Social Networking for Business: Choosing the Right Tools and Resources to Fit Your Needs (paperback) [Paperback]

Rawn Shah (Author)

Book Description

Publication Date: January 23, 2010 | ISBN-10: 0132711672 | ISBN-13: 978-0132711678 | Edition: 1

Today, organizations increasingly expect their social computing applications and communities to create meaningful, measurable business value. That won’t happen by itself: it requires careful planning and active, intelligent management. In Social Networking for Business , Rawn Shah brings together business social computing patterns and best practices drawn from his extensive experience running online communities at IBM. He systematically covers all four key aspects of successful planning and management: people, place, purpose, and production. Drawing on many real-world examples, he identifies key success factors associated with launching online communities that meet their goals, and guides you through managing the crucial “micro-challenges” businesses face in keeping them vibrant. You’ll discover how to successfully architect social environments and experiences; build participation, trust and reputation; empower participants without creating anarchy; identify the right social functions for your communities; use social computing to collaborate and create valuable new information; build a social culture; staff online communities cost-effectively; avoid pitfalls that lead to failure; even measure social capital and link it to financial results. Whether you’re a social computing strategist or in-the-trenches manager, chances are you’ve been on your own, until now. This book gives you the expert guidance and support you need every step of the way.

Editorial Reviews

From the Back Cover

The First Best-Practice Guide to Executing Any Type of Social Computing Project

 

Organizations today aren’t just participating in social networking, collaborative computing, and online communities--they are depending on those communities to play crucially important roles in their business. But these collaborative environments don’t just manage themselves: To succeed, they must be guided and nurtured carefully, actively, and intelligently.

 

In Social Networking for Business, Rawn Shah brings together patterns and best practices drawn from his extensive experience managing worldwide online communities at IBM and participating in social networking on the Internet. Drawing on multiple real-world examples, Shah identifies key success factors associated with launching social networking projects to meet business objectives and guides you through managing the crucial “micro-challenges” you’ll face in keeping them vibrant.

 

•   From mega-trends to micro-issues

    Mastering both high-level strategy and day-to-day, ground-level management

 

•   Defining the social experience you want to provide to your community

    Clarifying how members can join together and collaborate on collective tasks

 

•   Focusing on the crucial human factors

    Building a culture of engagement in deeper collaborative relationships

 

•   Promoting effective leadership and governance

    Setting ground rules that work appropriately for the situation, without “oppression”

 

•   Building the skills to manage and measure your collaborative project

    Discovering the skills necessary to effectively lead computing projects

About the Author

Rawn Shah is best practices lead in the Social Software Enablement team in IBM Software Group, helping to bring the worldwide population of more than 350,000 IBMers closer together and to improve their productivity through social software. His job involves investigating the wide range of social computing technologies, collecting best practices, measuring the usage and behavior of social software as it impacts productivity, and advising on implementation, governance, and operations.

 

In his prior job as community program manager for IBM developerWorks, he led a team of operations and development staff covering the worldwide network of thousands of communities, blogs, wikis, and social computing environments supported by IBM. He also led the creation of the developerWorks spaces software tool, a multitenant system to allow individuals and teams to bring many social tools together into their own focused social environments.

 

An avid software gamer, he has been involved in the online gaming world since 1990, both as a player, a guild leader, and hosting massively multiplayer games. He has witnessed how these social environments have grown from underground curiosities to the billion-dollar businesses of today, with the nature of social grouping and collaboration evolving hand in hand with every new offering.

 

He has previously served as network administrator, systems programmer, Web project manager, entrepreneur, author, technology writer, and editor in different business environments: as a sole proprietor, in a small startup, and in a Fortune 50 company. He has contributed to six other books, the most recent being the category-leading Service Oriented Architecture Compass, which since has been translated into four languages. His nearly 300 article contributions to technical periodicals such as JavaWorld, LinuxWorld, CNN.com, SunWorld, Advanced Systems, and Windows NT World Japan, covered a wide range of topics from software development to network environments to consumer electronics.

Product Details

• Paperback: 192 pages
• Publisher: Pearson Prentice Hall; 1 edition (January 23, 2010)
• Language: English
• ISBN-10: 0132711672
• ISBN-13: 978-0132711678
• Product Dimensions: 6.1 x 0.4 x 8.9 inches
• Shipping Weight: 8.8 ounces (View shipping rates and policies)
• Average Customer Review: 3.6 out of 5 stars  See all reviews (53 customer reviews)
• Amazon Best Sellers Rank: #2,022,880 in Books (See Top 100 in Books)

More About the Author

Rawn Shah is an expert in collaboration and social computing methodologies within organizations and on the Web. He is a business transformation consultant in the Social Software Adoption team in IBM where his primary responsibilities involve measuring and determining the business value of collaboration technologies.

