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Nov

2011

Perceptions on the importance of the cultural background to the adoption strategy

"Without having statistical data and only derived from subjective perceptions and interpretations of talks with German and French executives I like to state that E20 projects in France and in Germany are in many ways different. In the end they all follow the same vision of the socially enhanced and collaborative organization but the key drivers for the projects are as different as the challenges that go along with the adoption."

enterprise20blog.com/...round-to-the-adoption-strategy

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enterprise2.0 socialbusiness france germany adoption culture bureaucracy knowledge knowledgesharing socialnetworks hierarchy processes businessprocesses coordinatination

Starting off with Germany – I see the majority of E20 projects based on a strong objective in improving the knowledge sharing in the company.
This might be explained by the more dezentralized structure of German organizations and the industry in general.
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- The key challenges of E20 initiatives in Germany is to convince people of the value of knowledge sharing – as knowledge is also seen as a highly competitive asset of both people and companies. So the success of E20 in a German-based organization lies very much upon the transformation of mindset in regards to the higher value of a knowledge-sharing co-worker. The ROI discussion of these E20 projects are therefore based on the calculation of not sharing and the lost business opportunities of the enterprise.
- In France I see quite a number of E20 projects being built around the social
  networking idea – in order to enhance the organization by the layer of digital interconnection of its peers. The objective is to support adhoc collaboration and coordination along business processes.
- the implementation of the network is at first in order to derive value from the indirect/network effects of being interconnected. This is also related to the strong notion of personal networking within the French economy – especially in the elite networks of bureaucrats and executives
- for more information on the cadre system you might want to study the works of Geert Hofstede