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The Myth of the Millennial Social Movement

7 05 2013

ImageHardly a day goes by without me hearing a senior executive at some major company cite the growing influence of the upcoming “Millennial Generation” as the reason for their foray into the enterprise social world. 

But I wonder if they’re missing a trick here – look at almost any study of who actually uses Social Media in the modern world – and you’ll see that the major users are not those born in 2000+ (who are yet to get into the workforce) – but rather you see an almost even split between those in the 25-34 age and those in the 35-44 range. 

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Compare that then with the average working age for most industries at late 30s-early 40s, and suddenly you come to the realization that most companies must have somewhere between 25-50% of their EXISTING workforce is already actively involved in the social world – and not just active in it – but actively leading it.  It’s almost like we’ve missed out on an entire “social generation” that is/should be the real driver of social technologies in the enterprise.

ImageAlthough there are plenty of reasons I can think of why Millennials and their ilk don’t use social to the same extent as older generations (age and access come to mind) – the rise of Social Media in our personal lives – driven by our desire to communicate with, interact with and influence our friends, relatives, and to gain access to information which has become available at an unprecedented level – has driven the familiarity and adoption of Social Media way ahead of the expected Millennial boom.

Some organizations already get this of course – I was recently talking to the CEO of a large retailer who shared by vision that social technologies are no longer a nice to have – but rather a must have for the modern enterprise.

We live in a strange period in time where for the first time in history, our personal technology use and sophistication actually outstrips that which we have available at the workplace. 

Your top employees go home and are afforded the ability to influence the world around them through online social tools like Facebook and LinkedIn – they can not only share information, find out what others are doing, work together virtually to achieve important personal projects (birthday parties, group travel, weddings, and more) and to rationalize and support the important decisions and purchases in their lives.

So isn’t it weird that we then employ these “personally powerful” people into our organizations and then don’t give them the tools to work as effectively as they can at home?

ImageIndeed, many organizations see the demand and desire from employees for social technologies and processes in the workplace to outrank the “traditional” fringe benefits that have been the focus of Silicon Valley HR orgs since the early 2000s – pool and ping pong tables and “chill out rooms” are making way for flexible working and the ability to feel deeply engaged at a value-level via social tools to the work of their company. Social technologies in reality are no longer a nice to have, but are very much a must have!  

Of course – this means wide ranging organizational changes for most companies. The Social world thrives on standards of high levels of transparency, engagement, and accountability that most organizations aren’t currently prepared for. In my mind, making these necessary changes will undoubtedly present themselves as the Change Management Challenge for the decade in most enterprises.

Do you see these at your org? – let me know! 

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Are you listening? The return of Employee Engagement

23 01 2013

employee_engagement“Employee Engagement” used to be a term reserved for the hollow halls of HR departments across the land. You’d hear a client say that was their main goal, and you knew a program was doomed to fail – usually because it was code word for “I haven’t got a clue what to do with this type of social application”.  My eyes would roll, my sleeves would get rolled up, and I’d get down to work teaching them the need to rethink the requirement for innovation goals that would drive focused value and strategic change through their organization.

But that was 10 years ago – and today, as I was sitting down with the CEO of a multi-million dollar multimedia retailer, I found myself reflecting on how much has changed since those days with respects to “employee engagement”.

“Boris, I see tools like this” (referring to the Social Innovation program we outlined to her) “as table stakes for keeping today’s top employee base” she said – the first time I’ve heard a C-level executive say that with full conviction.

Bravo – for she struck the nail cleanly on the head. With social technologies increasingly being weaved into the fabric that is our personal lives – we’re getting used to being heard by the masses – and we bring that desire to be heard with us into the workplace.  As Facebook and the other mainstream social platforms get us used to being influential in a bigger world, the dichotomy of then being ignored in the workplace is increasingly causing friction.

4255321476_93d737a959Where as yesterday’s employees wanted pool tables and quirky benefits , today’s employees don’t just want to be actively engaged in the company they work for, they DEMAND it.

Smart employees want to feel a part of the world around them, want to feel they can influence and enact change, want the transparency and responsibilities that come with active engagement – and if you don’t provide that level of autonomy for them – then someone else will.

These are after all, the table stakes of keeping bright employees nowadays – question is, are you stepping up to the table?