He currently writes the "Connected Business" blog at http://blogs.forbes.com/rawnshah/ as well as a technically-oriented blog on social computing on IBM MydeveloperWorks http://bit.ly/rawnshah/.

He is the author of seven books, his latest being "Social Networking for Business: Choosing the Right Tools and Resources to Fit Your Needs" (Wharton School Publishing, 2010) http://www.amazon.com/gp/product/0132357798/.

In 1990s and early 2000s He was also a freelance columnist and editor for technical journals such as JavaWorld, LinuxWorld, Windows NT World Japan, IBM developerWorks Web Services zone.

In his spare time he is a third-degree black belt and teaches Japanese swordfighting to middle and high-school students in Tucson.

He can be reached at http://twitter.com/rawn. The contents of this blog are his own ideas and opinions and not that of his employer IBM.

Most Helpful Customer Reviews

10 of 11 people found the following review helpful

3.0 out of 5 stars A technical manual for an inherently social solution March 9, 2010

By Mark P. McDonald TOP 1000 REVIEWERVINE™ VOICE

Format:Hardcover|Amazon Vine™ Review (What's this?)

Rawn Shah's book, Social Networks for Business, is a top down technical view on implementing social media. He provides a view of social networking that will appeal to IT professionals as it is based on a premise that social networking is a technology that should be structured and controlled at the center like other technologies. While this is possible, the advice Shah offers is based on the fundamentals that if you build it right, manage it right, then they will come.

That logic is simple but it assumes that business professionals are users of the technology rather than creators of the solutions that operate on a social network. That last piece is important as those following the advice in this book bear a high probability of simply recreating existing low value low activity intranet portals and knowledge bases in new social networking clothing.

A warning that this is a rather lengthy review in order to explain why I see the book as technically correct but not enough to address the issues fully. Shah is not wrong, its rather he is narrow in the ability to his advice to work beyond his experience and he is looking at the issue with an established techno-management lens that does not capture the potential of these new technologies. Perhaps no book can capture it all, in which case this becomes part of a social media library and body of study.

That has been my observation at more than two dozen companies I have met all of whom have the same question "We, meaning IT, have built a social network with all the bells and whistles but no one wants to use it." The reason behind the low use is in the question itself. Social networks are not built and provided by one party for others to use. Social networks are not software in the traditional sense, but generative technologies that require engaging the business in their creation of the applications that matter.

My intent in this review is not to degrade Shah's work. The book is first rate, complete, well written and very thoughtful. Its just that Shah's application of traditional heavy weight IT management principles do not consider the idea that the business, not IT builds the solutions. This is understandable as the author comes from IBM and the advice he provides reflects their unique sales/engineering culture that looks for structure and unfortunately is unique to Big Blue. There is nothing wrong with IBM, the same way that there is nothing wrong with the advice in this book.

Readers need to be aware that this book treats social networking as a management and technical issue. A view that I have observed is incomplete at best and detrimental to the enterprise efforts to gain the collaboration, knowledge sharing and flexibility needed to compete in this environment.

Shah recognizes this issue, devoting five of the ten chapters to issues related to the social system. Unfortunately here he takes a technical management view defining the roles, governance and structures required to set up a central management of the network. The work is good and complete down to salary ranges for community managers and their assigned work tasks. I can see this working in a highly structured culture where people look for the right way to contribute before making a contribution. The issue with gaining value from social networking is not that they do not have enough management; it is more like they do not have enough emphasis on the social systems. In this regard I like Seth Godin's notion of mavens as a lightweight structure to make the social systems work.

Strengths:

* Comprehensive in addressing the management and technical issues involved in implementing social networks in a modern top down corporation

* Strong focus on defining terms and laying out the taxonomy of social networking

* Chapter 10 the last chapter's first few pages summarizes a strong definition of social media and networking. It should have appeared in the first chapter as it sets a good context for the book

* Proves technical and operational management best practices for those technologies

* Clearly written and focused as it delivers a significant amount of information in 162 pages.

Challenges

* The absence of examples is regrettable, as we need to see how these practices work in reality rather than being described in the abstract. Changing social relationships is always contextually heavy and some examples would have gone a long way to addressing the points mentioned earlier.

* The book does not address business issues that can be addressed by social networking. The focus of the social networking solutions implied by the book is in terms of people using wiki's, blogs and the like rather tan what the business uses the tools to accomplish.

