This graphic from IBM neatly illustrates the difference between running tactical, siloed social media initiatives and Social CRM (Customer Relationship Management) that connects communication across an organisation – resulting in the development of new models for customer engagement:
In Mitch Lieberman’s analysis of the work from which this is taken, he states that whether Social CRM is ‘the’ strategy end-point or ‘a’ strategy end-point is up for debate. On this I’d argue categorically that it is a strategy end-point, vitally important, but just one element of many that make up a social business.
Social businesses are those which capitalize on the shift from mass, industrial media, to networked, social media. Adapting all relevant functions: including social CRM, social CEM, social business intelligence, social supply chain management, social stakeholder management, social marketing and social R&D accordingly.
What we are driving towards is the morphing of all institutions and organisations, commercial and public, in line with a new socio-technical reality. Dealing with constant, direct contact with people, who are in turn more connected to one another than ever before, on a global scale, goes beyond managing them as customers. It means evolving the entire social interface of organisations to become more fluid and reflexive to the wider social world within which they operate.