Social Media: from fad to your own 2.0 strategy Premium

To read the article in full, become Privileged Subscriber or log in


As the trend continues to mature, companies that went in blindly are facing numerous disillusionments in regards to social media, including difficulties harnessing collective intelligence, the risk of reduced employee productivity, and damage to brand reputation… But these are not reasons to abandon a shift toward Enterprise 2.0. As with any strategic project, social media requires a clear vision and knowledge of the challenges and pitfalls. In short, leaders first need to reflect before they commit!

The notion of collective intelligence implies that anyone can create knowledge for the organization and share it with others. But to create this knowledge internally presumes that the company supports ‘idea democracies’ — without going overboard


What elements foster a successful transition to Enterprise 2.0?

1. Coherence: collective intelligence does not assert itself. You must channel it by adopting a coherent global strategy for your use of internal social media tools.
2. Regulation: On social media networks, moderate exchanges after they have been posted, while taking care to define clearly the rules of use (provide a charter, codes of conduct, etc.,)
3. Empowerment: Mobilize staff and develop evaluation methods based on results and not on how those results were achieved
4. Information flow: Prioritize communication channels in order to help employees navigate the information jungle
5. Trust: Adopt safeguards such as the use of charters, monitor what is being said about the company and trust employee judgment.
6. Customer service: Transform each negative opinion into an opportunity to reinforce your customer relations. On social media networks, you can spontaneously regain a client’s positive opinion.

What they think, what they did
• To Jerome Colombe, head of web governance at Alcatel-Lucent, bringing together 80,000 employees spread across 130 countries via social media does not just happen spontaneously. Using gradual implementation, focusing on user participation, and controlling the avalanche of information, the company launched its highly successful platform Engage in 2010.
• Betclic proves social media has a real impact on customer engagement. Joakim Nilsson, head of social media, keeps a keen eye on the opportunities and the risks inherent to social media. At the heart of his strategy: constant monitoring, simplicity, and complete team engagement!

Read our Dossier
Social Media: From a Fad to Your Own 2.0 Strategy

Business Digest no. 220, October 2011.

A synthesis of several publications, accompanied by interviews with Jérôme Colombe, head of Web Governance — Corporate Marketing & Communication at Alcatel Lucent, and Joakim Nilsson, head of social media, Betclic Everest Group, September 2011.