Gamification in Innovation

23 05 2012

A few months ago I wrote a post on the promise of Gamification in the Enterprise. You can read the whole piece but as a recap, here are some of the more salient points:

1) Gamification in the enterprise is not about trivializing business processes or activities, but rather about embracing a design methodology that taps into an inherent “addiction” inside all of us to the engagement mechanics and format of  “good games”

2) Games surround us everywhere, if we choose to see them as such. Just because we don’t envision the business (and other) systems around us as games; just because we don’t design them as games; doesn’t mean they’re any less of a game – it just makes them bad games that no-one wants to play.

3) The ultimate expression of engagement is the human feeling of enjoyment – where we actively derive pleasure from engaging in a specific activity. What if we could bring that level of engagement into a business process, like Innovation for example, that would have people actively choosing to give up their free time to create new value for the company?

As in the past, a company’s Innovation process has become the best testing ground for new ways to engage the broader crowd – not least of which the history of corporate innovation becoming ever more successful with the increasing size of the crowd they’re able to tap into.  Gamification is no different – and already companies like Citi, Cisco, Houghton-Mifflin Harcourt and others have embraced Gamification as a way to redesign systems to drive a new level of engagement within their crowds.

For example – at Citi, we were able to engage more than 263,000 employees around the world in 97 countries in a collaborative innovation challenge that incorporated Gamification techniques to drive a unique process that collected over 2,300 raw ideas, developed and refined 10 of those into full on business cases with accompanying video pitches, and then further refined those into 4 top quality concepts complete with prototypes that were pitched in front of Citi’s top 5 executives to be funded for development.  The amount of collaborative builds was incredible – with each of the top ideas all-receiving input from multiple business units and geographies – something previously unheard of at Citi. And the most amazing part of all? There were zero incentives used to drive that high level of engagement  beyond the gamified design of the challenge enabled by the Spigit tool.  (You can read more about the Citi Ideas Global Challenge here)

But Gamification has impact in every part of the organization and has the potential to revolutionize the way we do business as a whole.  For example – another technique we pioneered here at Spigit is the use of Gameboards – which effectively change good old fashioned process charts like this:

Into this:

The game board approach not only conveys the same information as a process chart does – but also the critical engagement elements of story line, goal orientation, levels, emotions, and more. It enables us, as social strategists, to at any one point in time look at the game board and ask ourselves “Would I play this game”? – a engagement perspective that we never consider in normal design. Why would you ever do a process chart ever again?

As always, there is much more to this concept – but I would love to hear your thoughts in the comments below!





Getting Inside the Game – The promise of Gamification in the Enterprise

15 03 2012

[tweetmeme]You’ve probably started hearing the terms “Gamification” or “Game Mechanics” in increasing frequency in your corporate hallways of late. This is especially so if I’ve been working with you, as Gamification theory and practice (not to be confused with the Economics based “Game Theory”) is quickly becoming a cornerstone of the next generation of highly engaging collaborative Innovation programs.

I probably get asked about Gamification (aka the application of Game Mechanics/Game Design to a particular system, process, or program) at least once a day now – Spigit has quite the reputation for incorporating Gaming Mechanics into its product design – and the Collaborative Innovation consulting practice I run at Spigit has now also pioneered the development a host of new techniques and methods to apply Game Design techniques into the successful design and execution of various types of challenges, communities and collaborative competitions with some quite astounding results.

Done properly, it’s probably one of the greatest tools in a Social Strategist’s arsenal – giving great insight into that hallowed (and much overused) word “Engagement”. Yet as a topic it’s rarely understood – and even more rarely applied – properly by most including those claiming to be in the field.

First and foremost, let’s tackle some of the misconceptions:

–       Gamification is NOT the same as Social Gaming.  Whilst popular games like Farmville, Cityville, etc incorporate gaming techniques and could in themselves be the end result of the Gamification process – Gamification itself is a much bigger subject matter.

–       Gamification IS a Social process

–       Gamification IS a design methodology – it’s about how you incorporate Game Mechanics into a system to make it more ENGAGING .

–       Gamification is NOT about specific technology features and functions. Buying Bunchball, Badgeville, or any of a host of new companies cashing in on the Gamification trend and blindly incorporating their software into your website does not make you a Gamification King.

The key to comprehending why Gamification is so important to businesses in the future – is understanding that that there is something incredibly and intrinsically addictive about a well-designed game that engages us as humans at the very core of our beings.

At some point in our lives, we’ve all been deeply engrossed in board games, video games, or what have you – looked up at the clock, seen it was 1AM and uttered the words “Crap, how did that happen?”

A good game not only engages us, but it physically and emotionally satisfies a part of us.  Left alone we will create games from whatever we have around us (“I spy with my little eye…”).. We actively WANT to, and some might even say need to, play games.

