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Inside the social organisation

Inside the social organisation

Mark McDonald of Gartner predicts the next pillar defining how work gets done across the globe.

Being a social organisation goes far beyond experimenting with social media technology tools such as Facebook and Twitter, according to Gartner. A social organisation addresses significant business challenges and opportunities using social media platforms to enable mass collaboration — what Gartner predicts will be the next pillar defining how work gets done around the world.

Mark McDonald, Gartner group vice president, says mass collaboration extends beyond social media to enable employees, customers, suppliers and all other stakeholders to participate directly in the creation of value.

However, few executives and managers know how to turn opportunities for greater collaboration into meaningful business results, says McDonald, co-author of The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees (Harvard Business Press).

CIO New Zealand has three copies of the book to give away, courtesy of Gartner. To go into the draw, email your contact details to divina@cio.co.nz on or before February 20, with the subject line CIO reader: social organisation

"Deployed effectively, social media unleashes the collaborative power of employees at all levels and locations in your organisation, customers and prospects, and partners anywhere in your company's value chain — while minimising the constraints imposed by the specialisation and compartmentalisation that inevitably creep into businesses as they grow," says Anthony J. Bradley of Gartner and co-author of the book.

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The authors studied more than 400 organisations around the world and listed the following best practices for mass collaboration through social technologies:

Vision: defining a compelling vision of progress toward a highly collaborative organisation

Strategy: taking community collaboration from risky and random success to measurable business value

Purpose: rallying people around a clear purpose, not just providing them with technology

Launch: creating a collaborative environment and convincing customers and employees to embrace it

Guide: participating in and influencing communities as they pursue their purpose, without stifling collaboration

Adapt: responding creatively to change by modifying the organisational context, in order to better support community collaboration

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