Making the Business Case for Social Media

Despite the skyrocketing adoption of social media by customers and explosion of “experts” in this space, there is still significant angst among social media practitioners across companies who are struggling with lack of support from management.

So let’s look at the key reasons why your management doesn’t “get” social media and effective ways of channeling the frustration into some concrete steps, which can be a much more productive way to counter this issue.

#1 Can you hear me now?

In many organizations, social media champions/practitioners have little business background or acumen. So, their case for doing social media is somewhat weak since they can’t effectively convey the value to management. To convince management why social media matters, you will need a strong evangelizer/s who understands the business objectives, has credibility with management and is able to communicate the value of social media effectively to your management.

#2 Failing the “So What” Test

Social media practitioners are failing to connect the dots between social media activities and business objectives. Management may not “get” social media but they understand business metrics. Too many social media champions are on “planet social media” while their management is firmly grounded in their financial reality. If social media champions want to make their case, they will have to start translating their social media metrics like fans, followers into real metrics like traffic, leads, and sales, ie. metrics that an executive can relate to and care about.

#3 Fuzzy is as Fuzzy Does

There are a wide variety of reasons for doing social media from “experts” ranging from “everyone is doing it” to “it’s risky not to do it”. Guilt and fear may be good instigators but rarely are good long-term motivators. The key is to share relevant examples and clearly highlight opportunities in your own industry, which is a much more effective way of getting your point across than showing random charts and examples from unrelated industries, just because the numbers look impressive. Having clearly defined business goals and tying social media activities to specific objectives will go a long way towards making a solid case.

#4 Focus on What Matters

The reality of corporate America is that your management’s top priority is the bottom line (which can be a good thing as it keeps you employed). Rather than taking it personally, social media champions should address the real issues underlying the hesitation rather than demonizing the messenger. If your management’s goal is to drive more awareness of a new product, put together a plan that can help meet that objective rather than offering to set up a social program with no clear direction or purpose.

#5 Rome Was Not Built in a Day

Last but not the least, change-resistant culture continues to be a huge inhibitor to adoption of anything new and this is no different. The only way forward is to take small steps towards the end goal and be patient yet persistent to get where you need to go. What is critical to success is your ability to listen to the concerns (you’d be surprised that some are quite genuine) and address each one as you build your case. Good news is that you’re swimming with the tide not against it, so change will come, slowly but surely.

How to: Demystify the Social Media Expert Myth

Much has been said about social media “experts” ranging from Hallelujah, they exist! to “(they) are the cancer..and must be stopped.

These diverse responses are perfectly understandable in an age where every other person (and her nanny) is an “expert”, “guru”, “pundit” or other. Love ‘em or hate ‘em, companies still rely on these darn “experts” to help navigate the uncharted and often turbulent social media waters.

The key to demystifying the social media “expert” myth and finding the real deal is to take a hard look at what a social media “expert” actually does. Based on their role, the experts can be classified into 3 major categories – “Do”ers, Planners, and Talkers.

The most popular and generic “Social Media Manager” roles typically belong to the “Do”ers category, which includes folks who “do” social media and typically are the public face of the brand on social networking sites. These are the folks who manage communities, tweet, blog, and engage on sites like Facebook on behalf of the brand. “Do”ers tend to be individual contributors who spend a great deal of time on the social networking sites and/or have roles that require them to be highly visible brand ambassadors. Having strong online communication skills is a must-have for this role. Folks with engaging personalities and community background (forums, chat, etc.) shine in these types of roles. While this is often an after-thought, this role is best suited for folks with calm temperaments who are less likely to go off the deep end in a crisis. Case in point is the Nestle crisis, where the company rep snapped under pressure on Facebook and had to apologize at the end.