* The view of social networking as fundamentally a technical and central management issue. This is despite the fact that Shah offers models that are not based on central control like the starfish model. Unfortunately as he goes to illustrate potential applications the management structure turns out to be centralized more often than not (Chapter 5).

* The book outlines solutions that are dependent on the authors experience within IBM and that colors the recommendations and views. IBM is mentioned sporadically throughout the book and while they have accomplished a lot using social networking, the book is a little too IBM centric to be viewed as an entirely independent analysis of what works in the market place. This does not make what Shah writes wrong - it just makes it narrow in is potential application.

* Social behavior is assumed to come from management structures rather than the motivation and interest of people. This gives the reader the feeling that a top down approach, driven by sponsors can tacitly coerce collaboration out of a corporation.

Shah's book brings a technical set of practices that compliment McAfee's business-social definitions in his book Enterprise 2.0. This is a good thing and readers will find value. However they must recognize the limitations and implied mental models found in the book.

I need structure for social networking and this book does a good job of describing structure. However, you need the right social systems first as no amount of structure will overcome weak social dynamics and create value.

3 of 3 people found the following review helpful

1.0 out of 5 stars Badly written June 5, 2010

By Adam Khan VINE™ VOICE

Format:Hardcover|Amazon Vine™ Review (What's this?)

Have you ever read a textbook that was almost impossible to follow? That's what it's like trying to read "Social Networking For Business." The information may very well be excellent. I wouldn't know; I couldn't stay awake long enough to find out.

I picked a sentence at random so you can see what I mean: "However, you can still fit this aggregate behavioral information into the context of a given framework by separating commitment into distinct threshhold levels and watching for markers of certain types of actions that fit profiles of behavior for each level."

Just a few minutes of reading this kind of thing will put you right to sleep.

I recommend the authors read Rudolf Flesch's book, "How to Write, Speak, & Think More Effectively," apply the principles of readability, and try again.

2 of 2 people found the following review helpful

3.0 out of 5 stars Technical, Thorough, and Confusing March 15, 2010

By David Bennett VINE™ VOICE

Format:Hardcover|Amazon Vine™ Review (What's this?)

I am interested in social networking, and its possibilities in business. My friends and I spend a lot of time on Facebook, Twitter, and other sites, so it makes sense to use all of this to the benefit my businesses. My first "business" is working for a private school that is always looking for ways to increase enrollment and obtain funding. My second business is a small communications company that operates various informational websites. I was hoping to find a book that offered practical, easy-to-understand, and proven ways for businesses to use social networking. Unfortunately, I found this book to be very academic, technical, and not very user-friendly. While I am used to reading academic literature, I didn't intend to buy a book that reads like a dissertation on social networking.

First, let me highlight some of the positives. This book is very thorough, and is filled with tables full of information about various types of social networking, and ways a business can use the Internet. Shah provides detailed information on the benefits of using social networking to address common business problems (e.g. group-think, lack of real collaboration, etc). This book makes a strong case for using social networking to facilitate better communication among employees, encourage "out-of-the-box" thinking, and involve customers and partners in decision making and project development. Using social networking in this fashion saves the company money, and contributes to a company's creative capital. I also found his real-world examples helpful. Thus, there are many good points and ideas contained within this book.

Now, let me express the things I didn't like. The treatment of the topic is so thorough and academic that he lost my interest. For someone in my situation, this book was overkill. It seems as if there are headings, subheadings, and then even more subheadings below that! If I had the time to process it all, or was involved in a business big enough to thoroughly explore every facet of social-networking, this book would be great. I just don't really need to know the six social government models, or the five "markers of commitment levels" (comfort with online tools, doing the minimum, participating and learning, relating and belonging, seeking recognition, and altruism...just so you know!). Even the examples he gives that I am familiar with and use, such as a popular blogging website, are often buried in sections like "Ecosystems," where I learned that said blogging site is a "homogeneous ecosystem," while IBM is an example of a "heterogeneous ecosystem." While I understand his point, I am not really that interested in the detailed theories related to a blogging site. Unfortunately, this is the only instance that the very successful site is mentioned in the entire book!

Overall, this book may be helpful for some people, who are very interested in social-networking, or who are involved in a business that is big enough to deeply explore the benefits of social-networking. This is why I gave the book three stars; Shah knows his stuff, and I am convinced someone will benefit from it. However, that "someone" is not me. I would have preferred a more concise and practical book, filled with simple and concrete steps businesses can take to use social-networking for their benefit.