I was recently amused by a wonderful yet puzzling article in the December 2011 issue of MIS Quarterly Executive titled “The Impact of Social Media on C-Level Roles.” In its executive summary, the article purports to focus on “the potential impact of social media on organizational leadership and governance at the C-level.” The article itself is wonderful because it does an effective job of highlighting four specific organizational structure models that depict where internal and external social media should be led. Yet it’s puzzling because it states, “The consensus across companies, industries and executives is that marketing and IT are converging.” Really? I don’t see this happening anywhere now or into the future. More importantly, I’m amused because one of its recommendations indicates, “The anticipated pervasiveness of a social
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It reasons to stand that if an organization wants to truly build a connected and collaborative culture (moving from command and control to cultivate and coordinate as Malone has taught us) the CIO and CLO need to become strategic partners. I don’t necessarily care where the CLO reports into per se, but I do suggest these two individuals seek out a union not dissimilar to John and Yoko. Why? Training is an event thinking lends itself to classic ID and a classroom/eLearning model only – CIO doesn’t really care about this Learning is a connected, collaborative and thus continuous process is the merging of formal learning with informal/social learning with all social computing applications – CIO is definitely interested in the latter and the CLO is