Planners are typically folks who have decent social media expertise and presence but their focus is primarily on planning/managing social media activities. The typical role in this category is social media strategist, who is responsible for pulling together all disparate social media activities into a cohesive strategy/plan. Actively engaging on social media sites is a time-consuming activity, it’s rare to find someone who can balance both roles (planning and engaging) without getting overwhelmed. Folks with solid marketing and/or community management backgrounds seem to do well in these roles. You’ll probably see these types of roles filled by people managers who typically work behind-the-scenes vs. on the front-lines. There aren’t many folks who have the skill set/experience required for these types of roles so increasingly, companies are relying on external social media agencies and consultants to meet their planning needs.

Talkers are your blogbertis or twitteratis who are well-known for talking/writing about social media and may or may not actually engage in social media on behalf of any specific cause for your company (other than social media). Folks in this category typically have a large following on social networks, but may lack the experience in applying social media in a business context. This is a great category for hiring your spokespeople especially if your company is trying to build brand-recognition and wants to get more visibility in the social media space. Many major brands seem to have at least one social media celebrity on their roster, who is not strategically aligned to any specific business function or objective but is rather focused on promoting the company’s overall brand and related messaging.

So there you have it, not everyone is an expert but even among the real experts, different folks excel at different roles. That being said, knowing what you want to achieve is key to deciding the type of expert you need and to avoid getting sucked into the expert myth.

Would love to hear your thoughts on other categories/roles that should be added here.

Debunking the Top Three Social Media Myths for Business

As social media has evolved, so have the myths. Here are the top three fallacies that are widely prevalent in the corporate circles and if left unchallenged, these can do serious damage to your business and brand.

Every Company Should have a Blog

I’ve heard so many “experts” claim that every business needs a blog, so here’s a reality check for all blog advocates – corporate spin by any other name and in any format is still…corporate spin. Unless, the medium is used for what it’s intended, i.e. genuine dialogue/conversation with the readers, a blog is no more effective than a static web page. There are plenty of examples of really bad corporate blogs out there, which should be pulled down because the content is outdated and/or in many cases, it’s just a rehash of the company press releases.

Companies and “experts’ who are fixated on blogs are missing the point. At end of the day, this isn’t (and shouldn’t be) about bragging rights because your company has hundreds of blogs but rather focused on what really matters - meeting and even exceeding your customer needs.

It’s a fallacy that every company needs a blog, because what a company really needs is a medium to engage with and deliver value to its customer, regardless of format. It’s perfectly acceptable for companies to leverage forums, external social networks like Linkedin and Twitter to engage with their customer base rather than force them to read a badly written corporate blog post.

Listening is Critical in Social Media

I’ve said it before and here it is again, “listening” was not invented by social media experts and companies should be open to all feedback regardless of whether it originated in traditional media or social media. Customer feedback is critical to any company’s continued success and just because a customer emailed the feedback instead of tweeting it, shouldn’t make the feedback any less (or more) valuable. 

Smart companies already had programs in place, to gather and route feedback from customers, prospects, influencers and other critical stakeholders, before the advent of the social media. Granted that enabling technologies for monitoring the social media landscape may be new(er) but without an overarching framework/plan for using all that customer data, the “listening” part is quite pointless.

Anyone can “do” Social Media

Just because anyone and their granny can update their Facebook status, doesn’t mean that anyone in the company can “do” social media. Engaging on a social network in the business setting requires people skills and the ability to communicate effectively (even under pressure) on a public forum. In addition, social media roles such as blogging require content creation skill sets like solid writing and subject matter expertise, so the blogger can add value to their readers.

Social media has evolved from random tweeting and blogging to a sophisticated medium that should be taken seriously because it has serious implications for your brand. Companies should staff their teams with the right talent rather than handing off social media to the first employee who signs up, because regardless of what the “experts” say, your customers deserve better.

Let me know if there are other myths you would add to this list.

The 3 Critical Ws of a Successful Social Media Listening Program

Social Media listening is all the rage these days but many companies are still struggling to do it right because the tendency is to substitute technology for business objectives and processes. 

This may be good news for the social media vendors, but not so good for your business. Whether you’re trying to set up your very first social media listening program or evaluating your current program, here are the 3 critical Ws that no business can afford to ignore.

