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Change Your Culture by Changing Your Stories
"So how do you begin changing something so complex? Start by changing the stories that people tell."
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If you want to create a culture of communication, leave your BlackBerry at your desk when you go to important meetings. If your actions deviate from the norm, you can be sure people will tell stories about them.
Resistance to change: The real Enterprise 2.0 barrier
"Large organizations continue to embrace Enterprise 2.0 as a viable addition to the corporate business process toolbox. As evidence, look no farther than the rapid growth of The 2.0 Adoption Council, which was founded this past June and currently boasts more than 100 member organizations, each of which has more than 10,000 employees.
Despite clear interest from the enterprise, discussion persists around obstacles to large-scale adoption of Enterprise 2.0 approaches, tools, and methods."
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The fundamental challenge to rapid diffusion of Enterprise 2.0 in large companies and the government is fear of change. As with all business activities, the human element remains a basic driver of success and failure. Enterprise 2.0 practitioners, consultants, early adopters, and observers should recognize the reality of these obstacles and plan accordingly.
Croire en ses outils web augmente leur efficacité
Ce n'est pas la qualité intrinsèque des outils collaboratifs en entreprise qui prime, c'est l’utilité que leur attribuent leurs utilisateurs. Voilà ce que démontre une étude menée l’université de Tel Aviv, et consacrée à la confiance que les collaborateurs mettent dans l'efficacité de leur matériel. Selon l'étude, il est du coup inutile de chercher à tout prix à renouveler le matériel technique ou les plates-formes de partage existantes. Il vaut mieux renforcer la confiance que leurs usagers leur accordent.
Six Important Conversations To Have To Bridge The Enterprise 2.0 Cultural Gap
Here are six conversations that I recommend occur in your organization that will help your organization bridge the cultural gap between the status quo and the organization as an effective user of Enterprise 2.0 tools. This builds on a previous post where I stated that "to optimize the technology and achieve improvements in organizational effectiveness...a focus on the overall organization is important."
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A preliminary step prior to these six conversations is to educate members of the organization about these new Enterprise 2.0 tools. The matters to be shared include: the nature of the Enterprise 2.0 tools being deployed; how the tools compare with the popular Web 2.0 tools with which people may be familiar (Facebook, Twitter, blogs, bookmarking, wikis, search); how the new tools fit with existing tools being used
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We can compare these behaviors, attitudes, norms and values to what exists in the current organization. We can ask, in what ways will we have to behave differently or need to develop different attitudes and values.
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Les images mentales : pour accélérer et réussir le changement dans les organisations d'aujourd’hui
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 ?
Go All In with Enterprise 2.0
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.
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What do you say to a business customer that comes to you and says "I want to use this in my business to increase innovation, what is the solution set fro accomplishing this?" If you answer involves something along the lines of "Hmmm, err, You start with, hmmm, a wiki page and then add something..." then you have not committed to your Enterprise 2.0 effort.
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You set targets, objectives, and share the vision to the entire organization. But in Enterprise 2.0, you took the Filed of Dreams idea of just build it and they will come. When it doesn't happen you scratch your head and then blame the culture.
10 DOs and DONTs of organizational change
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.
How to Drive Social Media Adoption in Your Business | SocialComputingMagazine.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.
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Develop social software Ambassadors/Evangelists.
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Showcase case studies for all the different departments using social software.
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émergenceweb : blogue » Dessine-moi un intranet 2.0 : Un cas de bonne gestion du changement…
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…
Is Social Media 80/20? | The Relationship Economy......
While 20% of the value proposition of social technology lies within the technology the greater influence lies in relational value attributes and processes of the people and company’s that use it to produce something of value. Who truly understands the dynamics and impact of social technology on business relations, marketing, sales, operations etc. etc..?
