Why Enterprise Social Networking Will Replace Email

why enterprise social networking will replace email

Enterprise Social Networking

Despite the growing use of intranets, wikis, instant messaging and content management tools like SharePoint, none of these tools has been able to replace email. Email’s ability to convey anything and everything is a powerful enabler. Yet that enabler has resulted in email being overused and misused. Email usage has grown to the point that inboxes fill faster than can be handled.  More and more of a corporate worker’s time is spent dealing with the onslaught while the amount of useless and junk mail is only increasing. It is time to replace email.

In the consumer space, Facebook and Twitter have shown how friends and family can stay connected and communicate frequently and richly without email. Pockets of employees have even started to use Facebook and Twitter to share with and follow their co-workers. Enterprises are now looking for ways to bring social network communication paradigms into the workplace in a way that provides for privacy and security of proprietary information for a “social network” that is comprised of their employees. Although social networking has enabled explosive growth in communication and entertainment in the consumer space, it still has untapped potential to replace email and increase productivity.

Enterprise social networking has recently gained some adoption in the workplace. However, current products do not replace email but supplement it as a new and isolated channel of communication and collaboration within a subset of co-workers, and they provide little or no integration with other enterprise tools. Many also fail to provide features that allow an enterprise to realize the full potential of a vibrant, open enterprise social networking product. This post explains the benefits of social networking for enterprises and why enterprise communication and collaboration will replace email. It also describes the attributes of a business social networking product that is structured for the enterprise.

Email: Used And Abused

Email is used within a company for everything from information requests, status reports, task assignments, communications with customers and suppliers, meeting invites, document distribution, notices from HR on benefits and birthday wishes. In 2009, Radicati reported that the average corporate worker spends 25% of the workday on various email-related tasks. In comparison, the time spent in personal meetings accounts for about 14% of the typical workday with office and phone conversations taking about 9% .  Email usage has grown to surpass face-to-face and telephone modes of communication and collaboration.

In reality, only a fraction of the email that hits our inbox deserves our immediate attention. We filter out the important email by sender or subject.  The rest are left for another time, or saved and never read until we need to search for it. Worse yet, many emails we receive are not relevant to us. As we apply this method of deferring reading email, we let the count of unread emails grow at the risk of missing an important task, request or information.

Employees and corporations attempt to deal with the growing email inbox by using email inbox rules, filters and folders, like Outlook’s ignore feature or Gmails’ mute feature.  However, these can result in unintentionally deleting useful emails or hiding future emails that may be important. Some companies like Nielson have responded to this isssue by disabling the reply all button in their corporate email clients. Other companies have declared email-free days. Even with these measures, some workers declare email bankruptcy by deleting the contents of their email inboxes and starting afresh. Another response is self-censorship. Many workers are choosing to withhold useful information for fear of having their email judged as SPAM by the recipients. None of these “remedies” help to increase information flow, collaboration or creativity.

Email “Push” vs. “Pull”

The email user paradigm has the following basic characteristics for the sender:

  1. The sender authors a message and addresses it directly to one or more people with their known email address.
  2. The sender expects that their message will appear in the inboxes of the recipients and be viewed by them.
  3. The sender expects that their email will be read and that the reader will reply, take action or digest the content in some way.
  4. The sender expects that the message is only seen by the addressed recipients, although it is possible that the message could be forwarded to others,

The email recipient paradigm has the following characteristics:

  1. The recipient does not expect an incoming message unless it is follow-up from another communication (voice, fax, IM or email), Messages are “pushed” to the reader.
  2. The recipient knows that the sender expects them to read the message and to either digest the information or take some action.

Email is a push channel that provides direct access to our attention by anyone with our email address. We give our email address to people, companies and to websites in trust that they should only send us messages that are important to us. An unwanted email from an unknown source is a clear abuse of this channel. Spam filters can help with some of that but we also get a flood of email from known sources that are either useless or that we would prefer to see if and when we need access to it (Pull). The shift from subscribing to the delivery of e-zines, blog post updates and news through email to subscribing to RSS feeds is an example of moving from a push paradigm to a pull paradigm. We are already segregating our information flows from push to pull to manage our email inboxes while increasing our access to information.

