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This article in the same edition of Harvard Business Review is quite interesting too:Why did we ever go into HR?:

In particular;

"HR is poised to become the Facebook of the modern corporation. Many knowledge-management initiatives have failed because employees weren’t inspired to use them. Yet the rise of social-networking sites points to a widespread desire to connect with others who share your goals and interests. HR is uniquely positioned to connect people—and therefore knowledge, expertise, and mentorship possibilities—across an organization. For instance, leadership-development program alumni can participate in annual reunions hosted by a firm’s top brass and serve as advisers to current program students. Follow-ups such as these—and the programs themselves—help build networks of people from disparate parts of the organization and with vastly different areas of expertise."

I think the examples are a bit week, but I agree with the sentiment, the general importance of social networking, and HR's key role in making this happen.

This blog has recently been focusing on web / enterprise / HR 2.0 but the reason that I've called it 'The New Social Business' is that I want to focus much more widely on all the other non-technological factors and activities which are supporting and enabling major social changes in the workplace.

So I was interested in an article in this month's Harvard Business Review on Managing Corporate Social Networks (Adam Kleinbaum and Michael Tushman).

Continued at: http://blog.social-advantage.com/2008/07/organisation-structure-design-is-dead.html

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