Given options, we will choose to spend time playing games above all other activities We will even PAY to play a good game – and we have whole cities designed to cater to our desire to play games!

What if we could capture the mechanics that make a good game so addictive to us, so engaging, and bring those into a business system that actively creates value for the company? THAT’s the real promise of Gamification.

Games come in many forms though – some very obvious (Monopoly, Blackjack, World of Warcraft. etc) , and others not so (political games, dating games, etc).

In fact, if you think about it – we are actually surrounded by games all around us everyday, although most of the time we don’t necessarily perceive or think of them as being games.

For example – take your morning commute – you get up and leave the house with the aim of getting to work on time.  There’s a path to follow, and there are choices along that path:

–      Do you decide to drive or to take the train?

–      If you drive, which route do you take?

–      Do you go the direct route over the hill that can be slower but has less traffic or do you go around on the main road that can be quicker but is more prone to traffic jams?

–      How fast do you drive – do you increase your speed when you hit the highway to make up for your lateness but also increase the risk of getting a ticket that would make you even later? (and poorer financially..)

–      And so on…

You make decisions and take actions to beat your fellow competitors (other commuters) to get to your ultimate goal – getting to work on time. It is, in essence, a game.

Of course, we don’t associate it as a game because it’s not structured and presented to us as a game – but essentially it has the same structure: A goal, a story, a reason to act, and multiple actions and decisions to get to that goal which ultimately delivers you a reward – in the example above, not getting told off by your boss for being late to work.

Almost everything else you do during your day could also be reframed as a game:

–      Lunchtime: When do you leave your desk to avoid the lunchtime rush/get the best grub?

–      Airport Security: Which queue do you join to get through as fast as possible and not miss your plane

–      Travel – Whom do you fly with? Do you go with the most direct flight, or do you go with the one you fly the most in case you can pull off an elusive upgrade?

–      Sales Reporting: What percentage certainty do you report that elusive deal you’ve been working on in your CRM system? Do you raise your boss’s expectation and hope not to disappoint? Or do you low-ball it and aim to surprise?

–      At Work: Which order do you attack your workload to be the most efficient with the least amount of pain (and most acclaim from your peers and bosses!)

–      At Home: How do you get your child to eat the brussel sprouts that they hate?  Cue the airplane game!

Consider that all of these activities you choose to engage in during your day have the same elements as a good game:

–       They have a clear start and end to it

–       There’s a pay-off for “playing” it well and achieving a “win”

–       There’s a clear storyline/reason to play that’s clearly communicated

–       A good activity isn’t repetitive

–       A good activity doesn’t throw complexity at you all at once, but rather in stages with mini-pay-offs to keep you interested and wanting to “throw the dice” until you finish.

And so on.

We play these games, and we “game” these games (incidentally – people “game” every game out there – given the option of two routes with an equal reward, we will always pick the shortest/easiest route to the prize – maximizing the prize wherever possible), and ultimately we win/lose the games we play.

The problem (or opportunity) with most business systems though, is that, as we don’t envision them as games, we don’t design them as games. That doesn’t make them any less of a game; it just makes them “crappy” games that no one wants to play!  

They’re “crappy” for the participants because they’re tedious and unrewarding to play/participate. They’re “crappy” for the business because participation is low or non-existent, compliance to the task at hand is minimal, and because ultimately the system is being gamed for the participants’ benefit and not the company’s benefit.

Instead by building and designing business systems with the mindset that we’re really creating a game, with a specific outcome, and incorporating the same rules and mechanics that naturally engage us in games – we actually end up building a system that is a win-win for all.

The net effect? Imagine creating systems that are so addictive that people will gladly spend their own free time to participate in something that is adding value to the company – and enjoying the challenges involved in doing so.

That they will even give up their own time on the weekends to submit ideas into your innovation system.

Sound impossible? It’s not – we’ve been able to achieve this effect at companies like Citi, Cisco and Houghton Mifflin Harcourt as we applied these new design techniques to the practice of Collaborative Innovation at each of them. More on this to come…





2011 – The Year of The Social Enterprise?

4 01 2011

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A New Year brings with it many opportunities – and we generally take advantage of the new start every year gives us to make numerous promises and resolutions for change in our life.

For me, Jan 1st 2011 saw me make promises to write more often, get fitter, achieve great things for my clients, and generally embrace what is sure to be a year of great changes for me.

