosis phase is also a fantastic opportunity to engage with external stakeholders and have them participate in the organization’s transformation.
To make sense of all the collected insight, data visualization techniques are to be preferred to thick (boring) reports.
2. Understand key contributors. Who will facilitate the transformation, or make it happen? Who will stand in the way, and why?
The organization is full of people longing for a more social working environment, whose understanding and energy are fantastic resources for culture change initiatives. They are sometimes just not visible by the executive team. A good diagnosis should identify those people: active participants to internal and external social networks, internal community managers, members of communities linked to innovation / collaboration / societal issues / digital, change makers in general. Beside, map the institutional “key holders”: decision makers, but also potential road blockers (control freaks, old-style power-driven leaders).
External stakeholders can help the change too, and it’s important to map them as well. Often, messages are better accepted when they come from outside. Know your external social advocates, selected thought leaders or executives in companies that have undergone a successful social transformation, and connect with them.
Act: Get on with Culture Change
Now the preparatory work is done, it’s time to reboot the corporate and organizational culture and install a 21st Century, social version. How? By rolling out very concrete activities, to enable employees to connect. I’ve often been frustrated at the lack of specific, tool agnostic guidance to drive the change, so I’ve developed a framework which can hopefully help others.
Much more than tools, this is about humanizing organizations: support meaningful connections, let people speak, listen to what they say, and leverage the power of their voices.
The VOICES framework: 6 steps to internal social transformation
The proposed structure is named after an acronym that reflects 6 key dimensions of organizational culture change.
1) Vision – Develop & explain the strategic perspective. One has to be explicit and sincere about where the organization stands today, why it has to evolve, and where to. Share Lee Bryant’s remarkable presentation about 21st Century firms. Inspire the decision-making team: let them read Dan Pontefract's Flat Army, Frederic Laloux' Reinventing Organizations, and Robert Phillips' ideas on public leadership. Explain why and how social is an enabler, frame the culture change, write the story of the organization as a social company (picture the target) and link it to corporate historical roots. Benchmark social companies and be inclusive: we all have a role to play in changing the culture.
2) Openness – Encourage external connections, instead of preventing them (the common rule as of today). Set up a corporate speakers’ bureau, train employees into delivering engaging presentations, and promote them externally. Encourage attendance to social-related conferences, and post-event sharing of acquired knowledge. Check engagement rules applicable to employees in external speaking opportunities and social media, and revisit them since they’re probably too restrictive. Identify & publicize initiatives where staff supports local communities. Support co-creation opportunities with external stakeholders.
3) Information – Educate about social: increase social media literacy at all levels of the organization. It doesn’t have to go through expensive training programs: MOOCs abound that offer free alternatives. Leverage conferences and communities of practice for benchmark, education & networking. Train the Legal, Compliance, Communication departments to the opportunities of social. Make use of visual tools such as mind mapping and infographics to ease understanding.
4) Culture – Impact the corporate leadership culture. Connecting the social transformation effort with HR processes is critical. Something has to change in the way HR operates, both as a condition and a result of the change. This is no small task: training HR to social, working with them on management culture change, revisiting talent identification (to support internal social leaders and disruptive thinkers) and performance management (to reward collaboration rather than competition), seriously improving leadership diversity, implementing workplace flexibility, etc. The leadership team also has to be specifically trained and supported. Having them write a collective internal blog about their journey into social media could be a good idea.
5) Enterprise 2.0 – Develop collaboration networks. This is about tools and using them well. Assess existing tools and improve their likability. Enable collaborative & social platforms, move away from predominantly email-based working culture. Shine the light on community managers (it’s high time to recognize the value of this job) and support their skill building.
6) Success Metrics – Monitor selected performance indicators, since organizations don’t just go social for the mere sake of it. Beside classical KPIs (number of employees on internal social networks, of active users, of active communities…), a few new indicators should be considered: top leaders’ activity on internal social networks as well as external social media, speakers’ bureau activity, number of HR processes improved, mentions of the organization as a social company in the media, and so forth.
Internal social transformation is a critical challenge for companies, because it is the condition for them to succeed with their customers. As Susan Scrupski states it, “organizations must evolve beyond industrial age management structures and practices in order to prepare for a future that is predicated on agility, responsiveness, and distributed leadership”.
Thoughts, ideas? I’d love to hear your suggestions so as to help organizations become social.