How Social Business Software (Enterprise 2.0) Differs From Social Media Applications

I recently came across an interview with the CEO of Deloitte Australia, Giam Swiegers, talking to Leon Gettler about the implementation of their social business software (also known as Enterprise 2.0).

Deloitte Australia has adopted Yammer (a social business software tool) to enhance and flatten organisational communication. Based on information in this video (see below) and their social media whitepaper, over 50% of Deloitte employees are active on Yammer with more than 100 conversations each day. It seems that Yammer is currently being used to identify skills, share knowledge and openly debate business issues.

In this interview Mr Swiegers mentions how a first year analyst debates one of his presentations within an open (un-moderated) discussion using Yammer, while another analyst initiates a firm-wide policy change within 48 hours.

Mr Swiegers enthusiasm for flattening the organisation via social business software is unique and perhaps admirable at this early stage of market adoption, however many senior executives would baulk at the thought of his scenarios gaining traction within their company (even Leon Gettler seemed uneasy at times).

Social media experts advise their clients to embrace the free flow of social media participation. Primarily because you cannot control it - so this is really just good common sense. However social business software is different and can be controlled. This enables management to protect the integrity of information being broadcast within their corporate environment.

Social business software looks like social media, smells like social media but is vastly different in 2 key areas. Firstly it's flexible so it can be tailored around your business and secondly it can be adapted to meet specific business objectives and scenarios. In short, you have complete control with social business software and that is a game changer when you start to consider it’s application.

I've written about the impact of social business software ‘democratising’ decision making, and the Deloitte interview strikes at the heart of the following questions:

Can a 24 year old graduate really change a firm wide policy within 48 hours? If so, what are the implications? Surely Deloitte has a considered strategy at play here?

Yes; it’s too early to tell and; I'm not convinced are my answers to these questions.

For most, it's intimidating to think how social business software could transform their company especially when you consider the dramatic impact of social media on the world.

It's true that radical transformation is possible, however a considered and measured approach applied to defined strategic objectives will allow you to harness the potential and avoid hazardous consequences.

Why not start a discussion today and explore how social business software can enhance your business.

Video of Giam Swiegers, CEO of Deloitte Australia talking to Leon Gettler: