It’s the summer of 2014 and enterprise social networks are as hot in the market as they were a year ago. But there remain a handful of persistent myths and half-truths that organizations still encounter on the path to “working like a network.” Like the Greek gods and loony theories about Jon Snow’s real parents on Game of Thrones, these myths never really die. Unlike those other myths, though, the ones around enterprise social can really hold you back from a successful deployment.

If you’re interested in truly achieving success with an enterprise social rollout, you'll need to tackle these roadblocks head on and have a strategy in place to accept, address and sometimes even outmaneuver them.  

Let's call out the myths and address them head-on. The way to get around many issues with enterprise social involve adequate planning and communication, but these particular problems represent fundamental beliefs often held by the planners and communicators.

In other words, they’re assumptions you want to change within your stakeholder team before you even get started. Curious? Good. Let’s get going.

Myth #1: You need everyone in the organization on the same social network to see real business benefits from adopting ESN.

Truth: A single, unified enterprise social network might not be the best answer for your organization. 

Different business areas have different business needs, and the curious evolution of ESN solutions has created a marketplace with several key fissures. Who integrates best with Workday or PeopleSoft? (HR will gravitate in that direction.) Who talks shop with SAP? (Manufacturing firms will take a hard look, especially if the price is right.) Who can make meaningful use (pun intended) out of data in Epic, McKesson and Cerner? (Healthcare providers will pay very close attention!)

Meanwhile, across the platform, Microsoft’s Yammer will increasingly appeal to information workers who like their social with a heavy dose of the PowerPoint, Excel and Word files they’re churning out online. Salesforce’s Chatter will win the day with business development types who love the tight integration with the data they live by (except in Dynamics CRM shops where Yammer rules). Big, global conglomerates with a heavy IBM footprint will continue to get mileage out of Connections, while those with the time, money and inclination to do ESN as a platform will be very impressed with the pure-play offering of Jive and their growing list of integrated partnerships.

The temptation is strong to standardize on one ESN platform. There’s merit in the belief that a network grows progressively stronger as it adds more nodes. That’s certainly what every vendor wants to see -- as long as you choose theirs, of course. But anecdotal evidence suggests that platform adoption may well be just as fractured as the audience is.

In the spring of last year, I participated in an enterprise social “user roundtable” at Gartner’s Portals, Content and Collaboration (“PCC”) Summit. Slightly more than a dozen representatives of large and mid-size companies, public and private alike, sat around the table and swapped stories about our various deployments of enterprise social tools.

Nearly every person there came from a company that had taken at least two networks to proof-of-concept, and found -- get this -- that different areas of the business preferred different tools. That makes sense. Anyone can do a newsfeed. As noted above, the leading networks are evolving to appeal in other, stickier ways -- and those ways don’t always cross paths naturally.