REASONS ENTERPRISE SOCIAL INITIATIVES FAIL5TOP

WE ARE AN ENTERPRISE SOCIAL CONSULTING FIRM.WE OPERATIONALIZE SOCIAL BUSINESS.

LACK OF CONTEXT

The primary reason enterprise social initiatives are unsuccessful is a lack of context. Businesses are failing to integrate enterprise social into current business processes and the corresponding enterprise systems containing related business information.

An enterprise social implementation is a process change. To achieve success, businesses must teach people a new way of working and integrate that knowledge into their organizational culture. Enterprise social tools need to be integrated into critical business systems that employees need to do their jobs.

LIMITED EXECUTIVE SUPPORTAs with any business initiative, support from senior leaders in the company is essential to ensuring long-term adoption and usage. Executive leaders often choose not to interact on enterprise social networks, whether from lack of time, education, etc. Because senior leaders fail to set a social example, employees do not place a high priority on communicating, collaborating, or sharing on enterprise social tools.

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NO CLEAR STRATEGYCompanies often feel pressure from industry peers or competitors to implement enterprise social tools and, as a result, technology is deployed without a clear purpose or plan to achieve specific business goal .

To implement enterprise social successfully, a comprehensive plan must be created that aligns and supports specific p iorities and objectives for business units. The strategy must also include governance, education and mentoring, policies and guidelines, and community management training.

UNSUCCESSFUL PILOTS

Some companies choose to do pilots to test enterprise social functionality with small groups of users. However, small groups of users selected for pilots are often not a good representation of the actual potential value from an entire organization successfully using enterprise social tools and processes.

Many pilots also do not take into account the limited time of participating employees. Pilots are generally added to the normal day-to-day responsibilities of employees, leaving them little time to explore and use enterprise social tools that are available. Because appropriate time is not allocated, participation decreases and excitement wanes.

LACK OF FINANCIAL RESULTS

Company leadership is concerned with seeing quick monetary returns from enterprise social investments. Metrics showing the effectiveness of enterprise social implementations are often measured in ways other than financial gain, so expe tations for social initiatives need to be realistically managed. A lack of clear business objectives for social initiatives further complicates proof of returns or impact on profit .

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