Organizational and cultural issues prevent enterprises from gaining full benefit from social business initiatives, IBM study says. The value of social business products and practices is becoming better recognized by organizations, but many face cultural and organizational issues that limit their ability to take advantage of those new capabilities. That's the word from a new IBM Institute for Business Value study, "The Business of Social Business," based on responses from more than 1,100 individuals and interviews with more than two dozen executives.
According to survey respondents, social business tools are used for promoting events/marketing campaigns (71%), generating sales leads and revenue (51%), product and services support (46%) and direct sales (35%). Respondents said they plan to increase their use of social business in all of these areas in the next two years, with the most significant jumps coming in the areas of lead and revenue generation. Respondents also said that they plan to increase the application of social business technologies and approaches into the day-to-day activities of their workforces, as well as into collaboration with outside customers, vendors and partners.
But all of this doesn't just happen by virtue of establishing presence on external social networks or even by implementing an internal social business platform, the respondents noted.
According to the report, organizations that have experienced the most success in social business approaches have made fundamental changes in the way employees work. Three key issues must be addressed, based on interviews and survey responses.
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