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Resistance to (fear of) change is one of the leading impediments to introducing social software in businesses. This should come as no surprise. Resistance to change is always one of the greatest barriers to change. But what is different this time is that resistance to change is likely to be quite heavy among managers, even more than on grass-root level.

Tags: socialsoftware, change, enterprise2.0, management, businessintelligence on 2009-06-17 and saved by 2 people -All Annotations (7) -About

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Il existe des pratiques simples et très efficaces, permettant de clarifier les repères, de donner du sens, de faciliter les consensus, des pratiques fondées sur la psychologie cognitive : les images mentales.

Imaginer le changement ?

Face à tout projet de changement, se pose un dilemme : comment puis-je me fixer les objectifs vers une situation future que je ne peux même pas imaginer ?

* A partir de mon point A actuel, quel est le point B vers lequel je tends ?
* Quel sera le chemin pour m’y rendre ?
* Comment puis-je visualiser la construction et l’aboutissement de mon projet ?

Tags: change, changemanagement, mentalimages on 2009-06-10 -All Annotations (0) -About

more fromwww.inprincipo.com

We presented a community survey to crowdsource answers on Enterprise 2.0 Adoption in your company. Here are some key findings from our preliminary results:

Tags: enterprise2.0, adoption, ROI, change, integration on 2009-05-14 and saved by 2 people -All Annotations (3) -About

more fromenterprise2blog.com

I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.

Tags: enterprise2.0, value, socialvalue, matrix, operations, organization, strategy, culture, change, socialmedia, adoption, collaboration, businessmodel, transformation on 2009-05-06 and saved by 2 people -All Annotations (3) -About

more frommichaeli.typepad.com

Seeing Enterprise 2.0 as a number of short-term initiatives that will immediately boost the productivity of knowledge workers, improve collaboration and fuel innovation will do us more harm than good. There are definitely quick wins to be made, but we need more time to make the large and persistent wins. Harvesting the potential business benefits of Enterprise 2.0 requires insight, motivation, commitment, patience, perseverance, flexibility - and a large doze of good old-fashioned stubbornness. Why? Because it is about making people change.

Tags: enterprise2.0, adoption, socialsoftware, people, business, longterm, transformation, change, productivity on 2009-05-06 -All Annotations (0) -About

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So how long does it take to become an Enterprise 2.0 success story? I believe it was Thomas Watson (IBM) that answered the question of how long it takes to become great in business. His response was "one second". It happens when you decide to be great and willing to make the commitments necessary to make it happen.

Tags: enterprise2.0, adoption, commitment, change, changemanagement on 2009-04-28 -All Annotations (2) -About

more fromwww.rtodd.com

Mais plus encore que la démonstration, les dirigeants devront sensibiliser les employés sur le fait qu’un projet de transformation n’a pas pour seul objectif d’améliorer le profit de l’entreprise, son expansion / ou sa survie sur le marché. Il a également pour objet de créer des avantages intangibles, tels que le développement des compétences et du travail en équipe, la création d’un environnement de travail plus satisfaisant et bien d’autres avantages encore.

Tags: transformation, change, intangible, intangibleassets on 2009-04-28 -All Annotations (1) -About

more fromobjectifperformance.decideo.fr

I drew on the core ideas in our Implementing Enterprise 2.0 report and framework (as above). Enterprise 2.0 is ultimately far more about organizational change than technology, though it happens to be driven by web technologies. As such much of my focus today is on how to change organizations, to literally create the next version of the enterprise. Far more details on how to put the ideas below into practice are in the Implementing Enterprise 2.0 report.

My list got an extremely positive response from the audience, so I thought I’d share it here.

Tags: enterprise2.0, implementation, vision, bestpractices, pilots, change, changemanagement, organizationalchange on 2009-04-24 and saved by 4 people -All Annotations (12) -About

more fromrossdawsonblog.com

Many other companies are also trying to foster greater collaboration within their ranks. Some are using web-based social media to help them. For instance, Lockheed Martin, an American defence giant, plans to roll out Unity—a software platform that encourages employees from different areas to connect with one another via blogs, wikis and other online tools—across its entire business later this year, after piloting it in one area. But dismantling internal barriers to co-operation is a tricky business that requires much more than smart software. Unless firms are careful, there is a real danger that collaborative crusades could do them more harm than good.

Tags: socialmedia, collaboration, ipod, apple, sony, lockheedmartin, jointprojects, networks, informalnetworks, communitioes, communitiesofpractices, change, management, organization, cooperation, bonuses, incentive, enterprise2.0 on 2009-04-08 -All Annotations (0) -About

more fromwww.economist.com

My good friend and fellow TechRepublic blogger Chad Perrin suggested that I write about when clients pursue change for the wrong reasons. If your client says, “We need to implement TPD” (an abbreviation I just made up to stand for Technology/Process of the Day), you better make sure it isn’t because of any of these motivations.

