How do you do it? How do you bring a spirit of innovation and experimentation to the communications shop of a large organization? Iâ€™ve worked in a large organization â€“ the government â€“ for the last ten years. You can find bright, creative and resourceful people around every corner, in every department. During the course of their careers, many of these people have thought of a move that could improve their work or their environment. From experience, we all know that small changes in process or presentation are easily won. After all, itâ€™s just another line on an approval sheet, or a tweak on the website. Large organizations can also be convinced to launch a large-scale overhaul of their systems â€“ whether itâ€™s a supply chain, assembly process or online order system. But itâ€™s a real pain to get them to rethink their relationship with humans outside the security fence. After all, our customer service reps seem to be doing a good job, right? That sales force really does have a handle on the needs of the community, doesnâ€™t it? In speaking to hundreds of workers and managers for large organizations (government and private sector), Iâ€™ve been asked the same questions, over and over:This Secret Underground Guide to Social Media for Organizations is meant to help you answer some of those questions. I liked the simple structure and practical tips that Colin provides in the guide. A ‘must read’ for anyone who feels constrained by organisational bureaucracy and office politics.
- How do you convince your boss to even experiment with social media?
- Doesnâ€™t it mean a lot of extra work?
- Isnâ€™t this sort of stuff blocked by our organizational policies?
Published March 16, 2008 by Stephen Dale