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14 Sep 09
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07 Sep 09
Christophe Deschamps6 pistes pour réussir le passage à l'entreprise 2.0
ib entreprise 2.0 enterprise 2.0 cas entreprise adoption technos 2.0 management
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To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied. Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools.
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Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
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New technologies constantly appear as the Internet continues to evolve. Of the companies we interviewed for our research, all were using at least one of these tools. What distinguishes them from previous technologies is the high degree of participation they require to be effective.
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But the new tools are different. While they are inherently disruptive and often challenge an organization and its culture, they are not technically complex to implement. Rather, they are a relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration.
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Our most recent Web 2.0 survey demonstrates that despite early frustrations, a growing number of companies remain committed to capturing the collaborative benefits of Web 2.0.2 Since we first polled global executives two years ago, the adoption of these tools has continued. Spending on them is now a relatively modest $1 billion, but the level of investment is expected to grow by more than 15 percent annually over the next five years, despite the current recession
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The transformation to a bottom-up culture needs help from the top
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Successful participation, however, requires not only grassroots activity but also a different leadership approach: senior executives often become role models and lead through informal channels.
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The executive evangelized the benefits of Web 2.0 technologies to other senior leaders and acted as a role model by establishing his own blog. He set goals for adoption across the organization, as well as for the volume of contributions. The result was widespread acceptance and collaboration across the company’s divisions.
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The best uses come from users—but they require help to scale.
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y contrast, our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.
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Efforts go awry when organizations try to dictate their preferred uses of the technologies—a strategy that fits applications designed specifically to improve the performance of known processes—rather than observing what works and then scaling it up.
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At AT&T, it was frontline staffers who found the best use for a participatory technology—in this case, using Web 2.0 for collaborative project management. Rather than dictating the use, management broadened participation by supporting an awareness campaign to seed further experimentation. Over a 12-month period, the use of the technology rose to 95 percent of employees, from 65 percent.
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What’s in the workflow is what gets used
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Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow. The importance of this principle is sometimes masked by short-term success when technologies are unveiled with great fanfare; with the excitement of the launch, contributions seem to flourish.
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Pixar moved in a similar direction when it upgraded a Web 2.0 tool that didn’t quite mesh with the way animators did their jobs. The company started with basic text-based wikis to share information about films in production and to document meeting notes. That was unsatisfactory, since collaborative problem solving at the studio works best when animators, software engineers, managers, and directors analyze and discuss real clips and frames from a movie.4 Once Pixar built video into the wikis, their quality improved as critiques became more relevant. The efficiency of the project groups increased as well.
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Appeal to the participants’ egos and needs—not just their wallets
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While individuals were posting enough entries to meet the benchmarks, the contributions were generally of low quality. Similarly, a professional-services firm tried to use steady management pressure to get individuals to post on wikis. Participation increased when managers doled out frequent feedback but never reached self-sustaining levels.
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A more effective approach plays to the Web’s ethos and the participants’ desire for recognition: bolstering the reputation of participants in relevant communities, rewarding enthusiasm, or acknowledging the quality and usefulness of contributions. ArcelorMittal, for instance, found that when prizes for contributions were handed out at prominent company meetings, employees submitted many more ideas for business improvements than they did when the awards were given in less-public forums.
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The right solution comes from the right participants.
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With participatory technologies, it’s far from obvious which individuals will be the best participants. Without the right base, efforts are often ineffective.
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To select users who will help drive a self-sustaining effort (often enthusiastic early technology adopters who have rich personal networks and will thus share knowledge and exchange ideas), a thoughtful approach is required. When P&G introduced wikis and blogs to foster collaboration among its workgroups, the company targeted technology-savvy and respected opinion leaders within the organization. Some of these people ranked high in the corporate hierarchy, while others were influential scientists or employees to whom other colleagues would turn for advice or other assistance.
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Balance the top-down and self-management of risk
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Numerous executives we interviewed said that participatory initiatives had been stalled by legal and HR concerns. These risks differ markedly from those of previous technology adoptions, where the chief downside was high costs and poor execution.
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Companies often have difficulty maintaining the right balance of freedom and control. Some organizations, trying to accommodate new Web standards, have adopted total laissez-faire policies, eschewing even basic controls that screen out inappropriate postings. In some cases, these organizations have been burned.