Tags: innovation, buzzword, drivers, IT, technology, process, adoption, change, fad on 2009-04-08 -All Annotations (7) -About

more fromblogs.zdnet.com

If your objective is to share knowledge and to collaborate effectively or if that objective is to foster a stronger community within your business, then you have to look at ways of changing behavior within your organisation ? which depending on your existing culture and workforce demographic can take time.

Tags: knowledgesharing, knowledge, enterprise2.0, socialmedia, change, changemanagement, behaviors, socialsoftware on 2009-02-08 -All Annotations (5) -About

more fromwww.socialcomputingmagazine.com

Si vous gérez l’intranet et l’introduction d’outils Web 2.0 dans votre organisation et en particulier la couche de «business social software», désolé les ami(e)s mais le «bottom-up« et le «patchwork organique» ne fonctionnent pas… «Bottom-up can’t be managed» comme disent nos Voisins du Sud. Vous êtes surpris ? Pas très 2.0 comme attitude non ? Faut être réalistes ici. Monter une stratégie d’intégration de tous les outils technologiques qui composent le coffre à outils d’une stratégie «entreprise 2.0» ne peut attendre l’intégration organique surtout avec un budget et des échéances à gérer…

Tags: enterprise2.0, adoption, integration, bottomup, topdown, casestudies, pennstateuniversity, outreach, socialsoftware, communication, change, changemanagement on 2009-02-08 and saved by 4 people -All Annotations (0) -About

more fromemergenceweb.com

La crise qui s’annonce durable, contraint les organismes publics et privés à réduire la voilure pour traverser sans trop d’encombres la tempête.
Pour ce faire, celles-ci lancent des « programmes de transformation » de leurs fonctions métier et support en vue d’améliorer la performance (transformation de la fonction finance, transformation de la fonction It, RH, achats, supply chain,..).

Tags: crisis, downturn, change, transformation on 2009-01-30 -All Annotations (2) -About

more fromobjectifperformance.decideo.fr

There seemed to be five reasons the program has been so effective:

* Intact management teams went through the program. As a result, each team reached a group consensus on the barriers to change and how best to attack them.

* Participants considered both the hard barriers to change (organizational structure, capabilities, and resources) and the soft (how the members of the team individually and collectively led--i.e., how they behave and spend their time).

* Attention was paid to the eternal leadership challenge of managing the short term and the long term simultaneously.

* The program created a new common vocabulary of change.

* Teams emerged from the program with the first draft of an action plan for instituting change in their individual businesses and there were mechanisms put in place to make sure that they delivered on it.

Tags: GE, training, change, management on 2009-01-30 -All Annotations (0) -About

more fromblogs.harvardbusiness.org

Tags: collaboration, web2.0, enterprise2.0, blogs, wikis, mashups, innovation, knowledgemanagement, behaviors, management, changemanagement, change, socialmedia, socialsoftware on 2009-01-23 and saved by 4 people -All Annotations (0) -About

more fromwww.slideshare.net

Now I am fairly secure in my membership in Generation Jones--I still have lots of pleated pants, for example--and I find the accusations that "I just don't get it" amusing. But the comments did make me think about the fate of the millennials as they move into the workforce. Will they bend to the whims of the workplace, or will the workplace bend to suit them?

Tags: millenials, digitalnatives, workplace, change, management, generationy, generationdivide on 2008-12-16 and saved by 4 people -All Annotations (1) -About

more fromdiscussionleader.hbsp.com

It's an explanation - crystal clear, and from the point of view of systems theory - about what leverage points are, and how they can be used to influence systems. And it's a paper that should be compulsory reading for anyone in any kind of a position of power - and preferably tattooed on the inside of politicians' eyelids.

Reading through it, I got to wondering about which of the 12 leverage points described social media would fall into. The basic concept is that small shifts in one thing can produce big changes in everything - and we often use the terminology of small, incremental changes in behaviour when talking about social media.

Tags: socialmedia, leverage, system, change, informationflows, information, selforganization on 2008-10-04 -All Annotations (4) -About

more fromwww.headshift.com

There is an old saying, “if you stay in this world you will never learn another one.” Learning the dynamics, the art and the science of the new world created by the social web is one of the foremost challenges for businesses.

Current business theories are correct in their own world, but the problem is that the theory may not make contact with the new world.

For businesses to succeed in the new world a transformation in leadership thinking will be required.

Tags: organization, change, humanresources, socialnetworks, innovation, relationship, relations, empowerment on 2008-09-26 -All Annotations (0) -About

more fromlinktosocialutions.com

Cultures, by predisposition, both embrace and resist change, depending on culture traits. For example, the social web could play complementary roles in existing business cultures to those that embrace its dynamics.

On the other hand for those that resist the shift of power to the consumer the social web represents a very real threat.. Thus there are both dynamic influences that encourage acceptance of the social web, and controlling forces that resist what the social web threatens.

Tags: socialmedia, socialweb, disruption, change, culture on 2008-09-26 -All Annotations (5) -About

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Tags: enterprise2.0, organization, change, alignment, adoption on 2008-08-22 and saved by 2 people -All Annotations (0) -About

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