IBMがSocial Businessと言い出したらしいので、諳んじられる程度に意訳してみた

Fast Companyで面白い記事が上がっていましたよ。

Move Over Social Media; Here Comes Social Business | Fast Company

1. Social media will be dwarfed by social business
While social media has helped many companies become more customer-centric, it is treated primarily as a modestly effective marketing tool. McCarty explained, “Social media is about media and people, which is one dimension of the overall world of business. With social business you start to look at the way people are interacting in digital experiences and apply the insights derived to a wide variety of different business processes.”
2. People do business with people, not companies
One of the notions behind becoming a social business is that your employees should be front and center in your digital activities. “Since IBM no longer sells consumer products, the brand experience for IBM is an experience with an IBMer,” an experience that is increasingly happening online, McCarty said. To support this idea, IBM recently started adding IBM “experts” to various web pages–an action that in A/B testing dramatically improved page performance and revealed increased confidence and trust in IBM in focus groups.
3. Your employees need to be digital citizens, too
Becoming a social business means recognizing the need for your employees to become “digital citizens” and providing the training for them to manage their digital reputations. Accordingly, IBM not only trains its experts extensively, it is now building out “personal dashboards” to help them see the impact of their various interactions. “Good conversation creates good outcomes and that brings value to the organization and to the individual,” McCarty said.
4. You don’t need to eat the whole social business elephant in one bite
When asked, “How do you eat an elephant?” the sage pygmy replied, “One bite at a time.” And so it is with social business initiatives. IBM itself tried a number of different approaches internally: First by using a wiki to draft its social computing guidelines, and more recently by offering a “Social Computing Demystified” course to help more IBMers become digital citizens. These smaller building blocks helped pave the way for bigger initiatives like the expertise locator that now taps into nearly 3,000 IBMers from around the world.
5. A social business can be a good business, too
The same tools and processes that go into creating a social business can also be put to use for social good. To test this notion and in honor of its 100th anniversary, IBM asked every employee “to take a full day and dedicate it to skills-based service.” Calling it the Centennial Celebration of Service, thousands of IBMers shared their expertise and then their experiences on IBM100.com. “Now you have in this social business program the permissioning and guidance matched with content so IBMers can get started and experiment [with social business],” said McCarty.
6. Enough already with the useless email chains
Most companies rely on email as the primary means to share information among employees, despite the havoc it often creates. “Email is a very limited tool and does a lot of things to silo work efforts,” McCarty noted. Calling it “completely antisocial,” McCarty believes that a social business needs to employ more collaborative digital work tools (well beyond email) that are asynchronous, enabling a geographically disperse team to do great work together.
7. It’s okay to fail as long as you do it quickly
Since not every social business initiative will take hold, it is important to try lots of approaches and move on when one doesn’t work. IBM describes this as “agile development.” “You can’t spend 10 months planning it and then launching it–the idea is to learn quickly and if we need to, fail quickly,” McCarty said. As case in point, McCarty claims the first iteration of their expertise locator went from concept to a test on IBM.com in four weeks with new iterations following in monthly succession sprints as short as two weeks. McCarty firmly believes this particular social business program, although still in its infancy, has infinite possibilities.


  1. ソーシャルメディアで顧客中心志向になっていけば、ビジネス自体も顧客中心のソーシャルビジネスに変容していかざるを得ないですよね。
  2. どこどこさんと仕事する、じゃなくて、誰々さんと仕事するって時代になりますね。
  3. ビジネスがソーシャル化するのであれば、社員一人一人が当たり前にデジタルツールを使いこなせなくちゃいけませんね。
  4. でも別に全部一気にやらなくてもいいんですよ。
  5. ソーシャルビジネス的なアプローチは、次代の良質のビジネスを育てることにも繋がります。
  6. Eメールベースのビジネスの古臭さには、皆辟易しているじゃないですか。
  7. さくっと挑戦してさくっと失敗する。そのトライ&エラーを積み重ねてけばいいんです。でもその積み重ねが企業の次代の可能性を拓くんじゃないですかね。


ひとり仕事: フリーランスという働き方
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加藤 康祐 / 企画・設計

1980年1月12日生まれ。フリーランス歴15年。プランナー、デザイナー。加藤康祐企画設計代表。学生時代にデザイン会社でWebデザインを経験。2005年よりフリーランスとしてキャリアスタート。これまでに個人から上場企業まで、100以上のクライアントとのプロジェクトを経験。主な仕事としてベンチャー企業でのサービスのUXデザイン、独法との防災メディアの編集・運営、社会的養護の子どもたちの自立を支援するNPOのサポート等。趣味はラグビーと料理。Keep the head up, Bind tight & Stay low.


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