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Change Your Culture by Changing Your Stories
"So how do you begin changing something so complex? Start by changing the stories that people tell."
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If you want to create a culture of communication, leave your BlackBerry at your desk when you go to important meetings. If your actions deviate from the norm, you can be sure people will tell stories about them.
Resistance to change: The real Enterprise 2.0 barrier
"Large organizations continue to embrace Enterprise 2.0 as a viable addition to the corporate business process toolbox. As evidence, look no farther than the rapid growth of The 2.0 Adoption Council, which was founded this past June and currently boasts more than 100 member organizations, each of which has more than 10,000 employees.
Despite clear interest from the enterprise, discussion persists around obstacles to large-scale adoption of Enterprise 2.0 approaches, tools, and methods."
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The fundamental challenge to rapid diffusion of Enterprise 2.0 in large companies and the government is fear of change. As with all business activities, the human element remains a basic driver of success and failure. Enterprise 2.0 practitioners, consultants, early adopters, and observers should recognize the reality of these obstacles and plan accordingly.
A Day with Gary Hamel
"The day after the lights went down on the World Business Forum, the lights went up on an all day seminar with Gary Hamel across the street at the Time Life Building. It was great to be able to get down to the next level of detail below the talk that Gary gave at the World Business Forum"
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"While we are in here bullsh**ting about strategy, something is happening out there."
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- Capable of transcending the inherent tradeoffs?
- Coordination without centralization
- Scale without inflexibility
- Leadership without formal heirarchy
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Capacity for change
Why do some companies succeed at transformation while others fail? Is it the methods they choose, such as lean manufacturing, Six Sigma and business process reengineering? Maybe it's that old bugaboo, a lack of "leadership commitment." If so, then why has no one come up with a way to measure, predict or replicate the critical factors that make transformations succeed?
Salesforce Pushes Social CRM Technology –But Don’t Expect Companies To Be Successful With Tools Alone
Salesforce launches a new set of social apps that make CRM connected to the social web. So what does it mean?
Salesforce’s Twitter integration and application launch helps brands monitor what’s being said. Yet despite the fanfare, the application lacks a pre-determined way to identify the profiles of Twitter profiles and primary keys within the CRM database. Secondly, the system doesn’t provide a default setting to prioritize the influence (such as more followers) vs a profile with few followers –limiting the ability for brands to prioritize their support offerings.
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Despite Salesforce’s technical announcement, this doesn’t mean success for their customers. Technology is only 20% of any enterprise change, the other 80% is culture, process, roles, and strategy change –key requirements that Salesforce is not equipped to provide.
Thoughts on Socializing Change in Innovation Initiatives
The success factors of socialization are well-documented — we all know the guidelines but often treat them as just another task in a big initiative. Socialization implies a deeper commitment than most organizations acknowledge - in fact, socialization, its actions and its attitudes may be the most complex part of innovation. Here are a few throughts on socializing change.
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Key owners and sponsors must “sign up” for change. Many teams take appropriate steps and even ask sponsors to sign an approval document. But, sign up goes beyond approval meetings and documents. The team leading the initiative must ensure that owners and sponsors know exactly what they’re signing up for -
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, educate the business and operational leaders first. Train these leaders to a level of competency that ensures they can hold their employees accountable for rapidly adopting new processes, methods, tools, etc
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Chez les développeurs, trop de connexions freine l'innovation
Viktor Mayer-Schönbergeren est persuadé, dans le futur "nous verrons apparaître des poches d’équipes réduites avec moins d’interconnections et un mode de pensée moins grégaire". Elles pourront ainsi prendre plus de risques et s’aventurer à essayer des solutions plus radicales. Il est également urgent de réintroduire une certaine compétition entre les différentes équipes de développement. Et de faire évaluer les projets non par des pairs - comme c’est l’usage - mais par un panel d’experts évoluant dans des domaines légèrement en retrait de celui étudié.
Croire en ses outils web augmente leur efficacité
Ce n'est pas la qualité intrinsèque des outils collaboratifs en entreprise qui prime, c'est l’utilité que leur attribuent leurs utilisateurs. Voilà ce que démontre une étude menée l’université de Tel Aviv, et consacrée à la confiance que les collaborateurs mettent dans l'efficacité de leur matériel. Selon l'étude, il est du coup inutile de chercher à tout prix à renouveler le matériel technique ou les plates-formes de partage existantes. Il vaut mieux renforcer la confiance que leurs usagers leur accordent.
Tackling Enterprise 2.0 Resistance
There are three key reasons why people resist changes in technology.
1) Internal factors to the person or group - where it targets reactions like “People resist all change; People with analytic cognitive styles accept systems; while intuitive thinkers resist them”
2) Application or technical factors - if its a crappy system, people will resist it.
3) Interaction factors - where the new application or system would change the balance of power in organisations and people who are threaten by it would resist it.
