Bertrand Duperrin's Library tagged boozAllenHamilton → View Popular, Search in Google

Jan

2010

Social capital and Organisational capabilities

"I explained my current interest in social capital and asked Stewart which organisations he thought had strong capabilities that resulted mainly from the relationships between their people, ie capabilities built on social capital, rather than the people themselves, ie human capital, or processes, technologies etc."

blog.social-advantage.com/...apital-and-organisational.html

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socialcapital relationship GE boozAllenHamilton incentives collaboration knowledgesharing

To do this effectively, Booz needs to be able to get teams forming quickly and working seamlessly, getting people on the same page very fast.

Booz pioneered knowledge management but it fell into disrepair and they got into bad technologies - their knowledge system was email sharing stuff on peoples’ hard drives. They’re now getting into 2.0 technologies.
In addition, the firm recognises that people can’t deliver if reward systems aren't set up to support delivery across practices and geographies. So you have to remove barriers and incentivise usage

Dec

2009

Implementing Enterprise 2.0 at Booz Allen: Part Two – Change Management Efforts

"As Walton mentioned in our last post, the challenge is only in part technical. Broad culture change and user input became integral to Hello’s rollout and acceptance within the firm. This is one reason he staffed the team with as many change management people as technical people. Enterprise 2.0 systems are more transformative than many past technologies. Walton said that in the past a person with the most knowledge has power. Now the person with the most connections has power. "

www.fastforwardblog.com/...management-efforts-and-results

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boozAllenHamilton casestudies management change changemanagement

This transformation has to be both understood and accepted in the organization. Walton related a meeting with 25 partners about the new transparency
Hello is not a mandated system like email. It was rolled out in a “soft” launch and then promoted virally.
2 more annotation(s)...
- Walton started the roll out in the largest office outside of the central offices. He wanted people in the field to feel that the system was for them and supported their needs.
- 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.