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Implementing Enterprise 2.0 at Booz Allen: Part Three – Operational Impact
First, the technology was designed to reflect the way the firm worked. It an become the glue that brings people, content, and data together.
Second, it changed the concept of who owns intellectual capital. Knowledge is power transforming into the concept that sharing knowledge is power.
Third, there is also a greater sense of individual responsibility as people are better empowered to manage their identity in the firm and their career development. So the firm is now more global, and at the same time, more of a collection of empowered individuals rather than a collection of partially siloed teams.
Hello has helped bridge the geographic divide of staff located in more than100 US offices and client sites, building relationships and fostering collaboration across teams. Stronger staff relationships yield stronger clients solutions and lead to growth in business. The People Profiles discussed in the first post are one driver of this change.
The rise in importance of communities versus formal organizational structure is another key change. Building this feature has been central to transferring knowledge and expertise, generating new intellectual capital, and creating relationships supportive of cohesive project teams.
The Booz Allen experience does show that new technology can change the way people work as long as it is done right. Paradoxically, if the technology is aligned to the way people work, it is more likely to successfully change they way the work and gain their commitment to this change.
Implementing Enterprise 2.0 at Booz Allen: Part Two – Change Management Efforts and Results
Walton said that in the past a person with the most knowledge has power. Now the person with the most connections has power.
I certainly agree and have found that getting field input at the early stages is another critical success factor.
Prosci posits that all change occurs at the individual level, thus individual change is necessary to bring about team and organizational transformation. Prosci advocates building strategy around creating Awareness, Desire, Knowledge, Action, and Reinforcement (ADKAR). Hello’s change strategy used the ADKAR approach to focus messaging for social media advocates, early adopters, mid-adopters and late adopters. They did not invest in resistors as they either will adopt at their own pace or will continue to resist.
Now more than 80% of the firm has logged into Hello, 53% have added content, and there are more than 4,000 searches on the system every day.
Implementing Enterprise 2.0 at Booz Allen: Part One Overview of Business Drivers and Components
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