Note: I use the terms listening and monitoring interchangeably, although one could argue that monitoring is much more pro-active while listening seems somewhat passive.

Why? Define your objective.

Listening may be the new black but it’s certainly not something that was invented by social media “experts”. Any smart company knows that listening to customers is critical to the continued success of business and while the medium may have been different in the past, the need to listen has always existed. The challenge with social media is that it’s tough to keep up with vast amounts of complex, unstructured conversations across multitudes of social channels. And that brings us to our first W of social media listening - ”Why”.

Clearly define your listening objective (closely tied to your business objective) at the outset of your listening program as this will keep your program on track and less likely to get distracted by all the noise in the social media space.

Some good examples of listening objectives : Customer support questions/complaints, competitive news, product/company mentions, etc.

Tip: Having clear objectives will help you define your success metrics and help prove the value of your program.

Where? Determine the key social channels.

For many companies starting a new program, it’s a challenge figuring out where to start because there are many different social channels (including blogs) and not all social channels are created equal. The second “W” - Where to focus your listening efforts will be partly determined by your objective and your target audience. 

When in doubt, ask your customers about their social media preferences and where they prefer to engage.It can be as simple as sneaking in an additional question in your annual customer survey (assuming your company does one) or conduct some primary research to understand their preferences. This will, at the very least, give you a starting point and you can slowly broaden your listening program to include other sites, as needed.

Tip: Focusing on a few key social channels (internal or external) rather than trying to  can focus on the channels that are most relevant to your audience.

Who? Identify the right person/team to receive the (listening) information.

One critical part that’s often overlooked (and typically underfunded) in the social media listening  programs is “human intervention”. You may have the best listening platform that money can buy but unless there’s someone actively analyzing all the gathered conversational data and the information is routed to the right person/team for action, it’s a pointless exercise.

There are two key parts to this human element in a social media listening program: Folks who listen and folks who respond/engage/use the data. It’s much more easier when the folks who are doing the listening are the ones tasked with taking action. For example, when the customer support group is actively listening and responding to customer queries/complains. However, in companies with centralized social media programs, it is critical to identify the end user/s for the gathered data.

Tip: Start with one functional area or product/service group and get all the kinks ironed out before rolling out the program company-wide.

Bottom line: Clearly define your listening objectives, focus on the most relevant social sites/channels, and last but most importantly, route the information to the right person/team for action.

4 Simple Steps to Setting Up a Social Media Department

Lately, there has been a flurry of discussions and questions on scaling social media so here’s my take on a key question that seems to be on many minds.

Question: How do I set up a social media department for my company and what is the typical org structure (with roles & responsibilities)?

Let me start off by saying, there is no typical organization structure for a social media team or department, since companies set up their internal org structure based on business needs. Ideally, you want to plan out and budget for resources in advance so you’re not struggling to scale your social media activities. However, the reality at many medium to large-size companies is that social media is often initiated within one specific functional group like customer service or PR and the resources are not fully dedicated to social media but over time, these are shifted over from traditional investments and/or added as needed. 

If your management is serious about allocating resources for a dedicated social media team, that’s great news! There are agencies who can audit your organization structure to help assess your social media resource needs. But if you’re working on a tight budget (as most of us are), no worries, here are 4 simple steps to get you off to a decent start.

#1 Define your new team/department’s objective and scope:

Social media has implications for a wide variety of functional areas from marketing to customer support, and even HR. So start by defining your team’s role along with a  clear statement of the team’s objective. Simply put, define your team’s reason for existence and what specific business need it will solve. The scope does largely depend on whether your team is aligned to any specific functional group like marketing or the team is going to structured as a centralized pool of resources that supports the entire organization.

List all the groups/departments that your team will support and level of support you’ll provide them. Remember that the way each functional group uses social media is different so take these differences into account while developing your overall plan. For example: The CS team will use social media differently than the PR team, so make sure you don’t underestimate the resources needed to support these different needs.

