Modern CIOs must reconcile the gap between their role as protector of corporate information assets and the need to drive organizational innovation and openness. Although bridging these two dimensions of the CIO mandate is difficult, this struggle creates perhaps the greatest opportunity that most CIOs will ever see in their lifetime.
Social networking is a primary force in the push toward information transparency. As Facebook reaches a billion users, social networks like Twitter and LinkedIn have created a sustained and undeniable effect on society, transforming expectations of privacy and information control, while obliterating the once-sacred separation between work and home life.
The CIO’s need to balance user demands for transparency while maintaining strict controls and governance to protect the organization create a demanding situation for even the most seasoned leaders. Nonetheless, the cultural changes wrought by social networking are a lever that forward-thinking CIOs can use to drive innovation and transform their role in the business.
The value of social networking. The CIO of Intel Corporation , Kim Stevenson, explains that social networking solves an important problem in large organizations: “The flow of information unintentionally becomes gated as an organization grows, creating silos and making it difficult to find the right person who has the information you need. Social computing offers a more dynamic means to reach into the organization.”
To help Intel achieve the full potential of social networking and collaboration, Stevenson believes it is necessary to understand the company’s organizational dynamics, culture, business strategy, and leadership.
Stephen Lamb, CIO of the British Columbia Institute of Technology (BCIT), a school with 46,000 students, shares Stevenson’s belief that social networking success is not primarily a function of technology. Lamb says he wants to use social networking to help those inside his organization “find other like-minded people who share a sense of common purpose,” adding, “We need to get away from hoarding mentalities to increase information sharing and mutual benefit for everyone in the organization.”
Lamb is convinced that CIOs should take leadership on internal social networking and collaboration initiatives, explaining, “CIOs have unique insight into their organization because we touch aspects of life in every department. The CIO must shift away from just being a gatekeeper and help the organization to thrive.”
By advising their organizations on business impact and strategy, these CIOs help drive operational benefit while retaining their own value even as technology changes.
Creating a culture of collaboration. Intel’s Stevenson sees social networking as a means to transform critical aspects of her company’s culture, especially in relation to power, influence, and knowledge sharing.
Stevenson says that traditional organizations rely on a “one-to-one anointed expertise model,” in which individuals gain power by hoarding, rather than sharing, their knowledge. In this environment, which dominates the private sector and government, collecting knowledge is an important basis for career advancement and prestige. Power and influence based on withholding knowledge creates information silos and disincentives for cooperation across departments or groups; these silos breed inefficiency and inhibit corporate agility.
In contrast, Stevenson relies on internal social networking to help create a culture of collaboration that vests power based on information sharing and achieving group performance metrics. “Trust and reputation are key” to making this work, she says.
Both CIOs view social media as a means to amplify the value of people, resources, and intellectual property across their organization. This perspective culminates in a relationship with the business that fosters innovation and culture change, a dramatic shift from the traditional CIO role as master of feeds, speeds, and gadgets.
Becoming a transformative leader. Social networking strategies offer CIOs the means to shift the conversation from technology to strategic innovation. In addition, because technology inevitably becomes commoditized, focusing on leadership rather than bits and bytes can help CIOs prevent their own professional obsolescence.
I asked Dion Hinchcliffe, author and Executive Vice President for social business consultancy Dachis Group, to share his advice for CIOs traversing the path from technologist to business leader:
- Lead by example. Frequently talk about social collaboration across the company and encourage managers to drive the desired behavior changes.
- Drive culture change. Social collaboration requires a different mindset from the heavyweight and overly pre-planned linear business processes of previous eras; the culture shift is important.
- Redesign business processes. Do not isolate systems of record from systems of engagement; connect traditional and social processes to unify information flows.
In summary, despite being a set of technologies, the real value and impact of internal social networking lies in transforming how an organization operates and functions. As a result, innovative CIOs have an excellent opportunity to assert leadership and value paths that were unavailable even a few short years ago.
Michael Krigsman is the president of Asuret, which advises management on the effective use of technology. He writes frequently on topics of interest to CIOs. Interact with Michael on Twitter at @mkrigsman.