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Social Business Manifesto


Insight: A manifesto to get behind! One of my favourites: "E-mail has been overtaken by more open and emerging exchange platforms. Organizations should abolish their internal use of e-mail"

Source: Social Business Manifesto – Introduction

Highlights:
  • Social Business is a new way of organizing work and relationships with a business ecosystem.
  • If we really want to create something entirely new, we need to start looking around in a new way, otherwise we will continue to behave as we always have.
  • To create new things, we need to look at creating a newer version of ourselves.
  • These new maps are obliged to work with a technological infrastructure that has only been created in the last few years - the Web, more specifically, Social Media - which is interesting not only in itself, but also for the social behaviour it allows.
  • We need to wear the right glasses, and look at new phenomena with new eyes.
  • Social Business is not a new technology, it's a new type of company.
  • Socializing processes does not mean creating new silos, even if they are social.

Social Business Manifesto
  1. Chaos is simplicity that we cannot see yet
  2. Organisations are conversations
  3. Entropy is born from trying to use new tools to do old things, or from using old tools to do new things
  4. E-mail has been overtaken by more open and emerging exchange platforms. Organizations should abolish their internal use of e-mail
  5. When faced with ever more complex and inter-connected problems, decision-making architecture – represented by modern business and governance models anchored in a hierarchical command-control principle – shows all its inadequacy
  6. The road must be the culture of risk: new perspectives do not open up without risks
  7. Clients know the products much better than the companies that produce them
  8. Those who work expect in some way to be able to participate in the organizational project; malaise is generated by the impossibility of this participation
  9. In order to see new phenomena we need to build new tools of analysis and measurement
  10. Organisations are living organisms. Even before generating products they generate and transform knowledge
  11. The ability to generate and transform knowledge makes organizations emerge or decline in the knowledge economy
  12. Knowledge is generated and transformed in conversations among employees, among clients and between clients and employees
  13. Conversations go beyond walls and roles and favour relationships of trust that are difficult to condition
  14. The weak point of knowledge management is the management
  15. Collaboration is the challenge for modern organizations. We have only just begun to deal with this; the management tools currently available are inadequate for the purpose, as they were born in another era and for opposite objectives.
  16. Collaboration does not (only) mean coordination, planning, and role management. Collaboration means putting collective intelligence to good use
  17. Today we need to come together, create stories and common meanings, involve personal feelings, find ways to engage with people
  18. Organizations that are inflexible risk extinction
  19. High-performance organizations have disorganization and weak links as their strong point
  20. There is much more intelligence in our organizations than management is willing to recognize
  21. The intelligence in organizations today is trapped in procedures, customs and roles
  22. It is difficult to direct a conversation; it is easier to feed it or silence it for good
  23. An economic crisis is also a crisis of management models and work organization models
  24. Today, man’s great works are born from conversations, and often they don’t need governance
  25. The knowledge of organizations today lies more in connections than in company databases
  26. Teamwork, integration, collaboration: organizations are cramming themselves full of concepts that are ever further from their own practices
  27. The market today has a faster and more articulate intelligence than the intelligence of organizations
  28. Organizations react to stimuli in their market with a speed that is inversely proportional to their size
  29. HR’s plans hide the fear of freeing the energy and intelligence found within the organization
  30. Clients, like employees, are looking for a contact and a dialogue but instead find rubber walls with high-sounding names: call centers, customer care, direct lines
  31. Consultants strengthen the status quo: they try to bring complexity to the pre-established order but by doing this they increase entropy as they simply move the disorder to another level
  32. Disruptive innovation does not occur in R&D departments: it occurs by mixing points of view and knowledge in new and open connections
  33. One-way intranets are useless; Social Intranets can today become the nervous system that allows an organism to feel and act as a unit: they allow the exchange of stimuli, the accumulation of memory, the formation of identity and the coordination of actions
  34. Today there is a need to come together: to connect the dots (vision) but also to connect people and create autopoietic (self-creation) systems
  35. Reputation is the key
  36. Centre and outskirts are concepts of the last century. Online, centrality is a function of authority and visibility
  37. Listen, listen, listen: it’s the client who tells you who you are
  38. In the knowledge economy you don’t have to know everything but you do have to be well connected
  39. From the knowledge economy to the gift economy…
  40. The business process emerges bottom up, learns constantly and adapts itself according to feedback from employees and clients
  41. Think in a new way: abandon slideshows and restructure work spaces.
  42. Listening to conversations is not enough. We need to draw meaning from them and direct change
  43. Your employees come first. Without their involvement your Marketing department will never be able to engage customers
  44. Consulting firms are not needed to build new organisations.
  45. Ideas from clients, employees and suppliers are just as good as those from management
  46. Social Business is not a new technology, it’s a new type of company
  47. Looking at the market through the eyes of the product and socio-demographic segments has lost its value. Let’s seek out passions, needs, tribes
  48. A company is centered on the client when it is able to look at itself from the outside, knocking down barriers both internally and externally
  49. Bottom-up innovation does not mean carrying out everything that the clients ask for. It means understanding the problem that the clients want solved and helping them to solve it
  50. Socializing processes does not mean creating new silos, even if they are social. It means breaking down traditional and social silos.
  51. Only working for a wage never makes the difference. People today are looking for a common mission
  52. Opening a Facebook page is easy. Opening the doors of a company and welcoming clients is difficult
  53. Companies hardly ever know what the client wants because they have always been afraid to listen
  54. Communities of people are not created and managed. Communities attract members and are cultivated by them
  55. The new management model is closer to cultivating a community than to leading a flock
  56. Change starts from the early adopters, but sustainable change reaches everyone else
  57. Customer service is the new marketing
  58. The only way to balance the excess of information in which we are drowning is by adding more information that acts as a filter
  59. A group of kids has created more innovation in the last 15 years than IBM, Microsoft and Oracle put together"
Originally posted: 6th April 2013
Social Business Manifesto Reviewed by Paul Simbeck-Hampson on 11:27 AM Rating: 5
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