#2 Pull together a plan of deliverables and resource needs:

Clearly outline this new team’s responsibilities and deliverables in as much detail as possible. List specific deliverables, frequency. and timelines where ever possible. this is critical because this will help you define how many resources you’ll need to deliver on what you’ve promised. Also bear in mind that while people resources are key for any social media team, but don’t forget to include dollar resources as well for expenses related to resources, tools or external agency resources. One good way to create your estimated budget is to check with your HR, social media agencies, and contracting agencies since they can help you estimate the cost for your resource plan.

#3 Determine team roles & responsibilities:

Once you’ve defined your deliverables, then the next step is put together your potential org chart where the roles are determined by what type of skill set you will need to deliver on your plan. For example: If your plan is to deliver 6 social media training sessions on a weekly basis to all the functional groups, then you will need a) content (develop in-house or externally), b) media for delivery and recording of the sessions and c) someone qualified to lead the sessions. Based on the plan, some typical roles on your team would be social media trainer/s and training/educational content producers. Having clearly defined roles will help you hire talented folks with the right social media skill set rather than generalists aka social media “experts”.

#4 Define your KPIs:

This part is often overlooked but is very critical to the continue success of your team. It’s fair to assume that you may not get all the resources that you ask for and that the need for resources will only grow along with increase in social media adoption. So make sure you’ve defined your success metrics and planned for future growth by including clear milestones. These will help you prove the value of this new team and help you make the case for more resources as needed.

Hope you found this information helpful. Let me know if there’s anything you would add as you’re planning out your social media team.

5 Signs Your Company is Not Ready for Social Media

If you’ve read my blog post on “Why Social Media Won’t Save Your Business“, it shouldn’t come as a complete surprise that I think some companies shouldn’t have a social media presence.

So here’s what triggered this blog post. Recently, I tried to contact a live human being at a well-known national grocery chain via their Twitter account. But I didn’t get very far as the Corporate Twit (no pun intended) kept referring me back to the website, which has the contact information of one person in “Public Affairs”. Apparently, there’s only one live person at that huge national chain or the only one who dares to put his name out there.

What’s even more amusing is the disclaimer on this company’s Twitter page which says,

 

So this company won’t tell you who is posting this information but whatever this unknown person is posting is not their responsibility. Anyone else see anything wrong with this? I wonder if their lawyers are patting themselves on the back for coming up with this.

It was almost a year back when Robert Scoble wrote his blog post on how one large retailer’s website doesn’t have any people on there. What Scoble said then and I agree:

“Here it is in simple terms: add people to your web sites.”

Scoble’s not talking just about pretty stock pictures. He’s talking about real people – your employees, your customers, people your business needs in order to thrive. The same logic applies to blogs and every other type of your company’s online social media presence. Even a year later, it’s clear that there are plenty of businesses who still don’t get it or just plain don’t care.

Here are 5 signs that your company is not ready for an external social media presence:  

#1 If your company policy prevents you from adding a name or picture of a live human being on your corporate social media account (whether it’s on Facebook, Twitter or other), change that policy first and then launch your social media presence.

#2 If your company culture is all about one-way propaganda rather than two-way communication, train your employees in ”social” skills before letting them loose on the social media sites.  

#3 If you’re only using social media for pitching products and/or shameless self-promotion, then you need to STOP. You’re no better than the spammers abusing the email system. Use social media for good – engage don’t annoy your customers.  

#4 If your customers didn’t like your cold and impersonal website and if try to replicate that same uninspiring experience on an external social media site, you will fail. We get that you’re a big company but don’t overdo the branding.

#5 If you don’t have a plan for managing and engaging your customers, STOP and create one before you go crazy on the social media sites.Your external social media presence should be treated as an extension of your existing community/customer programs and not as someone’s pet project.

Use of  social media by itself is not good enough any more. The only choice you have is to do it right or don’t do it. Doing it just because some “expert” says so, is far worse than waiting until you’re truly ready and can handle social media.

