So there is a good reason why e-mail is still the top form of communication in business, namely that you can talk to anyone with an e-mail address, no matter where they are. On an individual social network, you can only really communicate with those on the same network. This is essentially a non-starter for business, and a growing problem for newer social networks and online communities, where it’s increasingly difficult to grow participation because everyone is already a member of so many different services already.
Are business communities a zero-sum game? The larger and more successful a community gets, it becomes intrinsically richer and more valuable exponentially through the sheer sum of its members and their combined participation. In other words, network effects — and therefore social networks — tend to be a zero sum game; if a potential new community member has limited time, and we all do, why go to the second-best community, when you can just go to the very best one for the subjects one cares about?
"… digital innovation in-the-large has only continued to accelerate. The rate of change is increasing and companies response to it isn’t: On a daily basis, several thousand new mobile apps become available, while on a broader horizon the amount of data our businesses must respond to doubles at least every 1-2 years. So too are the methods through which we have to engage with and respond to our customers. The deltas on every front look similar."
The re-unification of social business. While 2011 was dominated by the realization that social media must be connected to daily work to have real impact, 2012 revealed that organizations had created numerous social silos that fragmented their efforts and people, especially when it came to the walls they erected between internal and external social media.
More major vendors moved into social business. IBM has long been a leader in social business, but up until recently the other software giants either had minor side bets or had platforms that could be social, but was not their primary function. This all changed in 2012 as Oracle, SAP, and Microsoft each doubled-down on social business by making substantial new public commitments to it, major related acquisitions, or introducing new software products.
Social business became data-driven. You couldn’t sit through a presentation last year without hearing about the confluence of big data and social media, and more specifically how it will allow companies to zero in on ROI. The goal? To turn the mass of global conversations in social media into relevant insights that can improve results in marketing, sales, customer care, product development, and more.
Mobile hampered social business projects more than it helped them. Strong user pull of mobile devices, which are (potentially) perfect for delivery of social business user experiences, made it awkward for older efforts still rolling out their pre-mobile social marketing and workforce engagement efforts.
Social business merged with main customer experience. While a few brave souls in years past have thrown away their traditional digital experiences and made them all social, a new view has arisen to merge and combine the traditional and social customer experiences into something more holistic, natural, and expected by today’s consumer.
Choose your social business strategy first. A tool-first emphasis tends to wag the dog and is invariably a disservice to the work itself. It also will likely hold back organizations seeking to get the most from social business — the effort becomes constrained around what an individual tool is capable of, rather than trying to determine what the business actually needs. Via The BrainYard -InformationWeek