However, another opportunity afforded by the New Year is the ability to look like a right royal fool, or alternatively a prescient visionary genius, by looking to the year ahead to predict what it will bring.

My track record at these predictions is not necessarily to be envied – although I don’t seem to usually be “completely wrong”, my timing seems to be somewhat off.

Had the predictions of my youth come true, we’d all be living in a Star-Trek like world of spaceships, teleportation, and holographic entertainment systems in every home. Heck, even more recent predictions of a global ubiquitous Internet connection seem to be off by several years at least.

Nevertheless, it’s fun to look to the future, and I’d like to think that with age comes a certain realism as to what’s possible in a year – so here goes this year’s effort.

I think 2011 is going to be an especially exciting year – especially if the one big prediction I have for this coming year ends up coming true – that we’re about to embark on a new era of unprecedented collaboration and social interaction, that we’re doing that with a renewed sense of discipline, all-inclusion, and transparency, that we are, in short – on the cusp of seeing the world’s first fully social business.

Companies embracing social is nothing new admittedly – indeed my own work has centered on helping companies to use social technologies to drive corporate strategies for over 15 years now.  So what’s different now?

For starters, I think this year sees companies finally take it seriously – as a corporate competence to be achieved and maintained, rather than a faddish concept to be played with in any of its prior incarnations (knowledge management, collaboration, social media, etc).  I see companies increasingly throwing away the intangible mantle of “social media” programs focused on improved interactions with the consumer – and instead looking for ways to integrate social technologies to produce some very tangibly sized profitable gains. Nothing moves a company to embrace a new way of working more than big profits.

I also think that Social Technology companies themselves have matured more – taking ownership of the need to provide companies with a tangible route to those big gains. The increasing differentiation within the current software market is proof of that as vendors realize that companies don’t (and can’t) buy general “Collaboration” or “Social” tools – because they simply can’t achieve anything (let alone everything) with them.  General collaboration platforms like Sharepoint and Jive will continue to exist – but will continue to become secondary to the applications, (like Spigit, Yammer and others), that are developed to run on top of them and will drive the real value of social tools to the organization.

2011 will see Innovation continue to be the “Gateway Drug” to Social Tool adoption in the enterprise – providing an easy route for large companies to value and monetize the global interaction of the “social populations” (employees, customers, vendors, strategic partners, shareholders, and more) at their disposal.

Once that value is established – I see companies starting to effectively inject “social input” into increasingly strategic parts of their business. We’re already starting to see the first variants of this emerging in Finance (eg Microfinancing), Manufacturing and Design (eg Crowdsourcing), HR (eg Employee Engagement initiatives), and even Management generally (eg Collaborative Decision Making).

All this leads me back to my initial prediction – the emergence of the first true Social Enterprise. That is, a company that has social input strategically injected into EVERY part of their organization. Where every business process includes elements of mass social interaction between people inside and/or outside the traditional company walls. A fully open business that is able to leverage a global knowledge resources pool in multiple ways to achieve its strategic goals.

Is that possible in 2011? It’s a bit of a stretch I admit – and more likely to happen at the start-up level rather than a large global enterprise at this stage – but I believe that even that’s coming in the longer run. In the words of Hamel and late C K Prahalad – companies will eventually be forced to redefine what their true “core competencies” are – and then outsource the rest. Although instead of outsourcing it to an emerging global economy because labor is cheaper, they’ll be outsourcing it to a global social population because the work, the solutions, and the results will simply be better than they can achieve on their own.

The winners in the next generation of businesses won’t be the companies that can come up with and produce the next winning product – but will be instead the companies that can rally the world around to do it for them.

That’s my big bet for 2011 – what’s yours?





6 Secrets to Corporate Authenticity

25 08 2010

[tweetmeme]“Authentic” is undoubtedly one of most echoed words in the Social World nowadays – applied especially liberally when explaining to companies the means by which they should be conveying themselves to the broader world in order to be heard.

The term seems seldom explained more than that, and yet the implications are deep.  It amuses me to no end that the word “authentic” has staged such an emergent come back into our vocabulary – not least of which when used to describe a media and communication form so recently embraced for its ability to allow people to engage in an almost schizophrenic array of multiple online personalities.

Ironic then, that in the current online world that we’ve created, where it’s so easy to be anyone or anything you can imagine, it’s never been so important to simply be yourself. That in a world of Avatars, Second Lives, and Virtual Worlds – we want to know that we’re communicating with real people who are being their real selves.

