Does your organization get support from the top for social business initiatives -- or not?

When we caught up with Heidi Ambler, director of IBM Social business, earlier this month, she said that oftentimes an organization’s culture holds back social business initiatives. Is your C-Suite truly invested in and supportive of enterprise-wide social collaboration?

And what about the customer facing side of social? Are your senior leaders enabling you to explore comprehensive social campaigns there? 

Report: Executives Are Investing in Social

A report released today aims to gauge how organizations are doing in social business on a holistic level -- from daily business operations and customer marketing and sales to customer service, research and employee communications and collaboration.

In one category of the report, the news is good for those hoping for executive support -- 67% of executives say it's "very important" for their organization to become what survey organizers define as a "socially enabled enterprise.”

The Oracle study, released today at the Social Media Today Social Shakeup in Atlanta in partnership with Social Media Today and Leader Networks, included more than 900 marketing and IT leaders and asked how they leverage social technologies and practices.

Most of the findings were not shocking:

  • More companies are finding social business initiatives important to a company’s success
  • More companies are likely to consider customer satisfaction the number one metric for their social business initiatives
  • More companies anticipate significant growth in the use of insights gained from social platforms
  • Growth in social platform utilization has a significant or transformational impact on the way that one-third of respondents interact with customers

Why This Survey?

Where social business initiatives are emerging, so, too, are reports and surveys about them. So why this particular survey today from Oracle?

We asked Vanessa DiMauro, CEO of Leader Networks, which co-sponsored the survey. She said the respondents themselves -- who she called true “decision-makers” in their organization -- make this survey unique and valuable and offer potential to turn data into action.