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Three Ways to Tweet Ideas for Business Impact

By Eoin Whelan, National University of Ireland, Galway, and Salvatore Parise, Babson College

As Pixar’s CEO, Steve Jobs instructed the architect of its new headquarters to design physical space that encouraged staff to get out of their offices and mingle, particularly with those whom they normally wouldn’t. Jobs believed these serendipitous exchanges released the creative juices that fueled innovation.

Possibly the greatest digital evangelist of all time, Jobs recognized the importance of social interaction for innovation. A multitude of empirical studies confirm what Jobs intuitively knew. The more diverse a person’s social network, the more likely they are to be innovative. A diverse network provides exposure to people from different fields who behave and think differently than ourselves. Good ideas emerge when the new information received is combined with what we already know.

But, in today’s digitally connected world, many social relationships are formed and maintained through social media platforms such as Twitter. So does having a greater diversity of virtual Twitter connections mean that good ideas are more likely to surface, as it does in the physical world? This is a question we addressed by analyzing the thousands of ideas submitted by employees of the EMC Corporation as part of their internal idea management system. Here’s what we found.
Firstly, Twitter users and nonusers submitted the same number of ideas. However, the ideas of Twitter users were rated significantly more positively by other employees and experts. Secondly, we analyzed the structure of each employee’s Twitter network and did indeed find a positive relationship between the amount of diversity in one’s Twitter network, and the quality of ideas submitted. (For more detail, please see the Exhibit 1: Two Employees, Two Distinctive Sociograms.)
EMC staffers were able to rattle off examples of how information gleaned from those they follow on Twitter triggered new ideas, and in some cases led directly to an innovation. Here are three common themes that emerged from these interviews:

1). Use Twitter as a catalyst for new ideas.

Several employees described the platform as a “gateway to solution options” and a way to obtain different perspectives and to challenge one’s current thinking. One engineer was able to improve the speed of a suite of EMC products as a direct result of a tweet from a Web app guru. Other employees leveraged Twitter to obtain best practices from industry experts around customer advocacy programs, such as loyalty initiatives and tracking. Several others mentioned improving personal productivity by following early technology adopters on Twitter to learn about new tools used in the workplace.
But, Twitter needs to be used tactically if it is to be a valuable source of quality ideas. What’s important, for ideation at least, is not the number of people you follow, but the diversity within that Twitter network. This view was crisply echoed by a senior technologist describing how he uses the platform:
“I don’t necessarily want to follow more people. I just want to follow people whose opinions don’t always align with my own, which is kind of an ongoing battle because after a year or so of following the same people, you find that your opinions shift and morph a little and suddenly you are with a homogenous group of people again.”
A HR professional disclosed how she adopts a 70/30 rule to blend serendipity into her Twitter network; 70 percent of what she follows is directly relevant to her work, while 30 percent is outside her comfort zone. The extracurricular reading is designed to challenge her existing beliefs and includes sources far removed from HR. Employees mentioned virtual connections to the thoughts of people such as Buzz Aldrin, Bill Nye, and Neil deGrasse Tyson as catalysts for good ideas, even though they are not directly involved with EMC’s industry.

2). Use Twitter as a means for continuous engagement with experts.

Several people we talked to at EMC mentioned Twitter is different from email and other tools in that it enables continuous engagement and conversation with experts. One community manager commented that:
“Twitter allows your battery life to last longer. I will only follow people that will tweet and reply in a timely fashion. So, the people I follow on Twitter have to be social and willing to share, in addition to being an expert or interesting.”
Engagement on the platform (replies, retweets, mentions) often leads to face-to-face meetings. In those cases, Twitter acts as a natural icebreaker.
Or, relationships with experts you meet in person or know from your workplace can be extended on the platform. One engineer explained how a series of Twitter conversations with a software developer in another firm led to an initial face-to-face meeting. Eventually, their relationship gave rise to four patents applications.

3). Be an idea broker by managing Twitter content.

With regards to the ideation process, several employees mentioned how important it is to have a strategy for internalizing and sharing Twitter content with the appropriate internal stakeholders. They described their role as a “listener, curator, and alerter.” According to one employee:
“I try to shift through all the Twitter content from my network and look for trends and relationships between topics. I then put my analysis and interpretation on it. I feel that’s where my value-add is. I’m not just sending out a bunch of links. I think through what might be valuable to particular groups such as marketing or engineering. This leads to engaging discussion.”
Sharing Twitter content with work colleagues is critical since many employees, especially those from the baby boomer generation, may not be adopting the platform. Other employees mentioned the importance of corroborating the technical information obtained from Twitter with other colleagues to discuss its validity and relevance.
Finally, several employees mentioned the importance of keeping their Twitter network up to date. A pruning strategy is necessary since people’s topic interests change, thus eliminating the need to follow certain experts. In addition to relevancy, employees use the frequency of tweets to determine if someone they are following is no longer active, and therefore, can be removed from their network. Twitter lists by topic was mentioned as a simple and effective way to manage your Twitter network content.
In summary, Twitter can be an effective innovation platform since it represents a free-flow of ideas. By adding some structure to it by designing a diverse Twitter network of relationships and managing and sharing twitter content effectively, employees can become more innovative and productive.

EXHIBIT 1: Two Employees, Two Distinctive Sociograms

Below, we examine the Twitter sociograms of two EMC employees. Squares represent Twitter users, and an arrow from one user to another user indicates that user is following the other user on Twitter. Even though both employees roughly follow the same number of Twitter handles, employee A’s network is far more diverse. In other words, the people employee A follows on Twitter are, for the most part, not following each other.
Mathematically, we can determine this level of diversity using the fragmentation ratio, which for employee A is 87 percent. The data is showing that highly fragmented Twitter networks, such as employee A’s, are better for ideation. In contrast, employee B’s Twitter network is quite compact. Those in employee B’s network are nearly all following each other, hence a low fragmentation rate of 12 percent. Such cohesive networks provide more redundant information, which the data shows is negatively correlated with ideation.
Employee A’s Twitter Network

Employee B’s Twitter Network


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Salvatore Parise

Associate Professor of Information Systems

salvatore-parise-headshot.jpgSalvatore Parise is an associate professor in the Technology, Operations, and Information Management Division at Babson College. He teaches multidisciplinary courses in information technology as well as an elective course on social technologies at both the graduate and undergraduate levels. He also teaches Executive Education courses involving social technologies and knowledge management.


Eoin Whelan

Lecturer Above The Bar

Eoin Whelan is a lecturer in Business Information Systems at the National University of Ireland, Galway. He also is a visiting professor at IESEG in France. His research interests focus on understanding how technologies such as social media and big data influence productivity, innovation, and decision making. His publications on these topics have appeared in the 3* journals MIT Sloan Management Review, Information Systems Journal, R&D Management, Journal of Information Technology, and Information & Organization. Prior to joining academia, Eoin worked as a business analyst in Ireland, New Zealand, and the U.S.