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Is Enterprise 2.0 a Savior or a Charlatan? How Strategy-Driven Execution can pave the path to proving legitimate business value
"In this post, I want to describe what I saw at the conference, what I believe to be the missing components of the full Enterprise 2.0 picture, and also discuss how becoming "Driven to Perform" by understanding Strategy-Driven Execution is the best way to justify the value of Enterprise 2.0 in your organization.
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I believe a significant part of the problem that crops up in the Enterprise 2.0 value discussions stems from the fact that the champions of Enterprise 2.0 significantly underweight the complexity and pervasiveness of the existing information technologies in the enterprise and the reasons why these technologies evolved.
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They key activity steps of enterprise business processes embodied into today's ERP, CRM, SCM et al software, such order-to-cash, procure-to-pay, hire-to-retire, or record-to-report need to be highly structured for a variety of reasons, not the least of which is efficiency, their primary reason for being, but also for significant compliance concerns they address. I don't foresee a point any time in the near future where enterprises will leverage Enterprise 2.0 principles in the core of accounting, or payroll, or order management because there are serious risks to doing so for a business. These enterprise business processes are complicated enough without any unstructured processes surrounding in them, as you can see here in this offer creation process which we diagrammed in Driven to Perform in our chapter on Risk-Aware Marketing Performance Management.
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What Is Execution 2.0?
All of these engagements enabled me to learn the different nuances of each market and the current status of the markets use of social technology. In each case the fundamentals of engaging and listening to the market of conversations remained the same. The engagements were centric to helping the organization build an effective strategy and related tactics. In each case the one critical element that would determine the success of the proposed plan was the effective execution of the plan.
Will Management Buy Into The Plan?
In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
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Consider the brands who have tried to execute initiatives using social technology. The old 80/20 rule applies. 80% or more fail while 20% succeed. Why? Because 80% consider a Strategic 2.0 plan as a marketing initiative rather than a plan to transform the entire company into a “connected” organization 2.0 which leverages a Strategic 2.0 plan. Execution 2.0 requires a total organizational transformation.
Management ? [fr]
Le mode de management devient du type "do & report", se rapproche de l’hyper-temps-réel des militaires (voir la guerre du Golfe)… définition des missions critiques et des domaines de validité des critères de réussite + autonomie des expertises + échanges multilatéraux engagés…
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la professionnalisation de tous les métiers conduit à la démultiplication des expertises; prendre la parole n’est plus un droit, c’est un devoir, une urgence absolue.
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Le mode de management devient du type "do & report", se rapproche de l’hyper-temps-réel des militaires (voir la guerre du Golfe)… définition des missions critiques et des domaines de validité des critères de réussite + autonomie des expertises + échanges multilatéraux engagés…
BoostZone: Putting "Enterprise 2.0" in perspective
Let’s be realistic, Enterprise 2.0 seen as the sole center of the management revolution is a fallacy, the revolution happening to the enterprise is much more interesting than just the part of it related to web 2.0 elements even if I am one of those pretending that a good implementation of collaborative elements within the organization can bring a competitive advantage.
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In front of these issues the questions a CEO asks himself about his company are of three orders
1. Which strategy in times of uncertainty?
2. Which organization can provide a competitive advantage?
3. How to guarantee that execution will follow? -
Let’s not the blame of all the changes that corporations need to put in place on the web2.0‘s revolution only. The collaboration culture created within the society at large, at least at the Netgen level, is a fascinating element, and it is important to understand more deeply the practical implications it will have on management. Agreed and let’s go on working on it, but…
Let’s recognize that the changes required are actually much broader and much more interesting that the simple web 2.0 approach would let believe. Let’s work on them as a holistic system change, what actually is the very notion of paradigm shift.
Critical success factor analysis as a tool for strategy execution « Enduragement
This is how it basically goes: Split any of your critical success factor in to three parts: 1) Assets needed to manage the factor, 2) Capabilities - people - needed to execute the factor and 3) Systems (not IT) needed for managing the business process of that particular critical part.
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