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Prudent managers should work with the legal, HR, and IT security functions to establish reasonable policies, such as prohibiting anonymous posting.
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articipatory technologies should include auditing functions, similar to those for e-mail, that track all contributions and their authors. Ultimately, however, companies must recognize that successful participation means engaging in authentic conversations with participants.
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03 Sep 09
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27 Jun 09
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16 Apr 09
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09 Apr 09
J Lindsayjoneshttp://www.mckinseyquarterly.com/Six_ways_to_make_Web_20_work_2294
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20 Mar 09
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12 Mar 09
Henriette LaidlawTechnologies known collectively as Web 2.0 have spread widely among consumers over the past five years. Social-networking Web sites, such as Facebook and MySpace, now attract more than 100 million visitors a month. As the popularity of Web 2.0 has grown,
Web2.0 socialmedia socialnetworking research business web mckinsey social collaboration management
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Clay Shirky, an adjunct professor at New York University, calls the underused human potential at companies an immense “cognitive surplus” and one that could be tapped by participatory tools.
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What’s in the workflow is what gets used. Perhaps because of the novelty of Web 2.0 initiatives, they’re often considered separate from mainstream work. Earlier generations of technologies, by contrast, often explicitly replaced the tools employees used to accomplish tasks. Thus, using Web 2.0 and participating in online work communities often becomes just another “to do” on an already crowded list of tasks.
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Keep the conversation going on Twitter
Do our six recommendations agree with the successes and failures you’ve seen?
Is the economic downturn affecting your perception and use of Web 2.0 tools? What organizations get the most out of Web 2.0, and why? Use the #web2.0work hashtag to respond to this article and these questions on Twitter. We’ll be following them and responding via our McKinsey Quarterly account, @McKQuarterly.
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10 Mar 09
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06 Mar 09
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To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied
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We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts
- 11 more annotations...
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What distinguishes them from previous technologies is the high degree of participation they require to be effective
-
While they are inherently disruptive and often challenge an organization and its culture, they are not technically complex to implement. Rather, they are a relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration.
-
Since we first polled global executives two years ago, the adoption of these tools has continued. Spending on them is now a relatively modest $1 billion, but the level of investment is expected to grow by more than 15 percent annually over the next five years, despite the current recession.3
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The transformation to a bottom-up culture needs help from the top.
-
Successful participation, however, requires not only grassroots activity but also a different leadership approach: senior executives often become role models and lead through informal channels.
-
By contrast, our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.
-
Efforts go awry when organizations try to dictate their preferred uses of the technologies—a strategy that fits applications designed specifically to improve the performance of known processes—rather than observing what works and then scaling it up
-
The intended use never caught on, but people in the company’s recruiting staff began using the tools to share recruiting tips and pass along information about specific candidates and their qualifications.
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A more effective approach plays to the Web’s ethos and the participants’ desire for recognition: bolstering the reputation of participants in relevant communities, rewarding enthusiasm, or acknowledging the quality and usefulness of contributions.
-
Numerous executives we interviewed said that participatory initiatives had been stalled by legal and HR concerns. These risks differ markedly from those of previous technology adoptions, where the chief downside was high costs and poor execution
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The sites of some companies incorporate “flag as inappropriate” buttons, which temporarily remove suspect postings until they can be reviewed, though officials report that these functions are rarely used. Participatory technologies should include auditing functions, similar to those for e-mail, that track all contributions and their authors. Ultimately, however, companies must recognize that successful participation means engaging in authentic conversations with participants.
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05 Mar 09
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02 Mar 09
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27 Feb 09
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Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools.
-
Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
- 44 more annotations...
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What distinguishes them from previous technologies is the high degree of participation they require to be effective
-
Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.
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While they are inherently disruptive and often challenge an organization and its culture, they are not technically complex to implement.
-
relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration.
-
he underused human potential at companies an immense “cognitive surplus” and one that could be tapped by participatory tools.
-
Our most recent Web 2.0 survey demonstrates that despite early frustrations, a growing number of companies remain committed to capturing the collaborative benefits of Web 2.0
-
The transformation to a bottom-up culture needs help from the top.
