The revolution will not be televised, but it is being tweeted. Just when we thought the info-tech revolution had gone about as far as it could, it is expanding exponentially into uncharted territory. Welcome, social media. China must pay attention — the faster a country latches onto the social media bandwagon, the faster it will benefit economically from a jump-start over slower-paced rivals.

The breakthrough is about how a super-savvy visionary CEO can leverage on staff social media skills and connections to brainstorm his or her way to an ever-widening fountain of creative thinking and win-win ideas. Forget PowerPoint presentations. What is the simplest way a CEO could tap into the thoughts, ideas and imagination of as many staffers — or even members of the general public — as he or she wished? All it requires is to leverage the true potential of social media, you know, that computer stuff all the kids are using to gossip about movie stars and share campus happenings. But I’m talking about a more serious use of social media, which could be applied to company operations.

It would undoubtedly work equally well with government departments’ public outreach, and possibly, even within the government itself. The social media revolution is out there, waiting to revolutionize the many ways businesses of all kinds can improve every aspect of how they work. For governments, social media could be a vehicle for upgrading and improving a range of activities, including top-level decision making.

CEOs in a few cutting-edge American businesses are still chuckling over how easy it was to introduce new operating procedures thanks to social media. They use blogs and other interactive Internet interfaces to message switched-on senior and mid-level management. Social media allows the CEOs to do more than just share memos; they are able to explain in broad terms any questions or plans to improve products or work procedures, and ask staffers into the discussion, to mull over opinions and then respond with any ideas the CEO might have generated in response. As the replies bubble back through the company’s internal social media channels, a few ideas crackle with mind-bending brilliance. Futuristic imaginings from young execs just out of college are suddenly zinging with wow factor.

“These kids aren’t just thinking tomorrow — their minds are way out there on another planet, seeing amazing possibilities nobody else would think of,” says one converted CEO. “Their thinking is in blast-off mode — it has no horizons — and it’s all just there in the company ranks, waiting to be tapped.”

Ah, yes, waiting to be tapped by CEOs and government leaders with the gumption to capitalize on the enormous benefits of this new fountain of positive ideas and innovative thinking channelling through top-to-bottom questions and bottom-to-top internal responses via social media channels.

So, how can your company seize and deploy this brilliant new communication tool? Start by explaining to departmental chiefs the new consultative-style modus operandi you are introducing. Ask them to brief their senior and middle-level staff since they’ll become part of the crucial feedback loop. Then (with audio equipment capturing everything), brainstorm with the group to hear the responses. After the first few give their ideas, the others will “pick up the ball” and enthusiastically run with it, spilling out more fresh ideas. Presto! You have proof that innovative management can generate new and exciting ideas in a flash.

Expand the public relations division to include a producer and cameraman who will be coming to each manager’s office to tape a 5 to 10 minute video explaining the new communication channel and inviting insightful responses from senior and mid-level staff throughout the division. And, of course, request suggestions, ideas, new concepts, whatever. Then each department head will have to make a fresh video weekly to be shared with his staff to update them on the newest company initiatives and ask for their reactions. All of this will be shared — videos and all — through social media channels.

The boss should also explain that he doesn’t want Oscar-style “acting” from his managers, but instead a down-to-earth approach. And that “glitches” will be retained because they will add a natural touch to the interview.

Each director should then evaluate the incoming feedback and, taking into account that staff were asked to let their imaginations soar, sort out the best of the ideas, to pass on to the CEO at his next evaluation meeting.

How about those toiling in the lower ranks? They too could suggest an idea that becomes a runaway profit generator. Of course an incentive system must also be part of the new operating system, with bonuses and promotions as rewards.
Now take a breath and imagine how this could revolutionize the operations of either your company, or, even your country’s government.



Published 22.2.2013
China Daily

The author is deputy chairman and secretary general of China Energy Fund Committee, a think tank on energy and China-related issues.