This morning, my Kiwi compatriot, Simon Young (@audaciousgloop on Twitter) answered the question in the title on his own blog, predominantly in the context of explaining to people how his company, iJump, makes money.
I figure as there is growing interest in the business value of social media, I would have a lash at the same question. So, here goes nothing…
I talk. A lot. I listen more. Two ears, one mouth used in that proportion. By doing this, I can build an understanding of my clients’ business and get across the problems they face – whether it’s collaborating internally, talking to their customers and stakeholders in the right way, or understanding how the market works in the social media world to name a few common issues.
I talk and listen some more. Strategising with my clients on building an understanding of their problems and the possible approaches they might take in addressing them is a core component of my work. From these discussions, which range from one-on-one with the CEO or mail room guy to large workshops with the entire staff, we’re able to build a list of issues to be addressed and some thinking about what we can do to address them. Sometimes it’s quick fixes we can start on tomorrow. Other times, we build a six month to one year plan.
I research and write. Lots. For myself and for my clients. Those issues that need solving? Sometimes that very issue has been tackled before. I want to know when, how, why, who did it and with what. So do my clients. I also want to know what the latest thinking and case studies on business use of social tools is. It’s my job to do that research and help my clients understand what it all means.
So, what words might be used to describe all this stuff? Innovation, change management, cultural change, mentoring, teaching, consulting.
The technology part of this equation, as Simon said in his post, is the least complex part. Understanding organisational culture, readiness for change and what motivations might bring about that change in individuals, groups and organisations are the bread and butter of my work. How do we flatten corporate structures? Encourage fast, cheap and innovative experimentation and failure? Change the management mindset from command-and-control to conversation, collaboration and community?
That’s the cool stuff. That’s the stuff I love. That’s why acidlabs is unique.