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Keeping momentum & next steps

The primary barrier to continued success of JCintra 

remains the same as our initial barrier: encouraging a 

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  Towards the social business 

 With the increasing consumer usage of social media, leading social media commentators such 

as Chris Brogan ( 

www.chrisbrogan.com

 ), Brian Solis ( 

www.briansolis.com

 ) and Charlene Li 

( 

www.charleneli.com

 ) have advocated that businesses need to change their organisational 

setup to get closer to customers to provide better services and enhance their brands. 

  What is social business? 

 Social business specialist Hamill (2012) says that these two quotes show its essence. Dion 

Hinchcliffe and Peter Kim, authors of  Social Business by Design,   say: 

  Social media touches the entire organisation, every department and every business pro‑

cess, every channel, every customer interaction, every investor and supplier relationship. 

Social is too important to be left to the Marketing Department.  

 Social media guru Brian Solis says: 

  A social business  . . . embraces introspection and extrospection to reevaluate internal and 

external processes, systems, and opportunities to transform into a living, breathing entity 

that adapts to market conditions and opportunities.  

 Jim Hamill uses a simple ‘4Cs Model’ to explain the potential business 

benefits of ‘being social’. The key question to address is how can your 

organisation best use social technologies to build relationships and derive 

tangible business benefits from four main customer groups which we 

have discussed through this book: existing customers; potential cus‑

tomers; internal customers (staff); and external customers (business 

partners). 

 The scope of social business across an organisation is illustrated well 

by the Altimeter (2010) model shown in  Figure   9.12    (p. 421), which 

crosses many business processes. 

  Towards the social business 

 Creating a social business 

 ‘Creating a social business is 

impractical for most organisations since 

the types of changes needed are likely 

to be opposed by managers of different 

functional areas of the organisation.’ 

 Debate  10.2 

culture of collaboration and transparency. Some areas 

of JCintra have been highly successful in this regard, 

while other sections have never gained clear ownership 

or momentum. 

 JCintra works best when it is established as the 

source of truth for information and becomes the place 

where the work is done on a day-to-day basis. While the 

intranet is a place that has to hold a published copy, it 

will remain as ‘extra work’ and struggle in the competi-

tion for people’s time. 

  Source:   ( Janssen-  Cilag):   e-gineer.com   blog  by  Nathan  Wallace, 

Associate Director – Information Technology (i.e. CIO) for  Janssen- 

 Cilag Australia, a pharmaceutical subsidiary of Johnson & Johnson. 

 www.e-gineer.com/v2/blog/2007/08/our-intranet-wiki-case-

study-of-wiki.htm . 

 

    

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