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ENTERPRISE 2.0 AND INTERNAL COLLABORATION
it combines the collaborative underpinning of Web 2.0 technologies with the primary
business inputs and processes that determine the outputs of that business or organiza-
tion that show up in conversations on the Social Web.
Look back at Figure 9.2 for a refresher on this path from social media market-
ing to social business. It should be clear at this point that if the effort stops with social
media marketing—if the social-media-based marketing programs are in place and
working, and customers or constituents are actively providing input to the business—
without connecting and enabling the organization internally that in fact a signifi cant
exposure to the business may be created.
Why? Consider the response when someone is asked for an opinion or review
based on a prior experience with a product or service, and that opinion is subsequently
and overtly ignored. The result is negative, ranging from mild disengagement to out-
right hostility. The same is true on the Social Web: Invite customers in, and then ignore
them, and you can be sure that the next round of conversations will refl ect this. Pulling
customer conversations into your business through a Social CRM program helps avoid
this kind of disconnect.
Enterprise 2.0 is the fi nal element of your Social CRM program: Enterprise 2.0 is
the internal connective tissue that enables, informs, and connects employees to custom-
ers, or staff to constituents. Consider the work of Bob Pearson at Dell: A large part of his
work—and the business drivers for the formation of the Andy Sernovitz’ Social Media
Business Council that Bob now heads—refl ect the signifi cant work that is required to
prepare an organization to implement social business practices in general and Social
CRM in particular.
W. Edwards Deming and Social CRM
In the early 1950s, statistician William Edwards Deming offered a significantly different approach
to the identification and handling of defects and the management of manufacturing processes
associated with defect-sensitive inputs. In a parallel to social technologies, Deming noted—
among other things—that failing to address the defects (or limits on variations) of inputs made
the management of output quality difficult if not impossible.
In the same way, failing to address the internal processes (“upstream” in the language of
Deming) that create customer experiences (“downstream”) effectively removes any chance of
managing the resultant conversations about a brand, product or service.
For more about W. Edwards Deming, see:
http://en.wikipedia.org/wiki/W._Edwards_Deming
http://www.britannica.com/EBchecked/topic/157093/W-Edwards-DemingW. Edwards Deming and Social CRM
In the early 1950s, statistician William Edwards Deming offered a significantly different approach
to the identification and handling of defects and the management of manufacturing processes
associated with defect-sensitive inputs. In a parallel to social technologies, Deming noted—
among other things—that failing to address the defects (or limits on variations) of inputs made
the management of output quality difficult if not impossible.
In the same way, failing to address the internal processes (“upstream” in the language of
Deming) that create customer experiences (“downstream”) effectively removes any chance of
managing the resultant conversations about a brand, product or service.
For more about W. Edwards Deming, see:
http://en.wikipedia.org/wiki/W._Edwards_Deming
http://www.britannica.com/EBchecked/topic/157093/W-Edwards-Deming