Ever wondered why the company you’re working for is so complex?
Why every decision requires several “bureaucratic” steps and signed agreements by more than a few managers?
Most entrepreneurial start-ups such as ours have a flat structure.
This helps build strong team-spirit and ensure smooth communication between the members of the organisation. On the other hand, the more a company grows, the less viable this structure becomes, for it is too basic to keep up with productivity. The advantage is that we are starting from scratch and have the possibility to study different processes we want to implement and thus envision possible ways for growth and future organisational charts. Such charts are very interesting when dealing with interrelationships in terms of communication, authority and responsibility.
The Web2.0 topic preferred by most people is how companies should integrate Social Media in their marcom (marketing & communication) action plan and start conversing and participating on the Internet. I also have my share of posts about the subject. Yet, another aspect of Web2.0 is Enterprise2.0, or the way companies should apply these same tools for internal use. Have a look at "Meet Charlie", a very nice presentation about Enterprise2.0.
Basically, Enterprise2.0 should help you improve productivity and become more efficient when dealing with colleagues and sharing and storing information. It is being seen as an extra layer placed on top of what already exists.
On LinkedIn we asked if people believe that Social Media might change the aspect of organisational structures. Most answers referred to companies communicating with their customers, showing again that internal use is not at the centre of attention when speaking about WEB2.0 solutions. One answer stood out: Manas Ganguly, GTM Program Manager at Nokia India, tells us that “supply chain will be radically altered by Internet which is already bringing products and experiences directly to the end consumer. This eliminates a lot of the agents in the chain between the source and the consumer. Not only does it bring direct access, it also has direct bearings over the costs of channel management and the staffing. Hence a lot of companies today are paying more heed to their online presence. Presently these would only be a supporting tool, but in days to come it will become a delivery channel. Whatever little remains in terms of physical deliveries is being outsourced.”
All answers to the question can be found in this PDF.
When dealing with the internal kitchen of a company, Six Sigma black belts and consultants love referring to this single word: process.
Whether talking about manufacturing, servicing, archiving or just internal communication, if it weren’t for processes one couldn’t expect a company to experience a structured and resourceful evolution. ERP, CRM, BI and other acronyms have become quite famous in this last decade. They all represent software solutions that help improve efficiency by defining clear processes, and have integrated and automated systems. Though all of these tools are about collaboration, none are however considered as Enterprise2.0 or Social Media for they all lack one single social facet, which is conversation.
Communication uses many channels and often goes beyond official boundaries (including procedures).
Looking back at our flat chart, we can see official communication lines in blue, and possible day-to-day ones in purple.
Since many decisions are taken and ideas developed during breaks and informal meetings, it makes sense to say that the flow of information is much wider than the controlled version.
Now, imagine the same flow in a large enterprise with a highly hierarchical matrix structure such as the following:
Cross-department communication then becomes a real ordeal and it is not unusual to see cannibalistic tendencies and conflicts happening at national and international levels and even between both. Asking such companies to review their organisational structure makes little sense if there is apprehension and no willingness to introduce change.
Social Media can become more than just a conversation tool. Just listen to Bob Pearson, VP Communities & Conversations at Dell, who was interviewed by Jeremiah Owyang. “...chapter 2, we frame it (social media) inside Dell, it’s how social media will revolutionize the business infrastructure of the company...”
By using a comparative approach to the implementation of an ERP to improve the supply chain, we can hope to find ways not only to optimise communication within the company, but also with external stakeholders such as partners, suppliers and retailers. Such integration should impact “political influences” inside the company, while empowering those who come with open, positive and effective ideas. It could also greatly help managers and their decision-making processes by virtually flattening out a strongly hierarchical structure. This means that Enterprise2.0 might bring a new evolutionary mindset to those companies accepting change. Team leaders and HR would have great use in discovering and understanding the strengths of each employee and adapt their job description.
I know this may sound unrealistic and I do not wish to be viewed as pedantic, but before a company can pretend to be customer centric, it should start by focusing on its work environment and employees. This is where Brand Engagement starts, or should we call it Brand Engagement 2.0?
Enterprise2.0 solutions might just be the little push needed to achieve greater effectiveness, productivity and accountability, while at the same time gaining in transparency and include more social values inside the company.
Do we at ZackBrandit offer such services?
We certainly share this vision and values and are willing to help pave the way with some of our own pebbles.
But what about you? Are you in this line of work? Then definitely we’d like to hear from you!
