We @iGo2 believe that the CIO can easily become an innovator and thought-leader in social business by repurposing skills and knowledge long-held in enterprise IT.
Social business, as a enterprise-wide endeavour, has to include thorough processes and structures for such things as strategy, change management, governance, architecture, cross-company and cross-functional communication and coordination, federated organisation, change control, pilot projects, and outsourcing selected areas.
When we think about corporate IT we know that they have developed capabilities over many years for managing such things as strategy, architecture, business engagement, priority setting, technology advancement, vendor management, outsourcing, and federated IT coordination – and usually through a Corporate IT Steering group. We are thinking here of the types of practices embodied in some of the seminal books on CIO practice such as Marianne Broadbent’s “The New CIO Leader” and say “IT Governance: How Top Performers Manage IT Decision Rights for Superior Results” by Peter Weill & Jeanne Ross.
Clearly, the social business management needs, and the corporate IT capabilities overlap. In that light that the core requirements (strategy, architecture, measurement and governance) of social business would be familiar to corporate IT and can be used as a guide to help understand how to translate the skills within the office of the CIO into social business governance at a corporate level.
Do you have a different view?
Update > @adamson put together a comprehensive view in his The CIO leadership role in Social Business post earlier this year