How to Survive and Thrive in Business Today with Web 2.0 - Part 1 [Dion Hinchcliffe's Web 2.0 Blog]
Over the next few weeks I'll be posting a series of articles that deeply explore a strategy for using the power of Web 2.0 ideas to move businesses into the 21st century. These strategies will drive forward any organization to not only survive present economic circumstances but drive growth and innovation while transforming safely to what increasingly appears to be a generational change in the business landscape. In other words, what you've been doing in the past will often no longer apply in the future. The assumptions that we've learned in a previous generation of IT and business education and occupations are frequently mattering less and less to how we accomplish our work and live our lives.
Changement: Effet de levier du week end
On a ici un exemple des aspects, souvent contrintuitifs, de toute conduite du changement :
* Il y a nécessité de changement lorsque l'entreprise éprouve un "malaise" (frustrations, départs incompréhensibles de consultants).
* L'entreprise confond alors symptôme et cause.
* Pour traiter la cause, il faut partir du symptôme, seul élément dont on dispose.
* Mais, comme on ne sait pas où peut se situer la cause, il faut utiliser une technique d'exploration qui balaie le plus large possible (ici "analyse stratégique" de l'entreprise et de son environnement concurrentiel) pour pouvoir la détecter.
* Ce que l'on cherche ? Le paradoxe (manque d'intérêt pour le commercial). Il met sur la piste de la cause.
* C'est en expliquant le paradoxe qu'on la trouve.
* Le changement se fait alors à "effet de levier" : par une réorganisation qui ne demande à personne de se transformer (nouvelle définition de fonction du manager).
* Finalement, si le changement réussit, le malaise disparaît, la société devient "heureuse"...
The limits of rationality and the illusion of management control in organizational change
When the sought-after benefits fail to materialise, this is most often blamed on poor implementation rather than unsound thinking. By adopting a “do it better and get it right” stance, failure is rationalised as a shortfall in execution and the flawed assumptions remain to fight another day.
Changement: Management 2.0
Managers 2.0 must learn to be what Philip Kotter has called “leaders”. I.e. they must learn to lead change. This implies that they must learn to use people as clever human beings. Above all they must learn to manage groups. No longer consider companies as sets of disconnected individuals. Groups and societies have implicit rules (ethnologists’ “culture”). Their members, more or less consciously, follow these rules. Acting on them instantly transforms the organisation (Jay Forrester’s “leverage change”). What scientists call “complexity” is all about these properties of groups or “social networks”. Web 2.0 has started to use them.
Building Web 2.0 Enterprise: McKinsey Global Survey Results
* Companies have adopted more Web 2.0 tools this year than in 2007 and are using them for higher-value purposes, according to McKinsey’s second annual survey on the business use of Web 2.0 technologies.
* Some 21 percent of the respondents are very satisfied with the way their companies use Web 2.0 tools, which are changing management practices and even organizational structures.
* Other companies report that the barriers to adopting Web 2.0 tools include management’s inability to grasp their potential financial returns, unresponsive corporate cultures, and less-than-enthusiastic leadership.
Intranet 2.0: Ten Not-So-Easy Steps
Thousands of corporate intranets are seldom-used, impossibly complex beasts. In contrast, next-generation intranets are simple, social platforms that can change the way people work (for the better!). But getting to intranet 2.0 isn't so easy. Here are my ten steps to getting there.
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Step 1: Blow up the old intranet.
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Step 2: Turn users into authors.
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Entreprise 2.0 et courbe d’apprentissage
On distingue 4 étapes d’apprentissages et 3 phases de temps. Ces phases de temps sont des durées moyennes bien entendu, en fonction du contexte et de l’existant en terme d’outils collaboratifs dans l’entreprise, elles peuvent être plus ou moins courte ou longues.
The State of E2.0 as per Practitioners: News, views, and reviews of Work 2.0 tools, apps and practices
Many of the “lessons learned” from these early adopters will sound quite familiar to those of us who have been on the leading edge of introducing technologies for collaboration and knowledge management into organizations, but there are some new twists.
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