The bigger problem with email is when it traps knowledge in the email inboxes of the sender and the receiver. Knowledge is the key asset of a company. There are some emails that should remain confidential but much of the information exchanged between employees should be open. Discoveries shared between two researchers could be used by a marketer to come up with a new product. Success stories of one sales rep could benefit other sales reps. Problems faced by one software engineer working on Project A could be solved by another software engineer working on Project B.

Social Networking

Facebook and Twitter have introduced new communication paradigms that have been wildly successful. Facebook now has over 400 million active users and 50% of them log in every day. The average user has 130 friends and creates 70 pieces of content each month. As of April 2010, Twitter has over 100 million registered users.[2] Twitter users are, in total, tweeting an average of 55 million tweets a day and 37% of active users tweet from their mobile phone. As users of these services, we follow the updates and news feeds from our friends and networks. Our friends and networks are free to update and tweet about anything and everything, and we are able to manage it how we want. Social media in the private and personal setting has become an outstanding way to replace email.  It has revealed that there is a better way to stay connected with people and to know more about them. How is this increased connectivity and sharing possible, even enjoyable, without being a burden? The key is in the how people connect with each other and how people share content. The core paradigms of these consumer applications are directly relevant to the work place as well.

These three paradigms can be used to replace email and create a powerful Pull environment for information sharing, communication and collaboration in an enterprise context.

The immediate benefits of using this product to replace email are:

  1. Microblogging encourages short, one-topic messages. Attachments can accompany a microblog message but if there is an attachment, the message conveys the context so that the interest level can be quickly determined.
  2. The Follow/Follower model lets an employee opt-in to receive the Activity Feeds from another employee. In email speak, this is analogous to an employee being able to put their name on a CC: list or take their name off of a CC: list in an email thread.
  3. Activity Steams provide segregated categories of information that a reader can subscribe to. One employee may be interested in document and event activities of a peer but not care about status updates, tasks, or activities associated with specific projects.

An enterprise social networking product is about:

  • Providing people, knowledge and resources when needed.
  • Enabling and increasing the rate of discovery of people, knowledge and resources that support the goals of the individual and the organization.
  • Providing work spaces where teams can share, collaborate and create.

On Facebook, we can discover shared interests with friends and friends of friends. In the enterprise, we need to learn about ideas, discoveries and the skills of colleagues and others within the organization. On Facebook, we can browse a photo album from a friend’s vacation. In the enterprise, we need to able to browse the documents of a colleague who works on problems related to our work. On Facebook, we can read the profile and wall of a newly friended person in our network to see where they grew up and what they like. In the enterprise, we need to be able to search for and read the LinkedIn profile of our colleagues to locate people with backgrounds and skills with whom we can collaborate. On Facebook, we can follow the fan pages of celebrities, companies and events related to our personal interests. In the enterprise, we need to follow leaders, teams, projects and events related to our work goals.

Enterprise social networking can be implemented using a team collaboration software that would enable and encourage:

  • Convenient sharing of status updates, documents, knowledge and ideas among individuals and work groups.
  • Building relationships across disparate locations and time zones.
  • More visibility across the organization.
  • Discovery of people, knowledge and resources.
  • Dissemination of information and building collective intelligence.
  • Increased speed of problem solving and creativity.

Conclusion

Using Enterprise Social Networking to replace email allows information sharing and collaboration in a pull paradigm. The pull paradigm offers tremendous benefits over the push paradigm of email. As products are developed that deliver enterprise-grade social networking experience, employees will see the benefits and naturally migrate their communication and collaboration towards the enterprise social networking systems and away from email just as we have seen in the consumer space.

MangoApps

MangoApps can help you replace email by uniquely combining enterprise social networking, team collaboration software and intranet software into one breakthrough product. communication, collaboration, and sharing are forever changed.