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No doubt about it: Social networking and collaboration can both contribute a bundle of benefits to organizations involved in dynamic case management (DCM). But those same new approaches can create new challenges, hurdles and headaches.

Following are five recommendations for avoiding some of the biggest pain points:



1. Take a balanced look at both the benefits and risks of adopting social approaches. “People in organizations of all kinds are in very different places in terms of thinking about social,” Gartner analyst Susan Landry says in "Business Gets Social," a Gartner video. “Some of them are very enthusiastic and are trying to make things happen within their companies or organizations. Others are frankly trying to shut it down,” says Landry, who is a managing vice president for Gartner Research. But, she adds: “It’s not something you can control. It’s happening anyway.”

In fact, Landry and other experts say, businesses face risks about social technologies whether or not they actually use them. In other words, companies considering using social media must balance their concerns—typically about potential threats to security, privacy, productivity or loss of managerial control—against the possibility of missing out on the power and value that social can bring. For that reason, experts say, it’s critical for both IT and business professionals to understand and weigh both the power and the risks associated building social approaches into case management and other processes.

2. Promote the business value of collaboration. You actually may need to internally “market” the concept to earn user buy-in for collaborative technologies and initiatives. Forrester Research's Rob Koplowitz described an all-too-common scenario: “You have somebody who has a great idea out in the business. You get some executive support. IT gets involved. IT deploys a lot of technology. The technology is really good and it's highly integrated and it's redundant; it does all those things that IT does extremely well.” And then nobody adopts the new collaborative technology or methodology.

The lesson, says Koplowitz, a Forrester vice president and principal analyst: “If you don’t market these things appropriately, if you don't get the buy-in from the business, if you aren't defining that business value on the front end and continuing to reinforce it, if you take the ‘we-will-build-it, they-will-come’ mentality—that all tends to be problematic. It tends to lead to very low adoption. And low adoption leads to this being an investment that you have to revisit.”

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