-
a “build it and they will come” philosophy
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Successful participation
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requires not only grassroots activity but also a different leadership approach: senior executives often become role models and lead through informal channels
-
acted as a role model by establishing his own blog
-
The best uses come from users—but they require help to scale
-
our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.
-
organizations try to dictate their preferred uses of the technologies—a strategy that fits applications designed specifically to improve the performance of known processes—rather than observing what works and then scaling it up
-
chooses the wrong uses, organizations often don’t regroup by switching to applications that might be successful
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The intended use never caught on, but people in the company’s recruiting staff began using the tools to share recruiting tips and pass along information about specific candidates and their qualifications.
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—in this case, using Web 2.0 for collaborative project management
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frontline staffers who found the best use for a participatory technology
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What’s in the workflow is what gets used
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often considered separate from mainstream work
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often becomes just another “to do” on an already crowded list of tasks.
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highest chance of success when incorporated into a user’s daily workflow
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with the excitement of the launch, contributions seem to flourish. As normal daily workloads pile up, however, the energy and attention surrounding the rollout decline, as does participation
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It has modified the way work is typically done and has made Web tools relevant to how employees actually do their jobs
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use blogs and wikis as core tools for reporting on the progress of their work
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stay abreast of their progress and provide direction by using tools that make it easy to mine data on workflows
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allows senior managers to allocate resources to the most important and time-sensitive projects.
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Once Pixar built video into the wikis, their quality improved as critiques became more relevant
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Appeal to the participants’ egos and needs—not just their wallets
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In one failed attempt, a leading Web company set performance evaluation criteria that included the frequency of postings on the company’s newly launched wiki. While individuals were posting enough entries to meet the benchmarks, the contributions were generally of low quality
-
A more effective approach
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bolstering the reputation of participants in relevant communities, rewarding enthusiasm, or acknowledging the quality and usefulness of contributions
-
when prizes for contributions were handed out at prominent company meetings, employees submitted many more ideas for business improvements than they did when the awards were given in less-public forums.
-
The right solution comes from the right participants
-
create a critical mass for participation as well as add value is another key to success
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With participatory technologies, it’s far from obvious which individuals will be the best participants. Without the right base, efforts are often ineffective
-
When P&G introduced wikis and blogs to foster collaboration among its workgroups, the company targeted technology-savvy and respected opinion leaders within the organization
-
Best Buy experimented with internal information markets, the goal was to ensure that participation helped to create value. In these markets, employees place bets on business outcomes, such as sales forecasts
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The resulting forecasts were more accurate than those produced by the company’s experts
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Balance the top-down and self-management of risk
-
Companies often have difficulty maintaining the right balance of freedom and control. Some organizations, trying to accommodate new Web standards, have adopted total laissez-faire policies, eschewing even basic controls that screen out inappropriate postings. In some cases, these organizations have been burned.
-
should work with the legal, HR, and IT security functions to establish reasonable policies, such as prohibiting anonymous posting
-
Ultimately, however, companies must recognize that successful participation means engaging in authentic conversations with participants.
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Company leaders first need to survey their current practices. Once they feel comfortable with some level of controlled disruption, they can begin testing the new participatory tools.
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25 Feb 09
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21 Feb 09
Bertrand DuperrinOver the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation. We have surveyed, independently, a range of executives on Web 2.0 adoption. Our work suggests the challenges that lie ahead. To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied. Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
web2.0 enterprise2.0 organization management communities purpose mckinsey collaboration workflow
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20 Feb 09
Luis F Martinez FunesMckinsey article about Web 2.0
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Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
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What distinguishes them from previous technologies is the high degree of participation they require to be effective. Unlike ERP and CRM, where most users either simply process information in the form of reports or use the technology to execute transactions (such as issuing payments or entering customer orders), Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.
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Earlier technologies often required expensive and lengthy technical implementations, as well as the realignment of formal business processes. With such memories still fresh, some executives naturally remain wary of Web 2.0. But the new tools are different. While they are inherently disruptive and often challenge an organization and its culture, they are not technically complex to implement. Rather, they are a relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration.
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underused human potential at companies an immense “cognitive surplus”
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19 Feb 09
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