As far as my saga with the grocery chain goes, it had a positive outcome. I got a tweet from someone offering to introduce me to an executive he knows at that company. So we have proof that social media works but many companies still need to learn how to make it work for them and their customers.

Are the Social Media Experts Helping or Hurting Twitter?

Recently, I’ve noticed that there is more onus on Twitter users to deliver “value” than users on other social networks. This could be attributed to the fact that Twitter started off as the playground (and still has some remnants) of the early adopter crowd. Other social networks like Facebook don’t have the same history (or baggage) and the closed nature of these sites probably promotes more non-judgmental sharing because of the perception that “you’re among friends”. Originally, the most frequently cited argument against Twitter was that it’s for folks who want to ”tweet about what they had for lunch” although, the same type of sharing was and is still perfectly acceptable on Facebook.

Twitter has evolved since its early days and so has the criticism. Now the popular opinion is that it’s become a propaganda channel for media, celebrities, and social media “experts”, which isn’t surprising when you consider that the Top 100 Twitter Users are mainly from the first two groups. According to Mashable, there’s also been a surge in the social media “experts” population on Twitter over the last year and they counted over 15,000 social media “experts” on Twitter, increase of 250% in appx. 7 months.

I have to confess that I am in biased in favor of Twitter, mainly because I’ve been fortunate enough to meet some very amazing and talented folks who are now part of my professional network. However, I also have to admit that the micro-blogging site is rife with self-professed gurus who are extremely opinionated and not afraid to vocalize their thoughts.

Here’s an example from my recent experience: I had started sending FourSquare updates to my Twitter stream, when out of the blue, one of the “experts” contacted me and asked me stop the updates as they “added no value”. Needless to say, I was baffled as I hadn’t realized that some folks think that the purpose of my tweets is to provide them with some “value”. What I also found most perplexing is this – if you wouldn’t go up to someone in the offline world and say, “Can you please stop talking about your cat because it’s annoying?!”, then why do some folks think it’s acceptable to do that on Twitter?

Nielsen reported its findings last year on Twitter’s high churn rate where they said,

“about 60 percent of people on Twitter end up abandoning the service after a month.”

This news wasn’t received very well by the vocal users but regardless how you slice the data, the reality is that Twitter is intimidating for new users. I’ve heard many (geeks, nerds, tech entrepreneurs included) confess that they just don’t get it.  I’ve been on Twitter for a while, so unsolicited feedback doesn’t bother me but one can’t help but wonder how damaging this self-righteous attitude can be for new users. The site is daunting enough for them, without having to worry about some “expert” policing and critiquing their every tweet.

Top 5 Social Media Predictions for 2010

Here’s my first blog post for 2010 with my top 5 predictions for how social media will evolve in the new year.

#1 Social media will no longer be just another way of driving buzz but will become an integral part of a company’s marketing mix. As social networks mature, companies too will get smarter about their engagement on social networks and start focusing on the ones most relevant to their target market.

#2 This year, we’ll see social media measurement slowly move from raw metrics such as number of fans/followers to business metrics like brand awareness and customer loyalty.  Engagement metrics will become more important than volume and quality of relationships will trump all.

#3 The number of social media “experts” and related services will continue to grow exponentially but in this world of increased competition, these “experts” will have to prove how their expertise can drive business results.

#4 There will be  an increase in location-based social networks, thanks to the proliferation of smart phones and growing popularity of services like FourSquare, Gowalla, and others.

#5 Last but not the least, we’ll see emergence of new technologies and services designed to help large companies integrate social media activities into their backend processes, be it CRM systems or customer support centers.

Feel free to add your predictions below. Happy new year and decade!! :)

Using Twitter for Customer Service in the Enterprise

There have been many innovative uses for Twitter since its inception, including finding out when your plants need watering  and many more creative uses are being devised even as you’re reading this post. On the business side, many firms are faced with the conundrum, whether they should use one account to handle all their customer inquiries, sales, promotions, and overall customer engagement. Or whether they should have a separate account dedicated solely to handling customer inquiries and leverage Twitter as a full-fledged customer support channel?

