Fear, uncertainty and doubt often cloud the way when organizations first start considering social business. After all, many-to-many communication and collaboration unleashed by social business is a significant change from the traditional top-down, command and control methods used by corporate culture since the 19th century.
That’s why I was interested in looking at the way analytics giant SAS Institute navigated the waters of social business adoption to see what I could learn from their experience.
Your Business Is Already Social
The first thing that struck me about the SAS story is that it’s not a matter of "if" but of "when" your business goes social. In fact, the transition is almost certainly underway at this moment as your workforce turns to LinkedIn, Facebook and Twitter to share knowledge. Your customers, suppliers and competitors are also part of the mix. More than eight of ten large organizations are in the process of moving to a social business platform.
The question is whether or not your business can get ahead of the transition to social. Getting a clear understanding of how social business can empower your core business strategies, defining the risks and opportunities, and mapping out a strategy for managing the social side of the enterprise is what will put your organization in the driver’s seat.