16.3 More social stuff…

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    Social business concepting is defined as the rendition, the customized arranging, and the timely opening of a broad data stream for the benefit of the value networks of the organization. The American Internet consultancy The Dachis Group uses the following definition of a so-called social business design: “the intentional creation of a dynamic business culture that empowers all of its constituents to better exchange value.”

    On the branch line of social business concept, you will find terms such as “client-cloud model” – the data is, after all, up in the air and is accessible to all stakeholders via the Internet – or Social CRM (with this, it is emphasized that the old term, customer relationship management, should be supplemented with a social component). This all sounds rather technical, while I think that the personal touch is missing in many organizations. Stakeholders want to engage with people, not with an anonymous legal structure.

    So, in a good social business concept (SBC), three aspects receive extra attention from the leaders of the organization. With “attention,” I do not mean management or organizing, but enabling the organization to inform itself and to organize itself in this area. It should create an (almost) informal and dynamically co-created and autonomous SBC system to stage stakeholder engagement.

    – Corporate Story (-telling) and Branding:
    Which topic do we want to discuss with our stakeholders, what is our story, and what is the information that we would like to share? Which stories about our organization are being told?
    – Engagement-gamification:
    How do we engage our stakeholders, and how de we create sufficient moments of contact to lay fertile ground for engagement?
    -Social Media Strategy:
    What is the plan, how do we organize our communication streams, what do we want to achieve?

    I can’t emphasize this point enough: this is not specialized management literature. It is fuel for global citizens who want to advance in and with their organization to wholeheartedly enter the Interdependent Economy. There may still be a hint of a marketing department that can mark the boundaries of the SBC. But the realization of this communication policy is the responsibility of – unlike in the past – every member of the organization. One way or another, you, as a reader, belong to this, too. You contribute to the telling of the corporate story; you are a part of the social brand experience; you are an actor in presenting the social media around your organization. You are the global citizen who will help to further set up Organization 3.0, and, consequently, Society 3.0. I hope this will be your mindset when you read the last parts of this book.