It makes good business sense to help your customers, regardless of where the query originates and for smaller companies, setting up a dedicated support forum on Twitter may be a no-brainer. However, for a large enterprise, it becomes much more challenging because of the sheer volume of queries received on a daily basis and related customer expectations. Here are some practical considerations for a medium to large-size enterprise before they start on their journey down the rabbit hole.

#1  Begin at the beginning…
By now, every organization with any credibility has a presence on Twitter in some shape or form. To determine whether or not to use that presence to handle customer queries, start with an investigation of the support queries your organization gets from Twitter. It’s not just the volume of queries, also analyze nature of queries to see if  you’re getting certain types of support questions more than others. For example: If you have an existing channel or support line for segment A customers, yet you see significant number of questions coming from them via Twitter, that’s an indicator that your customer behavior is shifting or your existing channels aren’t working or it could be a combination of both. Use the data to determine the business case for building out your customer support on Twitter.

 #2 Twinkle, Twinkle, Little Bat! How I wonder what you’re at?
If you’re a sizeable organization, you should already have an existing customer support center/s and related processes. Think about where  Twitter fits into your existing business processes and other Twitter accounts. The critical issue to consider here is whether you’re planning to replace the existing channel/process, supplement it or just address the occasional queries that come up via  Twitter. If your plan is some variation of the first two options, then you should put some thought into how to eliminate redundancies and avoid multiple staff members answering the same query. Include status tracking as part of your process to make sure you’re measuring the number of queries and whether they were resolved within an acceptable time frame. If you decide to handle queries as they come up using your existing Twitter account, you will still need to get some process in place to make sure the queries go to the right person/team for resolution.

#3 No wonder you’re late. Why, this watch is exactly two days slow.
Regardless of which approach you take, make sure you set clear expectation with your customers. Clarify in your Twitter account description as to what type of inquiries you will accept through the given account and when they can expect a response. If it’s an urgent inquiry, provide them with clear instructions on your escalation process. Don’t assume your customer has the same definition of  a “reasonable” response time. Your turnaround time may be 48hrs but if the customer assumes it’s 24hrs, don’t be surprised if you  find angry tweets about your company’s unresponsive customer support, the very next day.

#4 Everything’s got a moral, if only you can find it.
One often overlooked item in the broadly prevalent social media mania is the all-important human resource question. Many organizations underestimate the time and effort needed to effectively manage and respond to queries through social channels, so the key is to leverage the existing organizational synergies where ever possible. Despite all good intentions, if you set up a Twitter support channel but don’t have the staff to handle queries in a timely manner, you may find yourself doing more harm or good. One way to handle this with a limited staff is to incorporate Twitter queries into your existing support processes. Assign queries from this new channel to your existing support staff and if you have some social media specialists managing your account, make sure they know where to route the queries internally. While, you will have to provide the jnitial training and set up the   processes, but it will allow you to take advantage of pre-existing efficiencies and also give you some time to map out your plan for meeting potential increase in queries from this new channel.

#5  …But if I’m not the same, the next question is ‘Who in the world am I?
Last but not the least, the question to consider is whether the Twitter platform can scale with your needs. Using the Twitter platform as a supplementary promotional or sales channel is not the same as using it as a customer support channel, since latter often involves dissatisfied customers. I am sure you’re very familiar with the infamous Twitter Fail Whale and Twitter’s “unscheduled” down times.  So if you decide to use Twitter as your primary support channel, always bear in mind that if the Twitter site goes down (which is always a possibility), you will have some unhappy customers who can’t get to your Twitter account to have their issues resolved so make sure you have a back up plan in case of that eventuality.There is no right or wrong answer here, the decision on whether to have your company’s customer support account on Twitter should be made based on your customer and business needs. However, defining your plan upfront will help define your staffing needs as well as routing of the queries and how they should be handled. But the bottom line is to make sure that all queries, regardless of the channel, are routed to and handled by the appropriate team/s within a reasonable time frame.

