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12 Adoption Strategies for Web 2.0 and Enterprise 2.0
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Tags: marketing, cpm online, CPM ads, cpm advertising networks, advertising 2010, new advertising trends, advertising dollars, advertising, budgets, CPM, CPC, CPA, ROI, MROI, SEM, SEO, Enterprise 2 0, social media marketing strategies, user adoption
On Adoption Strategies for Web 2.0 and Enterprise 2.0 by Dion Hinchcliffe.
| | Learn: Educate – Brown bags, internal Webcasts, strategy white papers, innovation unconferences. Digital business models are evolving so quickly that keeping up can be a real challenge. Hot new topics such as Social CRM and online customer communities have become major new subject areas in the last 18 months, but most traditional businesses don’t know about them yet. There are many other emerging topics now and getting a steady flow of information into your organization about what’s happening will greatly assist your efforts. Lunch presentations, Webinars (great for large and/or distributed organizations), reports, social media, and internal events to share ideas about the possibilities are all good ways to break ground and get fresh ideas into heads. Use the attendees of these to identify like-minded change champions for some of the strategies below. | | | Learn: Find out what leaders in your industry or related industries are doing. While the adoption of Web 2.0 and Enterprise 2.0 is often very industry specific (either a big player gets way ahead or consensus is reached and adoption suddenly happens broadly within an industry), you can often find great examples of approaches in industries that are different yet closely related. Find case studies that have good measurements and data and use this to extrapolate to others. | | | Learn: Discover and coordinate with what other internal Web 2.0 and Enterprise 2.0 change champions are doing already. Use the people you met in the first strategy to find other pilot projects and resources that can be pooled. Internal success stories are always the most convincing, even if turf concerns and not-invented-here continues to be problematic. Often you can join in or combine efforts, particularly since Web 2.0 and Enterprise 2.0 are so driven by participation that it’s virtually required by definition to get any sort of success, internally or externally. | | | Prepare: Identify the likely areas where Web 2.0 and Enterprise 2.0 can grow and/or improve your business. I covered this topic late last year as the recession began to hit. There are major areas where growth, cost reduction, innovation, and business transformation can be achieved. Understand clearly how these approaches work and provide value, what growth/cost factors they consist of, and get specific with likely approaches in your organization matched to hard data to support the strategy in the next bullet. If you’re still not sure then explore these ways to use Web 2.0 to reinvent your business for the economic downturn. | | | Prepare: Build a compelling business case. If you can’t explain the benefits clearly to the business, you don’t get to do it. But this can sometimes be hard with Web 2.0 and Enterprise 2.0 because there are on occasion long cause-and-effect chains. But more likely there is just what I like to call the “digital DNA” problem. Most businesses are far enough away from the technology itself that they have a hard time grasping exactly how these ideas actually work and can be made successful in their organization. It’s the ultimate not-invented-here problem. So don’t make decision makers figure it out themselves, provide step-by-step explanation of the specific whys and hows of your social computing strategy, open API division, or whatever it is that you’ve decided that presents the best opportunity. | | | Prepare: Solicit senior sponsors for advocacy, budget, and pilots. This one is fairly obvious except that a sponsor in this case must be personally involved both in the up-front support as well as actual participation. One of the single most important adoption factors is executive involvement through personal interaction. This works best if it’s a social computing approach, but can affect most Web 2.0 and Enterprise 2.0 efforts positively and significantly. Here are some specific tips for CIOs and CTOs. | | | Prepare: Broadly socialize the potential benefits in clear, lingo-free business terms. Transmit the message loudly and clearly. Don’t become overly zealous. The bigger the organization, the longer it will take to change. Often, by the time you’re just about ready to give up, things will begin to happen. Use social tools to spread this message by example. You can try using one of the freely available enterprise microblogging tools to do this.. | | | Act: Initiate social media internally to drive forward internal change, under the radar if necessary. Walk the walk and start a blog or internal community that discusses innovation or otherwise drives change. Use this to support the previous strategy but if it’s done right it will broaden and can easily become viral. Worst case the change champions have a place to work together, best case it forms an early basis for an enterprise social computing strategy. It can also provide an initial demonstration of results and adoption statistics. Only do this under the radar if necessary and even so be ready to accept the consequences if this is the first of these strategies you start with (the ground not yet being fully prepared.) | | | Act: Create a targeted customer community. Engagement with real customers is the only way to trigger some of the larger benefits of Web 2.0 and Enterprise 2.0. This can be tricky since it frequently requires much more support and approval to go outside the company. So start targeted and highly focused. Trusted customers and pre-identified loyalty groups or even trading partners are good places to begin and usually offer friendly audiences to try many of these techniques with until you learn the ropes and gain deeper understanding of the issues. | | | Act: Launch a pilot that is likely to produce noticeable returns in the medium-term. Use all the strategies above to get started with a pilot that proves the ideas out. Critical mass is a frequent issue with the pilot approach however and many recommend going as big as possible (but no bigger) to ensure there is enough participation. Document everything and don’t set expectations too high or too low. I say medium term since social systems in particular are generally less deterministic and are not as predictable (though far more rewarding) than traditional mandatory engagement models. | | | Act: Measure the results of any local Web 2.0 or Enterprise 2.0 effort, even if it’s not yours. Get the numbers and try to make sure they are accurate, they are ultimately hard to ignore. I’ve seen a number of otherwise terrific efforts derailed by not backing up what was done with good measurement. | | | Act: Proactively manage and promulgate upsides as well as having a ready-to-present mitigation plan for any perceived risks. In the end, business leaders want something that will move the business forward but they don’t want the risk. Have answers ready for them, though you don’t necessarily need to broadcast this unless asked. There are often unstated risk, control, and trust issues with Web 2.0 and Enterprise 2.0 and you must proactively defuse them. |
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IdeaMama blog on New Product Design and Launch Marketing
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