Maybe it’s a sign that the Social World is growing up – moving from a prior youthfulness happy to live in a world sporting fake Rolexes and toting counterfeit Louis Vuitton bags; to a decidedly a more mature mode preferring to spend their newfound wealth buying the real thing on 5th Avenue.

The formula for being “authentic” as an individual must surely be simple then: Be yourself, communicate from the heart and be consistent. But how do you achieve that in an enterprise setting?  How does a company made up of thousands of voices come across with the same effectiveness as one? Here are some guidelines for your internal “social champions” to follow:

1) and 2) “Know Who You Are and Live It” – Earlier this year I had the good fortune to go to the Front End of Innovation Conference in Boston where Bert Jacobs, one of the founders of “Life is Good” was speaking. In his speech, he relayed the story of how the two brothers started their fledgling business on a street corner selling t-shirts and how they were able to translate that into the marketing empire that Life is Good is now.

During his session there was a comment – one that he repeated during his speech, and then signed along with his name on the Frisbee he flung into the audience and pinged me squarely on the forehead with (there was a ricochet involved from a nearby audience member – honest!).

The comment was “know who you are, and live it”. Now Bert’s no social media guru, nor is he making money from his insight (I believe he donates a lot of his speaking fees to charity – He’s a quiet, down to earth, and confident guy who’s simply figured out the secret to his success.

That secret has helped him translate a feeling, an emotion, and a mission from his heart to his products – and onwards to his customers.

This effect though is multiplied in the social world and the necessity to “know who you are” with ultimate certainty and to consistently live out those values in the social worlds is the real key to success for corporations in what has to be one of the ultimate brand challenges of the modern business world.

Why the “ultimate” brand challenge? Because the Social World has an incredible memory – infinite actually.

What you say, what you do, how you do it, and who you do it with is preserved along with people’s opinions of your actions from the moment it happens, until the end of time. Like an elephant on steroids, your image in the social world is established by your actions, and remembered forever.

If “Knowing Who You Are” is number 1) on the list of things companies must do – then “Live It” has to be number 2).  Consistency is a key element of authenticity  – people want to know that you not only “talk the talk”, but also “walk the walk”.  One communication effort can set an intention, but it takes consistency to set an image.

A positive Social Image is a fragile entity and is re-enforced or recast depending on your actions, engendering strong levels of customer loyalty and advocacy to those who get it right – and equally strong negative reactions to those who trip up on the path. Never mind women, hell hath no fury like a customer scorned in the social world – where one negative voice can sound like hundreds online.

The need for consistency in your actions is then further exaggerated in the current Google-centric world where information is omnipresent and easy to access. In this world, it’s not just your actions that matter, but those of everyone you associate with too.  Nestlé’s well publicized controversy regarding the source of Palm Oil  used in some of their confectionary is just one example of this in action.

3) Be Real – The Social World is made up of individuals – not corporations. Talk to them in the same formal way you approach your PR campaigns and you’ll find the same level of interest and disengagement you probably got from journalists when you sent them that Press Release announcing your new six sigma process (yaaawwwwnn).

Interactions with actual people and personalities are simply more “sticky” than formal corporate approaches. Whilst it’s important to institute guidelines and rules for those interactions, you should, whenever possible,  make sure that your company’s interactions come across as being made on a person-to-person basis and not on a corporate entity-to-whomever-will-listen basis.

4) Be Transparent – Part of the potential poisoned chalice that can be connecting to thousands of people is that you’ll find it very hard to hide information – so don’t bother doing so! Treat your social world as if they’re an integral part of your company. Let them know early when good news is underway, and apologize early when you screw up.  Open up to your community and they’ll reward you with understanding, forgiveness, and loyalty.

5) Cultivate Relationships, not Transactions – Treat the communities you interact with as if they were integral partners in your company’s success and not just simply a transaction source. Care about them, ensure they get value out of the relationship then have with you, and make sure the flow of information and value goes both ways.

6) Do it yourself – This last one is the simplest – you want to be yourself? You want to be “real”? You want to cultivate lasting relationships with your social community? Then do it yourself – don’t hire external partners to do it for you.

Partners have their role in all this – as teachers, thought leaders, and general resources – but you shouldn’t rely on them for execution – that’s just lazy, and in an age of transparency, it won’t take long for the social world to see through you.

Invest in the internal capabilities and expertise to drive and deliver value to and from your communities and the returns will be hundred-fold.

Got more tips on how to be Authentic? Share them below!





Defining the “Social Team”

9 02 2010

[tweetmeme]If you’ve been following me online on Twitter or elsewhere, you’ve probably heard me mention the concept of “Social Teams” more than a few times recently.

