Improve Organizational Efficiency via Social Media-Part I

As a continuation of one of our previous blog posts about the social media platform Hoist, I would now like to address how the organizational adaptation of working socially positively influences the workflow of internal processes, thus improving the organizational efficiency.

As mentioned, Hoist is a browser-based working platform build on the idea of social networks. From an organizational perspective, the platform makes it possible to manage diverse flows of information and process and secure these into knowledge, available to all employees at any time. Knowledge is effortless being diffused through the organization, (i.e. a pull effect on knowledge sharing seem to arise), which leads to a generation of an automated organizational development process.

One of the latest added features in Hoist, and one that we at Mindjumpers especially appreciates, is that the platform now enables project related task delegation. As a practical example from Mindjumpers, this new feature enables our project management team to delegate specified client project related task to specific employees, respectively. As such, Hoist provides a continuously developing ‘to do list’ for the individual employee, as well as a list to the project management team on delegated task related to a given client project. In this way it becomes increasingly manageable for our project management team to make sure that deadlines are being met and that the deliverables to a given client are processed.

The task feature is open and transparent, which makes it possible for everyone to be updated on which tasks that have been assigned to whom, which again enables others to comment on a given task in progress. This helps to eliminate the risk of having employees misusing resources, as well as increasing the sense of interconnectedness and social relation across the organization.

By adapting to this method of working socially, synergies have already started to show (e.g. by shared responsibility for deadlines, and increasingly shared affiliation for a given client project, since everybody know the roles and responsibilities of everyone else in the organization).  As such, the organization seems more agile and framed. By integrating Hoist as a mean for how to solve the continuous management of our client projects, we at Mindjumpers have experienced how two additional dimensions to social media has emerged; social media for Internal Communication and Project Management, respectively. Rather than setting up company policies on the extent of how employees are allowed to use social media networks, we encourage organizations to rethink how these various platforms can be used beneficially to enhance the synergies of organizational knowledge sharing. By doing so, organizations are likely to replace the traditional ‘one to one’ knowledge sharing at the water cooler with a collaborative, multilayered communication platform that serves as a continuously developing social knowledge base, enabling employees to be increasingly productive due to access to relevant flows of information, and thereby contributing to organizational efficiency.

Tomorrow, I try will address how the adaptation of working socially can positively influence the relation to, and collaboration with, clients or customers. In the mean time, try to imagine how your organization might benefit from working socially.

To be continued…

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Key Factors For a Successful Client-Agency Relationship

collaboration-imageBack in February, our CEO Jonas Klit Nielsen, shared his thoughts in a guest post on Findgood’s Blog. The post addressed the key factors in building a successful client-agency relationship.

A new report from the IPA (Institute of Practitioners in Marketing) and Hall & Partners, “From Mad Men to Sad Men”, now reveals that the challenge to build and maintain a positive and flourishing collaboration between agency and client is more difficult than ever before.

With that in mind, it seems relevant to re-share Jonas’ thoughts on the subject, and reflect a bit on what we, whether agency or client side, can do to strengthen relationships and focus on creating brilliant work that delivers great results.

 

Transparency

It’s 2015 and the world has become more transparent than ever – this is also a universal truth when it comes to the future of great client-agency relationships.

Without being transparent in how you do business, you won’t be able to be honest about your demands and deliveries, and thus push each other’s boundaries, which is absolutely key to building a strong and productive relationship. When you start building new relations hang on to the thought that both parties want you to be successful. If you’re not, you won’t be able to create dents in the universe together.

 

Trust

We have been working with social media since 2008, which means that for many of our clients we have entered unknown territory together. When exploring new opportunities, with no best practices or well-documented approaches established, clients understandably need to trust you, and it becomes vital for both parties to always stay aligned in regard to expectations.

As an agency you don’t have to push the limits of your clients every day and all the time, but when you ask them to take a leap of faith, do it with eyes wide open and with all the calculated risks on the table. Most clients are prepared to take risks, they just want to know which, and be able to take the possible implications into consideration.

Working with social media involves handing over some control to the users and to us as an agency. Some would say that the loss of control is inevitable, but don’t lose sight of the state the client is in and the objectives you have agreed to – if you acknowledge where the client is coming from and where they are today, they will trust your guidance and let you be part of their future.

 

Increase Collaboration

We believe that great content can come from any of our clients’ stakeholders. That belief presents a challenge for us, as we need to work closely with the entire team of appointed agencies without increasing the complexity for the clients. The clients demand daily collaboration and expect everyday operations to run smoothly.

To meet this challenge we started thinking about our client-agency relationship from a holistic perspective: What if we could be the solution by creating an editorial structure that de-complicates the task of managing social brand channels with multiple client stakeholders?

The greatest thing about this holistic approach and our implemented processes is not only being more successful in meeting the demands of our clients, but in our journey we have become much more efficient from an internal perspective, giving us a competitive advantage. Our learning is that when evaluating all our processes the key is well-documented structures but at the same time keeping it simple.

 

And please… Stick with the right stuff

As social media has moved up the brand strategy funnel over the years, we experience an increasing number of requests to take on tasks outside of our specialty, something that might seem very tempting.

Agencies can pitch to take over more and more duties within different disciplines, but if you’re a niche agency such as ours, you’ll come out better and stronger if you know when to withdraw from tasks too far away from your core competences. From a client perspective you might ask a separate appointed agency to do extra tasks to avoid adding another agency to your list, but then you risk not getting the level of expertise the task actually requires.

As an agency you risk either having a disappointed client, loosing the relationship to the client’s other agencies or ending up with a satisfied client but an unhappy accountant. As Seth Godin says “Quit the wrong stuff. Stick with the right stuff. Have the guts to do one or the other.”

 

Which key factors have you found crucial for building a valuable client-agency relationship?