One of KLM's principles, a (social) customer service where every question can be answered, was the most difficult to organize: employees were so used to referring to another counter that you have to help them unlearn that and find a solution themselves.
Also comforting is the knowledge that it took Deloitte four years for the organization to become as social as it is now, and that they can show a nice social business case. Roos emphasizes it again: you need a long breath.
Approach
Katherine Kucherenko
Katherine Kucherenko
, the approach of winning sailing teams turkey mobile phone number list proves the need to invest (in time and money) in preparation and strategy. These teams win because they invest more than the losing teams. Good preparation is indeed half the battle. But how does KLM or Deloitte get any further?
At KLM, commerce is 'simply very important' for the internal organization. Outwardly, commerce is not a primary reason for being social, but to get things done internally, everything at KLM has to be related to commerce. As soon as the results of the social media efforts for commerce are made clear (Martijn prefers to do this with infographics of real conversations because 'Excel sheets and dashboards no longer make an impression on board members'), process improvement proposals can also be more easily guided through the board on the basis of this.
That is also one of the underlying ideas behind the introduction of their Live Performance Dashboard on their Facebook and Twitter pages in July: they use it to show the outside world in a very transparent way how well KLM is doing in customer service on social media.
Align internal social media with your business objectives
Roos van Vugt emphasizes how important it is to also link internal use of social media to your business objectives. This gives it the right weight and makes it clear to organizations what the use of social can or should mean for a company The internal use of social media (think of tools like Yammer or Sciomino ) can help you identify the biggest connectors in your organization: and usually that is not the CEO.
In addition, you can use this method to better and more honestly than with an annual survey, bring up topics and 'hot issues' in your organization. What do employees talk about, what keeps them busy? Picking this up and making it a topic of discussion really leads to people feeling heard.
Everything takes time
Marco Derksen with his 7i model
Marco Derksen with his 7i model
Most organizations therefore have difficulty anticipating this changing society and their role in it. Although according to Roos van Vugt organizations can be 'social businesses' within the next ten years, Marco Derksen thinks differently: "It will take generations before we have turned large organizations into social businesses." We, the current generation of professionals who help organizations with this, are the bridge builders. We will have to ensure that organizations get there. Sometimes with a lot of pushing and pulling. And perhaps with Marco's 7i-model .
And hopefully also with some more nice B2B cases.
It's about the relationship