It is, in my mind, a powerful idea that has the ability to change the way companies and individuals view online collaboration efforts – with the potential to achieve dramatic results.

I’ve always believed that people want to interact online in a similar structure to their interactions in the offline world. The fact that we’re not usually able to doesn’t mean that we don’t want to.

In the real world, we associate ourselves with communities to find people of similar interests with whom to interact. These communities are important to define the overall population of socially connected people; but they’re useless as a way to actually get anything done.  When we set out to actually achieve something, we abandon the broader “community” concept in favor of focused subgroups of active individuals that are more motivated and able to get things done.

For example, in my sport of choice, rugby, we talk about a wider “rugby community” around the world. When we go out, we socialize, drink, and have fun as a community – it’s a bond that ties rugby players around the world. But we don’t compete as a community, we compete as individual teams. We don’t govern the sport as a community, but rather using an elected “team” of individuals picked from the community.

In other words we “exist” as a community, but we “achieve” as a team.

The same concept is true in the online world. Technology has given us the methods by which to define and connect to, our own communities.  Each of us “exists” within a multitude of communities with which we  associate – with differing levels of interest. However, to actually achieve a specific aim/goal, we need to tap into a subset of that group to create a “team” to help us achieve that.

It’s important to understand that whilst I use the term “team”, these sub-groups of people don’t exactly conform to the standard idea of what a “team” looks like or acts like – we’re no longer looking at working groups of enlisted employees in a corporate environment, nor the familiar images of a band of 10-15 athletes playing a game “on any given Sunday”.

These “Social Teams”, can be massive groups of hundreds, or even thousands of people in an online setting. They are teams on a scale never seen before, and on a playing field of incomprehensible proportions.  Team members may never have met each other, but nevertheless choose to work with each other to achieve a mutually desirable goal or function.

Social Teams are not top-down, nor bottom-up; they can be purposely set-up, or self-formed by team members; they can exist in purely social settings or as corporate sponsored groups.

They are a collection of individuals who have a common understanding of the “game they’re playing” (ie the team’s purpose); know in which goal they’re trying to score in (ie have a shared understanding of what ‘a win’ looks like); and are collaborating together to achieve that aim.

They incorporate the structure of a traditional team, with the social contract of a community.

Although Social Teams differ from the physical world in terms of the actual method and depth of their social interaction – many of the same rules for success in the offline world, hold true in the online world.

For example, if we use a typical amateur sports team as an analogy; we can define roles that need to be fulfilled by in order for the group to be successful:

1) A good Captain – someone to lead, motivate, organize and drive participation and effort from the team.  The best Captains are charismatic leaders who drive from the front; which entails being seen as a valuable contributor to the group; garnishing respect from other team members, and being effective networkers who are able to gel and glue the team together.

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2) An astute Manager/Coach – someone to define and drive what is success for the team. To co-ordinate the team’s efforts, to let them know what game they’re playing when they get to the field, and in what direction they need to advance. To provide them with a strategy, a formation, and to provide the team with the tools required to succeed – whether it be drafting in new players to bolster the squad, or providing appropriate training aids to keep players sharp.

3) Superstar Goal Scorers – people who might not always be the most active or hardworking on the field – but nonetheless are able to provide that spark of brilliance that will provide you with a large percentage of the goals, (or commercialized value) produced by your team.

4) A group of Creative Midfielders –ball/information distributors who make connections, provide links, and drive the conditions that create opportunities for goals to be scored.

5) A Solid Defense – the building blocks and foundation of the group – providing a core level of input, and information that gives the team a platform from which to build an attack.

Unlike the real world, in a Social Team, it’s important to point out that most of these positions are not usually assigned by anyone to anyone, but rather assumed with group permission by team members on their own.

This is not about imposing a hierarchical structure on a group of people, but rather about providing the team with the basis needed to work efficiently together towards a common goal.

Using this model, you can see how so many companies fail in their collaboration efforts. By relying, as so many companies do, on simply “enabling a community” to exist, they’re essentially doing the equivalent of sitting on the sidelines of a soccer field waiting for 11 random people to find the field, collectively decide that they want to play the same game, and then set out to beat Arsenal Football Club with no organization at all.

I don’t know about you, but I think that’s folly – it’s time to let go of that folly and get a good game going!

So how do you use all this information to drive results within your collaboration efforts? I’ll discuss that in my next post – in the meantime, as always, your comments and thoughts are gratefully received!








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