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Nov

2011

People And Culture Are The Biggest Barriers To Digital Transformation

"New research just released by Capgemini/MIT reveals that two-thirds of global enterprise companies are failing to evolve into digital enterprises. According to the report, people and culture are the biggest barriers to digital transformation."

www.fastcompany.com/...iers-to-digital-transformation

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culture transformation change disruption study capgemini MIT IT

slick marketers have brainwashed senior execs into thinking that the path to digital transformation is a disruptive, revolutionary path, rather than an evolutionary process.
If the IT marketing people are to be believed, senior execs need to rip out their existing mission-critical tools like email and documents, and replace them with relatively unproven technologies such as blogs, wikis, and allied next-generation tools.
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- This is not digital transformation, but digital disruption, and it only serves to alienate managers and their staff
- In the history of innovation, the "revolutionary" approach often fails, because it doesn’t take the human factor into account.
- In lieu of a rip-and-replace strategy, companies should to take baby steps by building on the tools your organization already ha
- By minimizing the need for workers to change their work habits, while mitigating the financial risk in investing in new and unproven technologies, a fail-safe methodology for embracing the digital transformation can be created
- The psychology of evolutionary change is far more productive than a "rip and replace" approach

Aug

2011

What happens when social networking collides with the corporate Intranet?

"What would it look like if the social world of Web 2.0 collided with the corporate Intranet? What would happen if information was disseminated from outside in, instead of inside out; from the people working on the front line? This is precisely what an interesting experiment at global consulting firm Capgemini is revealing. Many of the company’s 110,000 people are based on site at client locations and it is here that ‘real-world’ challenges must be addressed. The IT consultants in particular, who form about half of the workforce, are in an environment where the information they use goes out of date very quickly"

bsr.london.edu/...index.html

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intranet socialnetwork socialintranet intranet2.0 casestudies capgemini yammer management middlemanagement

CTO Andy Mulholland says that it is contributing to the “collective consciousness of the 20,000 people who subscribe to Yammer internally.”
Yammer is decentralising the information flow at Capgemini to create greater collaboration from the outside in. It is those consultants at ‘the edge’ who are posing the questions and using the technology. They’re encountering a lot more variability in what they’re being asked to do than perhaps those at the centre of the organisation. They’re using it as a service enabler; a tool to help them do more by tapping into a corporate knowledge bank in real time.
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- Capgemini’s CEO is known to regularly go on to Yammer and check out who the top thread followers and creators are and what they’re discussing
- “People who use Yammer have become a kind of social group in themselves. They use it to ask the pertinent questions online in real time, and then often take the conversation offline to develop the conversation still further. In this way we’re still using our other knowledge systems, such as Wikis and forums, but Yammer is a social glue that holds it all together.”
- Usage tends to be self governing so if someone Yammers with information they shouldn’t, other users will urge them to stop.
- It’s almost a kind of outsourcing whereby you ask a question and one, two or three or four people will come back with some take on the answer. And unlike email, which is targeted to a group of people you already know, a Yammer request goes out to anyone interested in a topic.
- But there is an increasing range of tasks in the middle of that spectrum which require too much interactivity for traditional IT systems, and where you cannot justify the cost of a face-to-face meeting. This is the sweet-spot for social networking tools
- This frees up managers, in turn, to spend more time on the real value-added work – such as motivating their employees, structuring their work to make it more engaging,
- when employees can get all the basic support they need for their work through Yammer, rather than through their line manager, the real qualities of the line manager are exposed and some are found wanting.
- As a means of connecting a disparate workforce Yammer is proving its worth at Capgemini. It maintains a largely business focus, acting as a pool of best practice and offering experience from the front line. It allows people working on similar assignments to connect with colleagues they may not have been aware were working in the same field. It acts as a conduit, feeding in information from the edge of the business to transform the whole process of internal communication. This is social networking with an enterprise signature.

Jul

2011

Microblogging at Capgemini

"A few years ago we launched a “microblogging” system called Yammer at Capgemini. Yammer is a private and secure enterprise social network that allows colleagues to hold conversations, read posts and actively collaborate with co-workers in real-time. It is contributing to the collective consciousness of the 25,000 people who subscribe to it, a consciousness that is continually shifting and updating, as those people constantly learn and share new experiences."

www.managementexchange.com/...microblogging-capgemini

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casestudies capgemini yammer microblogging informationsharing socialnetworking governance management

A key challenge for us is how to keep our disparate colleagues up-to-speed, and able to benefit from all of our massive amount of in house knowledge in order to optimise delivering value to our clients. Does social networking provide part of the answer?
In large part it is about decentralising the information flow, to create greater collaboration from the outside in. Whereas previously information dissemination was all about the centralised business and knowledge management, social networking has caused a shift in the way we communicate: it’s about an event, a topic, a specific information need at the point of service delivery, such as on site at a client facility.
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- It is those consultants at ‘the edge’ who are posing the questions and using Yammer. They’re encountering a lot more variability in what they’re being asked to do than perhaps those at the centre of the organisation who are driving the more structured approach of our business to the market.
- Equally threads may link to and tell others that the required information is in the Capgemini Knowledge Management system, the social networking integrates to the other tools.
- There are three distinct groups of users within Capgemini: hugely active; regular Yammers; and listeners.
- Social Networks fail without a core group making them active and interesting, yet all to frequently this core is seen as too dominant and limiting therefore allowing an unenlighted management to state that a pilot is unsuccessful as the active numbers are too low
- Problem solving is the biggest area of usage,
- We have to adhere to a few controls put in place to safeguard client information and competitive intelligence. As social environments change so fast, a traditional set of governance policies would strangle the benefits of flexibility
- Usage tends to be self governing, so if someone Yammers with information they shouldn’t, other users will urge them to stop.
- Understand the limits of technology. No single technology will ever meet the full array of needs that a large company. The evidence is that Yammer is good for solving specific problems, sharing information quickly, and generating immediate buzz on a topic. But it is not so good for other things
- Management’s changing role. Consider the list of things that we use Yammer for: aligning activities, problem solving, information sharing, providing clarification. Now think about the things managers do for a living – and you quickly end up with a pretty similar list.
- But the boundaries between social networking sites and corporate Intranets are blurring all the time, and Yammer is just one of many technologies that sit in this grey zone between the two worlds.