Six Important Conversations To Have To Bridge The Enterprise 2.0 Cultural Gap
Here are six conversations that I recommend occur in your organization that will help your organization bridge the cultural gap between the status quo and the organization as an effective user of Enterprise 2.0 tools. This builds on a previous post where I stated that "to optimize the technology and achieve improvements in organizational effectiveness...a focus on the overall organization is important."
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A preliminary step prior to these six conversations is to educate members of the organization about these new Enterprise 2.0 tools. The matters to be shared include: the nature of the Enterprise 2.0 tools being deployed; how the tools compare with the popular Web 2.0 tools with which people may be familiar (Facebook, Twitter, blogs, bookmarking, wikis, search); how the new tools fit with existing tools being used
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We can compare these behaviors, attitudes, norms and values to what exists in the current organization. We can ask, in what ways will we have to behave differently or need to develop different attitudes and values.
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Management By Listening Around
Resistance to (fear of) change is one of the leading impediments to introducing social software in businesses. This should come as no surprise. Resistance to change is always one of the greatest barriers to change. But what is different this time is that resistance to change is likely to be quite heavy among managers, even more than on grass-root level.
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On each level in an organizational hierarchy, information is aggregated from subordinates, filtered and twisted by the managers so they can convey a version of the truth that aligns with their own agendas.
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But, relying too much on traditional BI can also be deceiving. The diagrams and figures on their BI dashboards do not tell them what people are doing, what problems they are dealing with, which decisions are being made, and so on.
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Les images mentales : pour accélérer et réussir le changement dans les organisations d'aujourd’hui
Il existe des pratiques simples et très efficaces, permettant de clarifier les repères, de donner du sens, de faciliter les consensus, des pratiques fondées sur la psychologie cognitive : les images mentales.
Imaginer le changement ?
Face à tout projet de changement, se pose un dilemme : comment puis-je me fixer les objectifs vers une situation future que je ne peux même pas imaginer ?
* A partir de mon point A actuel, quel est le point B vers lequel je tends ?
* Quel sera le chemin pour m’y rendre ?
* Comment puis-je visualiser la construction et l’aboutissement de mon projet ?
Preliminary Survey Results: Enterprise 2.0 Adoption
We presented a community survey to crowdsource answers on Enterprise 2.0 Adoption in your company. Here are some key findings from our preliminary results:
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98% of those surveyed are using Enterprise 2.0 technologies for internal communication and collaboration within their company.
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Most respondents (64%) say that adoption of Enterprise 2.0 is company-wide
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The Social Software Value Matrix
I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.
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As the CEO of a marketing agency put it to me, "How can we collaborate with our customers when we can't collaborate with each other?"
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The best place for your employees to learn professional social media is inside the company.
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About failing Enterprise 2.0 initiatives
Seeing Enterprise 2.0 as a number of short-term initiatives that will immediately boost the productivity of knowledge workers, improve collaboration and fuel innovation will do us more harm than good. There are definitely quick wins to be made, but we need more time to make the large and persistent wins. Harvesting the potential business benefits of Enterprise 2.0 requires insight, motivation, commitment, patience, perseverance, flexibility - and a large doze of good old-fashioned stubbornness. Why? Because it is about making people change.
Go All In with Enterprise 2.0
So how long does it take to become an Enterprise 2.0 success story? I believe it was Thomas Watson (IBM) that answered the question of how long it takes to become great in business. His response was "one second". It happens when you decide to be great and willing to make the commitments necessary to make it happen.
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What do you say to a business customer that comes to you and says "I want to use this in my business to increase innovation, what is the solution set fro accomplishing this?" If you answer involves something along the lines of "Hmmm, err, You start with, hmmm, a wiki page and then add something..." then you have not committed to your Enterprise 2.0 effort.
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You set targets, objectives, and share the vision to the entire organization. But in Enterprise 2.0, you took the Filed of Dreams idea of just build it and they will come. When it doesn't happen you scratch your head and then blame the culture.
Projet de transformation : de la méthode SVP
Mais plus encore que la démonstration, les dirigeants devront sensibiliser les employés sur le fait qu’un projet de transformation n’a pas pour seul objectif d’améliorer le profit de l’entreprise, son expansion / ou sa survie sur le marché. Il a également pour objet de créer des avantages intangibles, tels que le développement des compétences et du travail en équipe, la création d’un environnement de travail plus satisfaisant et bien d’autres avantages encore.
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Les dirigeants devront donc informer les employés sur la date d’arrêt des anciennes méthodes et par conséquent de la mise en œuvre des nouvelles (sans dérogation possible).
10 DOs and DONTs of organizational change
I drew on the core ideas in our Implementing Enterprise 2.0 report and framework (as above). Enterprise 2.0 is ultimately far more about organizational change than technology, though it happens to be driven by web technologies. As such much of my focus today is on how to change organizations, to literally create the next version of the enterprise. Far more details on how to put the ideas below into practice are in the Implementing Enterprise 2.0 report.
My list got an extremely positive response from the audience, so I thought I’d share it here.
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