Bridge the Communication Gap within Organizational Hierarchy through ESNs

Makarand V. Sawant, Senior General Manager - IT, Deepak Fertilisers and Petrochemicals Corporation

The key purpose of an enterprise network is to eliminate isolated users and workgroups. All systems should be able to communicate and provide and retrieve information. Ad­ditionally, physical systems and devices should be able to maintain and provide sat­isfactory performance, reliability and security. Enterprise computing models are developed for this purpose, facili­tating the exploration and improvement of established en­ter­prise com­munication protocols and strategies.

Most of us realize that while each of us have our own ideas and strengths, figuring out what it takes to achieve greatest impact and relevance involves climbing over our organizational walls. However, even professionals who understand the importance of networking as a tool for increasing effectiveness seem to miss the fact that they must take networking a step further to offer true leader­ship around their mission.

Every one in an organization has valuable informa­tion, yet it remains locked in different corners of the organization. The challenge faced by leaders, is how to tap into that knowledge across geographies, traditional hierarchies, and business silos. The changing face of or­ganization owing to dynamics of business models is con­stantly pestering for new strategies to materialize effica­cious leadership within business organizations.

Imagine an organization that is digitally connected, colleagues connect seamlessly with each other across silos and geographical boundaries. Management has its finger on the pulse of the company, is aware of every crisis-in­duced quickening. One of the best ways for organizations to thrive in a digital world is by building and nurturing true online communities. There are a number of key fac­tors that help organizations create new types of business results through enterprise social networks or online communities.

A pragmatic approach to actualize effective leadership is to utilize the potentials of En­terprise Social Networks. These applications introduce the facets of dynamic leadership. ENs empower top managerial roles to engage in intuitive collaboration and interactions across the echelons of an enterprise verti­cally. Engagement, collaboration, interac­tion and sharing are the pivotal aspects to actualize dynamic leadership and ESNs enables leaders to prove their competence instinctively.

Enterprise Social Networks offers personalized feed­back to every single employee within the network. In­ability to provide prompt feedback means depriving em­ployees of the opportunity to improve their performance. This further degrades into lowered effort of agents, hence, lowering the overall productivity of the organiza­tion. As Enterprise Social Networks offer a common plat­form to top managerial roles and root level executives, a responsive and agile work environment can be concocted by using these platforms. Promoting intensive dialogue between roles throughout the hierarchy levels assist to proffer motivation among employees and drive high productivity.

Leaders need to devote substantial amount of quality time to the team. CEOs or the top management must be available in times when employees need them for sup­port, guidance and help to reach their objectives. Manag­ing time for employees has many implications that directly and indirectly influence overall productivity of any business operation. Failing to do so, in­duces a feeling of deprivation that de-motivate employees to approach their leaders in critical situations, which, many a times backfire as sheer misunderstanding and ultimately, loss of resources. Leveraging social networks within enterprise enables to create Mental Proximity between leaders and teams. These programs help leaders to connect with their counterpart from any where and anytime.

Enterprise Social Networks not only help in bridging the gap, but also substantiate the required gap be­tween leaders and employees. Leaders have to make tough decisions at times and being too mingled with persons in the teams, may coalesce as a hindrance to such situations. Aspects such as sycophancy have been a top issue across organizations, which are manifestations of “Too-friendly” relationships and behaviour between top leaders and their team members. Many a times, people tend to take advan­tage of friendly and approachable leaders, which brings nothing but complicacies in the functional structure of the organizational hierarchy. Apart from having a bird’s eye view of the team, leaders can interact, collaborate and coordinate with the team members while maintaining a strategic relation to bring out the best of productivity in them.

Conventional leadership styles are being constantly proven inadequate to make an impact on present day work dynamics. The obstacles in managing and maintain­ing next gen employees can only be mitigated effectively though modern aids, matching to the au courant features of workspaces. Enter­prise Social Networks, with its plethora of advantageous features help in reallocation, revamp and execution using a convenient system.

Community building through social enterprise can pool strength and talents to deliver amazing per­formance leaders by utilizing the coalescence of Social Media, Digi­tal Networks and Big Data. How­e v er, a number of imperatives must be prioritized while using ESNs in community building. Picking the right technology, defining the purpose of collaboration, control of management of information, maintaining the organization’s work culture and timely evaluation are the major aspects to emphasize while using an EN. Administering the facets, leaders can empower themselves with new model of command and control driving any workspace to be spontaneous, dynamic and responsive.