PHẠM HOÀNG NHI _ BAFNIU19133

Social Business: Full Speed Ahead or Proceed with Caution

2.13 Identify the management, organization, and technology factors responsible for impeding
adoption of internal corporate social networks.
Management: The new tools are frequently met with resistance from employees, who stick to
traditional modes of working, such as e-mail, because of being more familiar and comfortable. Only a
small fraction of people who use social software think it's necessary for their jobs, and most
companies don't offer any incentives to make the switch.
Organization: When many firms attempted to implement internal social networks, they discovered
that their staff were extremely opposed to the idea of transformation. Enterprise social networking
tools were not at the heart of how most of the organizations examined collaborated, according to the
results of the poll. Approximately half of those who took part in the poll claimed that internal social
networks had "very little impact" on staff retention, decision-making speed, or the decrease of
meetings.
Technology: When it comes to driving adoption of social networking technologies in the corporate
environment, ease of use and increased job efficiency are more important factors than peer pressure
to consider. The majority of information technology professionals believe their own internal social
networks are merely average or below average, and the most common reason they cite for this is low
adoption rates on the part of employees. Relevant, up-to-date, and easily accessible content is
required on social media networks; users must be able to connect with people who can provide the
information they require but who would otherwise be out of reach or difficult to reach.
2-14 Compare the experiences implementing internal social networks of the two organizations
described in this case. Why were they successful? What role did management play in this process?
First, we will contrast the two firms' internal social media projects as they are stated in
this example. There are various reasons why the implementation of internal corporate social
networks has been challenging for companies, including inadequate management. Many employees
were used to working in traditional environments and cooperating with colleagues, and they require
motivation to make use of social software. To maintain a long-standing social tradition, they found it
necessary to employ social networks. Only small percentage of social software users believe that this
software is both essential and helpful to their careers. On top of that, many organizations did not
encourage their staff to use social networking by offering any incentives. There is a belief that social
media is detrimental to employee productivity and does not benefit organizations in any way.
Regarding organizational matters, factors that impede the adoption of corporate social
networks can be found in the following: In an effort to establish internal social networks in their
businesses, many corporations learned that their employees resisted the idea. Many companies
didn't use enterprise social networking technologies to collaborate, according to the research.
Because of diverse studies, the enterprise social networking systems (ESNs) are unable to assist the
companies in collaborating. The lack of access to data means they cannot track how this technology
improves performance and represents company values.
To illustrate how internal corporate social networks are not widely used, one contributing
aspect is the unavailability of certain technological features. It's business interests that have the most
sway over companies when it comes to adopting social networking tools. It's not corporate workers
 that drive the movement, but the need for improved worker productivity. Most IT professionals
believe their internal social networks are of below-average quality, and cite low employee adoption
rates as the main reason for their poor standing. They need to deliver material that is up-to-date,
relevant, and easily found. Finding the information you need to do your job will be more difficult if
people cannot connect on the network.
In addition, we will discuss the reasons for their success in the next section. Successful
organizations have been able to do so due to the fact that the technology they utilize is constantly
being upgraded and improved. Additionally, they used test groups before implementing the
technology across the entire organization, which gave them an indication of how the system would
operate in the real world. Technological assistance has proven to be beneficial in the day to day
activities conducted by enterprises. Individually oriented technology was developed in order for
people to be able to use it more easily and efficiently.
Ultimately, we will discuss the role that management performed throughout this process. The
first responsibility of management is to establish Short-Term SMART Goals. For your internal network,
it's crucial to remember to set SMART objectives; begin with a short-term goal in mind. This ensures
that you don't set goals that are too difficult to achieve when users are just getting started with your
product. Before you can evaluate the overall effectiveness and engagement of a network, you must
first make a concentrated effort to enroll employees in the network, following which you can evaluate
adoption. It is impossible to accurately analyze employee engagement until you first maximize
adoption and promote the channel to all employees within your organization, which takes time and
effort.
The second function is that of training. It becomes much easier to get started with a corporate
social network once a set of rules for employees is established and enforced. Publish a social network
guidebook for your staff that includes the top ten rules for utilizing the new network, for example.
When introducing Yammer for the first time for a workforce that has never used it before or seen
what it looks like, a clear explanation removes a lot of the guesswork from the process, which can be
intimidating for employees. Additionally, give some thought to the design of your guide.. Maintaining
a professional appearance is important because this training will be dispersed throughout the entire
organization.
The “Buy In from Management” serves as an example of the third role. It is necessary for
management to support the idea of an ESN before the rest of the staff can truly get on board and see
the usefulness of the network. Successful adoption is unlikely to occur unless proper management is
in place from the beginning. If you're having trouble persuading busy managers and CEOs to join the
network and publicize their own participation, consider sending them a heartfelt note of support.
Finally, it comes down to advocating for the network. Make your ESN a champion by following
these guidelines. I strongly suggest you to seek out instances of other employees who are frequently
utilizing social media in an appropriate manner in order to learn from their mistakes. Being your own
champion, on the other hand, carries a significant amount of weight. Mention the new network
whenever you speak with employees or send them an internal email, highlighting how useful it is for
casual discussion, as well as a source of corporate news and a new way to collaborate with
decentralized peers, and how it will benefit them in the future.

2-15 Should all companies implement internal enterprise social networks? Why or why not?
It is possible for businesses who use internal company social networks to achieve fantastic results, such
as reducing various forms of expenses or closing down underperforming operations, if these rules are
executed effectively. Alternatively, if these are not executed appropriately, the likelihood is that the
company will encounter numerous challenges, such as security breaches and the waste of company
resources and time.