While going back over inspiration for previous blog posts I came across this thought provoking presentation about ‘Leadership 2.0’ by Denise Caron. What is Leadership 2.0? The excellent Social Media Garden report by Denovati has some useful soundbites:
And why is it important?
“Use of Web 2.0 will only be successful in an organisation if Leadership 2.0 is in place” (ibid.)
“Collaboration and transparency will be the vital business characteristics that will make all the difference in the digital era. Within organisations, co-operation, as opposed to rivalry, will be the main determinant of business success” (ibid.)
Given the growing social complexity in the workplace due to the exponential increase in use of social tools, you could be forgiven for assuming that management structures would automatically move from the pre-internet model of hierarchy towards one of ‘wirearchy’ as highlighted by Harold Jarche. But this isn’t the case. In fact, the ‘social media stuff’ is still often the job of the intern – you only need to look at the number of internships currently springing up in which the term ‘social media manager’ is a key responsibility.
The amount of tacit knowledge in an organisation is a huge source of potential innovation (Cook and Brown, 1999). The ability of social tools to enable senior managers to tap in to this creative reservoir presents significant opportunities for senior managers to maximise the creative potential of their workforce. But the recent Altimeter report into The Evolution of Social Business indicates that “only 34% of businesses believed that their approach to social media was connected to the goals and objectives of the business”. And more worryingly, “half of all executives are not informed, engaged or aligned with their company’s social media strategies in any capacity”.
It’s no wonder that tools such as Hootsuite, Yammer and others are experiencing such strong growth. There’s a long way to go before social business becomes the norm rather than the exception.