Meet the sustainability process Walmart is experiencing from the inside out through this encouraging video with its employees and how they are succeeding at getting everyone involved, not just treehuggers.
Entries Tagged 'Enterprise 2.0' ↓
Reading this article on brands that use Twitter to promote their products and launch an ongoing conversation with their customers, we got inspired to do a bit of research.
Charles Redell wonders if sustainable brands should tweet, on the basis of a study by Nielsen & Co. that concludes “the average time per person spent on soclail networking sites increased 67 percent from May 2008 to May 2009″.
David Raycroft, vice president of product strategy at San Francisco-based startup Milyoni, seems to agree: “If you are not engaging in these member communities, you’ve already lost control of the conversation,” .
The article mentions Ford tweets, a giant corporation that spends a great deal of time replying to other users’ comments about their cars and new releases:
@Dragonbelly1 Whoa, whoa, whoa. What you mean “don’t like Ford”? Are we really that bad? ^SM
You may also have heard of Zappo’s case. This shoes brand started tweeting collectively through more than 400 employees. With thousands of followers, this social media initiative helped the company increase their sales in a 20%.
Dell is a corporation learning from its mistakes. After Dell Hell, they seem to have understood the power of costumer influence, and besides creating Direct 2 Dell and Ideastorm, Dell now tweets. They let you know about offers and discounts and get to hear your opinions and ideas live.
Another brand that is listening to their clients’ ideas is Starbucks, though their story is much different. Here it’s a company that aimed at complying with different sustainability standards from the get-go and one that might be consider a clear example of enterprise 2.0. They use Twitter to boost the impact of My Starbucks Idea, a community where you can suggest your own idea to improve the coffee experience.
here’s a list of some of the ideas we launched in the past week – look for them at your local Starbucks! http://bit.ly/Haveu
And even Kogi Korean, a Korean-bbq-tacos truck company is using Twitter to let its followers know where they can buy cheap dishes in every corner of Los Angeles they stop by.
What about your brand? Are you already twitting?
It certainly is an opportunity to take the first steps towards becoming enterprise 2.0, and even to test the power of some of your sustainable development actions. But as they quote on the article by Redell, remember: “You can develop an audience through transparent communities, but you still have to have a good product.”
“Social media and sustainability are both about cultural change”, said Justin Yuen, founder of FMYI (For MY Innovation) when asked to explained why his online workspace was being used to leverage sustainable initiatives inside big companies like Sony and Nike.
BusinessWeek published an article about this revolutionary application (they say it beats Basecamp, Facebook and FriendFeed) where your team can store and share information in a secure but transparent and collaborative way.
He came up with the idea while working in CSR for Nike: he noted that while many people had good ideas concerning sustainable development, putting those efforts in conversation was more than just launching a series of corporative workshops.
In FMYI “each person gets their own social networking-style profile page, and each team can have a page too. Then, anyone can create a workspace page to post messages, share files, add links, set tasks, and more”.
The initiative has succeeded in encouraging companies of different sizes and colors to open an account and start harnessing the power behind their own stakeholders. And enterprise 2.0 gets another nudge forward.
In our book Sustainability 2.0 we reached a level of consensus on what an enterprise 2.0 should really be like, and we recently introduced the concept here.
In brief, it is suggested that the main objective of a 2.0 business is to generate spaces in which people can realize their personal projects on a collective basis: a distributive network that encourages new relations without being bound by centralized decision-making and in which those on the periphery are just as important as those in the middle.
Some time ago we designed this chart to make a diagnosis for an Argentinian top telecommunications company, in which we aimed to survey 400 top managers about this topic, and we share our conclusions with you.
The axis “Technology” measures the level of adoption of hardware and modernization of the organization.
The axis “Adoption of tools and philosophy of the web 2.0″ intends to evaluate the level of understanding of this new way of thinking, the behavior of the people within the organization and the adoption of social software that fosters collaboration, openness and transparency.
Bottom left are all the traditional enterprises in any part of the world. Vertical hierarchies dominate the process of decision making. There are low levels of modernization and technology adoption.
Top left are all the modern and hype enterprises that invest heavily in technology. Their human resources have the knowledge but fail to understand the philosophy of this new paradigm: networking, collaboration and collective intelligence. These are the kind of companies that ban the use of MSN and other 2.0 tools during workhours.
“Social Enterprise” includes academic institutions and NGOs where the people want to open themselves and share, but they still have not learned to use the tools and face the digital gap.
Top right is what many of us have defined as enterprise 2.0.
Our main hypothesis is that in order to achieve this, first of all we need to change people’s values and every day attitudes. It is not so much how many new media tools they accumulate as how much they change their mindsets.
It is not just a question of joining Facebook or Twitter or persuading the CEO to open a blog. Instead, it means putting into practice what we define as “key attitudes”: collaborate, render control, create and share.
The company should resemble a pond, where ideas emerge as bubbles from the bottom, go up without obstacles and reach the surface. In this model, ideas are visible and get done, attracting new ideas on their way.
What about your own company? What is your current enterprise 2.0 status?
We were still trying to understand what Web 2.0 was all about and to measure the repercursions of this phenomenon that transformed the way we communicate, work, create and live, when someone started talking about Web 3.0.
After reading many definitions, clues, suggestions and discussions on this new stage of the revolution, one that I found extraordinary simple and effective was the following: What is Web 3.0? It’s Web 2.0 with a brain.
Of course, there’s still much to learn and think about it, and to get the conversation started we invite you to watch the following introductory videos:
Have you any thoughts, ideas or even fears on what may Web 3.0 become and how it could change the way we do business? Share them here!