If your answer is yes, and for most of us it is yes, you need to consider banning internal email and embracing a new generation collaboration platform such as Microsoft’s Yammer or Salesforce.com’s Chatter.

Two excellent posts discuss the problem email is causing and the solution.

In a Forbes article by Shayne Hughes, the chief executive of Learning as Leadership, he explains why he decided to ban email in his organisation for a week. Shayne correctly observes that: “we clog one another’s e-mail systems and to-do lists with a mishmash of crucial topics and trivial information and then waste hours of every day slogging through a hundred useless e-mails to ensure we don’t look irresponsible by missing the two or three important ones”.

Shayne says, “culture change begins with you. You and your team can choose to be buried by e-mail or empower yourselves to put boundaries around it.”

Cloud computing advocate Andy Pattinson agrees with Shayne in his latest blog post and goes one step further to recommend that email be banned.

He says Chatter adoption has cut his internal email traffic by 90 per cent.

Andy claims that his “default position for all internal comms is now Chatter”.

If you want to know what that world is like, here’s Andy’s description: “all communication is now contextually relevant, if it’s about a client its against their account or contact record, if it’s about an opportunity we’re working on, it’s on the opportunity record. If it’s about a project, it’s on a project record, if it’s about development or any number of different topics it’s in the relevant group in Chatter.

“All communication is now searchable, it’s located where it’s needed and anyone can help when a question is asked, business is significantly faster as a result.

“I can’t recommend the transition to Chatter enough, you’ll wonder why you stuck with email for so long.”

As I said back in June 2012, enterprise-wide social collaboration simply makes good business sense.

How your enterprise needs to be architected for collaboration

Social technologies, especially mobile-enabled technologies, are changing the way we all communicate, internally and externally, transforming how brands engage, harvest actionable insights and generate revenue.

If a company’s bureaucratic culture gets in the way and the leadership fails to wake up, marginalization and irrelevance is around the corner.

A strategic marketing executive with extensive experience delivering business results for Ansell Healthcare, Mercedes-Benz, consultancies and organisations in Australia, Asia and Europe. Leading-edge skills built around the fundamental principle that, in an era of rapid product and service commoditization, the customer experience matters and is a key driver of competitive advantage. Fully cognizant of the need to synchronize processes, business technology and people to ensure that brand promises are mirrored by reinforcing brand actions. Thrives in “can do”, values-driven organisations which are committed to consumer-focused innovation and making a difference by thinking strategically but acting pragmatically. An accomplished, collaborative business leader and communicator with excellent interpersonal and public speaking capabilities. Key strengths: • Building influence across the business • Harnessing emerging customer trends • Thriving on market and technology change • Differentiating the brand experience • Optimizing the marketing and media mix • Creating and nurturing high-performance teams and relationships Specialties Assets and transferable skills include leadership, strategy development, project management, technology utilization, business process improvement, performance metrics and public speaking. Email: mitchell_mackey@hotmail.com