Rebooting the Antisocial Network
Is your company antisocial? Our latest research shows that business-oriented social networking platforms aren’t living up to their promises of better communication, collaboration and productivity. For instance, while 87% of the 452 respondents to our InformationWeek 2012 Social Networking in the Enterprise Survey have social networking tools, most only see small pockets of use among employees. Users just aren’t showing up.
But they are showing up on public sites like Facebook, Twitter and LinkedIn--in fact, your company probably has a presence on each of these platforms too. And that’s the good news. These sites are training your users to be social. You can leverage that training to revitalize a moribund internal social networking platform and get the benefits you always expected.
However, IT needs to get involved to make it happen. In some cases it means site tweaks to add key features, and to build integration into core corporate applications such as email. It also means IT must get business leaders on board to promote the social platform and ensure department leaders keep employees coming back. This report offers exclusive survey results on social networking for enterprises, delves into a real-world case study of a company rebooting its internal social platform, and provides strategic guidance on building a successful corporate social network. (R3611211)
Survey Name InformationWeek 2012 Social Networking in the Enterprise Survey
Survey Date October 2011
Number of Respondents 452 business technology professionals
Purpose To determine the state of enterprise adoption of private and public social networking tools
Methodology InformationWeek surveyed business technology decision-makers at North American companies. The survey was conducted online, and respondents were recruited via an email invitation containing an embedded link to the survey. The email invitation was sent to qualified InformationWeek subscribers.
Table of Contents
3 About the Author
4 Executive Summary
5 Research Synopsis
6 Split Personalities
7 Crunching the Numbers
9 Confessions of a Bad Social Network
11 What Do Users Want?
14 What Does Management Want?
17 Going Outside to Play
21 Social Studies
23 Appendix
33 Related Reports
About the Author
Mike Healey is the president of Yeoman Technology Group, an engineering and research firm focusing on maximizing technology investments for organizations, and an InformationWeek Reports contributor. He has more than 23 years experience in technology and software integration.
Prior to founding Yeoman, Mike served as the CTO of national network integrator GreenPages. He joined GreenPages as part of the acquisition of TENCorp, where he served as president for 14 years. Prior to founding TENCorp, Mike was an international project manager for Nixdorf Computer and a Notes consultant for Sandpoint Corp.
Mike has taught courses at MIT Lowell Institute and Northeastern University and has served on the Educational Board of Advisers for several schools and universities throughout New England. He has a BA in operations management from the University of Massachusetts Amherst and an MBA from Babson College.
He is a regular contributor for InformationWeek, focusing on the business challenges related to implementing technology. His work includes analysis of the SaaS market, green IT and operational readiness related to virtualized environments.
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Thread View | Flat View | 6Comments |
 Making Social, CompliantComment by MBLEASDALE940 Feb-27,2012 2:48:16 PMThere are so many complex reasons companies aren't, or can't, utilize social to their better advantage. We're working daily with large organizations in highly regulated industries who want to embrace it but are hobbled by complex compliance and privacy regulations. At Actiance, we see a large percentage of Fortune 500 companies trying to figure out the best, safest and most empowering way for their companies to take advantage of today's most popular communication/collaborative medium.Reply |
Not the whole storyComment by FButt100 Feb-02,2012 2:55:18 PMI think Mr. Healey makes valid points, howeverm, those are only valid for the narrow view that he comments on. His views appear to be rather myopic of the wider Enterprise or Business view -- ie: He speaks only from the IT perspective, totally handicapping other business benefits of internal social networks. Also, I think it a tad irresponsible to make broad comments on survey respondents' views of how they measure the success of their internal platforms, yet fail to highlight that only 8% of said respondents had any detailed tracking of user activity and participation levels... Sadly only half the truth.Reply |
Re: Rebooting the Antisocial NetworkComment by charmante Jan-13,2012 5:57:17 AMBless you for taking a few minutes to publish this. I understand where you are coming from on this article however , I do believe that there are more desirable solutions.voyance audiotelReply |
   SPAM!!!Comment by BenjaminGairrett May-06,2012 2:23:49 PMThis comment is SPAM!!!!!Reply |
AntiSocial or Rather Asocial?Comment by ANON1249547663249 Dec-07,2011 12:48:29 PMIs the author's work referring to a company or organization that participates in behaviors and actions that are harmful to others (a.k.a. one who plants bombs) versus asocial - as in not participating or open to social interaction (a.k.a. "shy", "quiet", "introverted")? A minor niggle but important connotation to the language that often abused. http://public.wsu.edu/~brians/errors/asocial.html Reply |
insightfulComment by gjodoin039 Dec-02,2011 1:44:25 PMAs always the award winning Mike Healy brings solid insight into a complex equation.baboyReply |
