<p>Perhaps the most widespread tenet of organization in the enterprise is that of command and control, an idea that seems somehow counter to the notion of democratized information. Social business then, it should be no surprise to hear, is forcing companies to reorganize internally. Gradual Shift, Not Tectonic Upheaval</p><p>It's a gradual shift, one noticed by the Altimeter Group in its The Evolution of Social Business report. We covered the six stages of becoming a social business when the report came out in March, but some new data has been highlighted in a recent blog post by Altimeter researcher Jeremiah Owyang on how social business is affecting companies' organizational alignments.</p><p>As social tools force information to become less centralized, the shift is forcing more companies to develop a so called multiple hub and spoke model of organization, Owyang reported. As the above image shows, between 2010 and 2012, the number of companies adopting this approach has grown by more than 5%.</p><p>The number of companies moving toward the dandelion model should continue to grow year after year, Owyang wrote. Under this model, business units manage social, and decisions are made outside the centralized team. In contrast to the multiple hub and spoke model is the most popular organization type, the hub and spoke. In this configuration, a coordinated team is in charge of social business. However, as social is embraced by regional teams and product lines, companies will be forced to reorganize in some way.Holistic Approach Not Widespread</p><p><a href="http://www.cmswire.com/cms/social-business/social-business-forcing-companies-to-reorganize-internally-020858.php">Keep reading...</a></p>