Anthony Bradley

A member of the Gartner Blog Network

Anthony J. Bradley
GVP
7 years at Gartner
23 years in IT

Anthony J. Bradley is a group vice president in Gartner Research, managing teams that cover business process management, program and portfolio management, enterprise architecture, IT procurement, IT sourcing, and vendor management. Read Full Bio

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The Six Cultural Attitudes Towards Social Media. Where do you stand?

by Anthony J. Bradley  |  October 24, 2011  |  1 Comment

Slowly but surely, org cultures are shifting in attitude toward social media — from seeing it as a threat to discovering its very real opportunities.

And attitude matters, a lot. Social media is about people, not technology. Its business value does not come from social software or a snazzy website, even one with 800 million users. Its value stems from how organizations, from senior executives to managers to line employees, use it to foster new collaborative behaviors that materially improve business performance.

Organizational culture is critical to social media success. It is among a company’s most fundamental social media asset — or liability. Here are the six basic attitudes toward social media:

Folly
Organizations with this predominant attitude consider social media a source of entertainment with little or no business value, and they typically ignore it. Where a folly attitude prevails, the approach to a social media strategy must emphasize direct business value tightly tied to well-known and recognized organizational goals or challenges — and it must avoid flabby value statements around improved collaboration and stronger relationships.

Fearful
Fearful organizations see social media as a threat to productivity, intellectual capital, privacy, management authority, regulatory compliance and a host of other things, and often discourage and even prohibit its use. This attitude can reduce the potential risk, but it also stifles any possible business value. To counteract fear, the strategic approach should focus on relatively low-risk initiatives, even if other, higher-risk opportunities might offer greater business value.

Flippant
Leaders and managers may not ignore or fear social media, but they don’t take it seriously, either. This typically leads to a technology-centric approach where the company simply provides access to social media and hopes that business value will spontaneously emerge. This rarely bears fruit. Important in countering this attitude is convincing leadership that purpose matters, and that they should progress beyond the technology and identify good purposes for social media — causes that are strong enough to catalyze and mobilize communities of people to act in a way that delivers value to the community and the organization.

Formulating
Formulating organizations recognize both the potential value of social media as well as the need to be more organized and strategic in its use. The right approach here should build on this positive foundation, emphasizing the broader strategic value of social media and mass collaboration, with a succinctly expressed set of business opportunities that (1) demonstrates social media’s potential impact across many areas of the business, and (2) is strong enough to capture the attention of the most senior leaders.

Forging
In companies with a forging attitude, the whole organization is starting to develop competence in using social media to assemble, nurture and gain business value from communities. To keep progressing, leaders should recognize previous successes, capitalize on growing momentum, advocate continued evolution and increase investments. They should also promote additional grassroots social media efforts as critical in becoming a highly collaborative social organization.

Fusing
This is the most advanced attitude, and still rare. Fusing organizations treat community collaboration as an integral part of the organization’s work, ingrained in how people think and behave. This is a description of a social organization, and in such organizations the need for an explicit vision and strategy subsides — all business strategy and execution already include community collaboration where it’s appropriate.

How do most organizations shape up? Right now, our analysis indicates that leaders of most organizations have yet to progress to the Formulating stage, which accounts for the high social media failure rate. We know treating social media as strategic can lead to tangible business value and competitive advantage, so the goal is for business leaders to move quickly past the Folly, Fearful, and Flippant stages and get right to Formulating. Ignoring social media, or throwing it over the fence to Marketing or IT could create serious business risk.

Where does your organization stand?

Take Gartner’s free Social Readiness Assessment and find out. The assessment is 4 questions and takes about 5 minutes. It provides a mapping of where you fit on the 6F model, comparison to where others fit, and a report that provides guidance on how to move forward from where you map.  You will need to register (free).

This post is adapted from a version we originally ran on Harvard Business Review blogs on Monday October 17, 2011.

I co-authored a book “The Social Organization” on Amazon.com . Check it out!

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