First, we tend to exclude services and tools that de facto are social, but because they originated in an earlier era, they do not enter our minds in this context. Second, we tend to exclude activities that are not directly related to communications and collaboration, but yet might have value to the enterprise social network.
Several years ago, when I was in the consulting business, a large telecommunications company asked my agency for general recommendations on their social strategy. In our audit, we discovered that while an overwhelming number of people inside their ecosystem were loath to contribute or comment on blogs and social networks, a great number spent time networking with peers on LinkedIn groups. Neither the tool – LinkedIn – nor the activity – professional development – made the initial list of things to examine in our audit. But after this small discovery, the project moved on a faster track for the company.