2-13 Identify the people, organization, and technology factors responsible for impeding adoption of internal corporate social networks. 
2-14 Compare the experiences implementing internal social networks of the organizations described in this case. Why were some successful? What role did management play in this process? 
2-15 Should all companies implement internal enterprise social networks? Why or why not? 
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Business Problem-Solving Case Social Business: Full Speed Ahead or Proceed with Caution?

As companies become more dispersed in the global marketplace, employees are turning increasingly to
workplace collaboration technology, including tools for internal social networking. According to Craig Le

Clair, principal analyst for enterprise architecture at Forrester Research, 50 percent of global workers by
2020 will be between 20 and 35 years old. These employees are experienced users of texting, messaging,

wikis, and Facebook and appreciate work tools like the social media and chat apps used in their private

Adoption of internal social networking inside the company, often referred to as enterprise social networking,
is also being driven by the flood of email that employees typically receive each day and are increasingly

unable to handle. Hundreds of email messages must be opened, read, answered, forwarded, or deleted. For
example, too much email is what drove Hawk Ridge Systems to adopt Glip, a cloud-based social tool for its

200 employees located in 15 offices in the United States and Canada. Glip features real-time messaging,
group chat, videoconferencing, shared calendars, task management, and file sharing all in one place. Glip

helped Hawk Ridge operations manager Samuel Eakin go from 200 to around 30 emails per day. Another
driver of enterprise social networking is “app fatigue.” In order to collaborate, many employees have to log

on to numerous apps, creating additional work. Contemporary enterprise social networking systems often
integrate multiple capabilities in one place.

A recent survey of 421 professionals conducted by Harvard Business Review Analytics Services found that

collaboration tools could be effective in boosting efficiency and productivity while enabling users to make
better business decisions. The products also expanded the potential for innovation. However, not all

companies are successfully using them. Implementation and adoption of enterprise social networking
depends not only on the capabilities of the technology but on the organization’s culture and the compatibility

of these tools with the firm’s business processes.

When firms introduce new social media technology (as well as other technologies), a sizable number of

employees resist the new tools, clinging to old ways of working, including email, because they are more
familiar and comfortable. There are companies where employees have duplicated communication on both

social media and email, increasing the time and cost of performing their jobs. BASF, the world’s largest
chemical producer with subsidiaries and joint ventures in more than 80 countries, prohibited some project

teams from using email to encourage employees to use new social media tools.

Social business requires a change in thinking, including the ability to view the organization more

democratically in a flatter and more horizontal way. A social business is much more open to everyone’s

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