The headline is by now familiar – Everything and Everybody is Becoming Connected[1]. Some see it as Nirvana (an obvious means to solving the world’s problems).[2] Many see the dangers in the evolution (security and privacy). Good or bad, there is a cacophony of advice on how to take advantage of the disruptive paradigm of digital networks.
But with all of the available observation, plethora of available “social strategy”[3], and unending evolution of new devices, and applications, it just seems like something is missing. Companies are bombarded with strategies and tactics without getting the most important first step right – the development of a Network Belief System.[4]
It is the alignment of beliefs, values and motivations that ultimately determines whether an organization will successfully leverage networks. Before technology choices are made, marketing dollars spent, and social media consultants on-boarded, executives must create systemic understanding of if, how and why, new age digital networks can lead to competitive advantage.
They might start by asking basic questions. For instance:
- Do our customers, employees, and partners believe that new age digital networks are important to our business? Do they believe that we are capable of delivering on “the network promise”. (Belief)
- Does our corporate culture embody the values of sharing, listening, connection, and exchange that foster successful network strategies? Does what our customers, partners, and employees say matter? (Values); and,
- Do we have the desire and energy in our workforce to do the hard work of evolving our business processes (assuming an alignment of values and beliefs)? (Motivation).
Generationally, executives may not have the technology skills, or maybe even the networking skills to bridge the chasm from traditional business models to new models built on digitally enabled networks. But they usually possess the most important skill – being able to align organizational beliefs, values and motivation – The Network Belief System.
Is your organization ready? Does it have the aptitude for change? Does it have the skills for change? Does it share the vision for change? The honest answers to these questions are a critical first step for any business to flourish in a networked world.
(So what are the elements of the Network Belief System? That will be the subject of my next blog post – The Network Belief System part 2].
[1] One of the most insightful works on the evolution of digital networks can be found in “Networked” The New Social Operating System by Lee Raine and Barry Wellman MIT Press (2012).
[2] Byron Reese gave one of the best presentations that I have seen on this topic at SXSW 2013. His recent book is, Infinite Progress: How the Internet and Technology Will End Ignorance, Disease, Hunger, Poverty, and War (2013)
[3] See as examples, The Seven Factors of Social Business Strategy, by Charlene Li and Brian Solis of the Altimeter Group, or my SoPhy Model, represented here.
[4] There is a fair amount of literature on how belief systems are defined and developed. One simple work that I have found most helpful is titled Setting Goals in Line With Your Belief System, by Andrew Ostoja. I would highly recommend this easy read. Though it is written for individual beliefs, it can easily be metaphorically adapted to corporate belief systems.