The Tide is Turning for Enterprise 2.0 Adoption

Steve Wylie, General Manager for Enterprise 2.0 conference set an optimistic tone for the keynote speeches at the inaugural event in San Francisco, California. In his assessment of the current state of Enterprise 2.0, Wylie highlighted that the industry is maturing and it is no longer the domain of startups. Large players like Microsoft are leveraging their enterprise expertise and knowledge to move into this space.

Another observation he shared was the rise in professional services, which signifies the shift as enterprises move from the technology phase into adoption and implementation phase.

Tammy Erickson, President, nGenera Innovation Network, started with a bold and optimistic prediction that 2010 is going to be the year of “A-ha” for the enterprise executives who have been struggling with E 2.0 all this time. She outlined the challenges to Enterprise 2.o adoption,

For executives, E2.0 is like tsunami wave that’s overwhelming, they can’t figure out how to manage (basic, yet) critical issues like data security.

However, Erickson went on to say, that’s changing as executives move beyond the technology and understand the true business potential for this event. She also reiterated the need for executives to adopt and promote collaborative behavior to encourage E2.adoption in their organizations. She pointed out a huge shift in behavior where the E2.0 discussions have moved from technology/tools  to  serious dialogues on business implication.

Christian Finn, Director of SharePoint Product Management, Microsoft followed up with a mock “speed dating” skit designed to highlight that the software giant is serious about E2.0 with the addition of truckload of social features to SharePoint 2010.

The skit itself was wholly uninspired but what was very intriguing was the promise to deliver the best of both worlds. On the ”social” side, Microsoft’s promising a slew of social features like streaming podcasts, real-time news feeds, ratings, commenting, and even social tagging. All backed by the company’s experience and expertise in enterprise software and content management system.

SpeakerAndrew McAfee, Principal Research Scientist from MIT Sloan School of Management followed up with a stellar speech on what the champions of E2.0 are doing wrong.
McAfee said the tide is turning on E2.0 adoption as the success stories and case studies continue to mount. However, the evangelists are doing a huge disservice to their cause by attacking  the enterprise because they should be working with the Enterprise 1.0 advocates rather than against them. Trying to replace them will just create more barriers to E2.0 adoption.
 
In their effort to be fair and transparent, many E2.0 vendors and champions over-emphasize the negative aspects and thereby scare off  the decision makers. The positives far outweigh the negatives and that’s something the champions need to constantly reiterate.
 
McAfee pointed out something that’s very obvious to the end-user but often overlooked by the vendors and that’s to keep things simple. E2.0 champions often fall in love with the features without considering whether or not it works for the end users. McAfee was emphatic,
“Your customers don’t need more bells and whistles”
He also cautioned the audience against the pitfalls of advocating and creating walled gardens within the enterprise because E2.0 is about collaboration and these silos defeat the purpose. 
 
Another key point he highlighted was the attempt to replace the email was self-defeating because E2.0 and email serve two different purposes, to try to replace email was futile because for all its flaws, email works okay for most enterprises.
 
Another critical flaw he pointed was overuse (abuse) of the word “social”, as that word has a negative connotation for business leaders. He gave the example of executive who made it very clear that,  ”I am not running a social club, I am running a business.”  So, champions need to make sure they don’t oversell the social features of E2.0 but rather focus on the business implications for an effective pitch.
 
The last (but not the least) speech was from Rob Tarkoff, Senior Vice President and General Manager, Business Productivity Solutions at Adobe. He also started off with a provocative statement that,
“”Enterprise Software is Failing”
According to Tarkoff, the full potential of E2.0 has yet to be realized. He gave a real example of how social web can be used in a very traditional industry like healthcare for real-time collaboration and provide exceptional service to end consumer. He went on to say how Adobe’s focus is on creating end-to-end user engagement while giving due attention to the “on ramps” or the devices that consumers use to access the information.