{"id":587,"date":"2023-10-31T16:45:59","date_gmt":"2023-10-31T15:45:59","guid":{"rendered":"https:\/\/tulipemedia.com\/?p=587"},"modified":"2024-04-26T00:04:15","modified_gmt":"2024-04-25T22:04:15","slug":"corporate-social-network-csr","status":"publish","type":"post","link":"https:\/\/tulipemedia.com\/en\/rse-reseau-social-dentreprise\/","title":{"rendered":"CSR: the Corporate Social Network (or modern intranet) deciphered in 10 points"},"content":{"rendered":"

For more than ten years we have been hearing about the CSR<\/strong> : the famous Corporate Social Network<\/strong>. Except that in practice, apart from certain large structures, or certain start-ups which use messaging systems like Google Teams, we do not see many organizations which have taken the time to implement a sort of intranet which would allow employees to simply find information inherited from several years of experience from a simple search.<\/p>\n

Indeed, messaging or project progress management are roughly the two most used tools in companies, but few organizations use tools that provide simple access to information in \u201ccollaborative\u201d mode. ". Some employees \u2013 especially new ones \u2013 sometimes get lost for several months searching for information<\/strong>, discover it, ask for it from former collaborators before being perfectly operational.<\/p>\n

It's a shame, because the experience that comes from several years of practice and work<\/strong> should be able to be better exploited, through knowledge bases<\/strong> which would be accessible and editable<\/strong> at any time. This would waste less time, streamline management, and improve expertise within an organization.<\/p>\n

So what are the advantages of a corporate social network? What types of organizations is it suitable for? What issues underlie the implementation of a CSR<\/strong>, and in what ways can it be installed? This is what we are going to see here.<\/p>\n

First, a quick definition of what a Corporate Social Network<\/strong>, before focusing on the issues, advantages and limitations that result from it!<\/p>\n

Note: This chapter initially published in 2012 then republished in 2023 is the 7th in a series of course on Management 2.0, the summary of which can be found here<\/a><\/strong>.<\/p>\n

1 \u2013 Definition of a CSR<\/h2>\n

No, CSR<\/strong> does not mean here Corporate Social Responsibility, but rather Corporate Social Network<\/strong>. It is, in short, a social network bringing together members of an organization<\/strong> and which aims to foster collaboration<\/strong>, teamwork, mutual aid, exchange, sharing and horizontal communication.<\/p>\n

The concept of CSR<\/strong> is inspired on the one hand by existing social networks such as Facebook, Twitter, LinkedIn & others, but also by collaborative platforms such as discussion forums (formerly Hardware, Comment\u00e7amarche, more recently Stack Overflow) and question sites - answers (formerly Yahoo Question Answer, more recently Quora).<\/p>\n

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Now that the concept is clearer to you, we can get to the heart of the matter, discussing the advantages of a CSR<\/strong>, before focusing on the ways of implementing it and the issues it raises.<\/p>\n

2 \u2013 Create shared collective intelligence<\/h2>\n

The main advantage of a CSR<\/strong> is located in this precise point: that of shared collective intelligence<\/strong>. By promoting exchange and communication, you create through CSR a database that collects ideas<\/strong>, case resolutions, practical tips, etc\u2026<\/p>\n

This database<\/em> has inestimable value in terms of productivity, because it allows your employees to find solutions quickly, without having to get lost in endless documentation, get discouraged or ask for help here and there.<\/p>\n

The idea is to allow your colleagues to help each other, and to keep track of this mutual help, similar to the databases of consulting companies, which keep the processes carried out for their clients, so as to put them available to teams in the same sector.<\/p>\n

3 \u2013 Value skills, individuals and self-esteem<\/h2>\n

By creating a CSR<\/strong>, you highlight the people<\/strong> and their SKILLS<\/strong>. The objective is not to classify individuals according to their hierarchical position, but by areas of expertise<\/strong>. Therefore, in large decentralized companies, the CSR<\/strong> favors exchange between individuals<\/strong> represented by their profile on the network, and this mutual assistance allows everyone to flourish through your professional identity<\/strong>.<\/p>\n

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Just as Facebook, Foursquare or Pinterest play on the navel-gazing of consumers and the exacerbation of their cultural and consumerist identity<\/a>, THE CSR<\/strong> must be able to highlight professional identity<\/strong> in order to boost the happiness<\/strong> And self-esteem<\/strong> at work.<\/p>\n

In addition, a person's profile on an RSE does not only include the skills, profession or projects in which they participate, but also certain extra-professional centers of interest (sport practiced within the company by example) which further forge each person\u2019s identity.<\/p>\n

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Maslow's pyramid excellently revisited by Mutiny.org<\/em><\/figcaption><\/figure>\n

Finally, the fact of doing circulate information<\/strong>, helping juniors with their problems and providing solutions to the company is rewarding in terms of self-esteem<\/strong> (see Wikipedia or discussion forums), which creates a sort of virtuous circle around the circulation of knowledge and collective pedagogy<\/strong>.<\/p>\n

The philosophy defended by an RSE is therefore clear: improve the productivity and creativity of your employees not only through exchange, but also through an atmosphere of professional development.<\/p>\n

4 \u2013 Manage change management<\/h2>\n

\"\"There are several factors that could dissuade organizations from implementing an ESR.<\/p>\n