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"“Social is hard!” is something I hear repeatedly by most of my clients and those I talk to. It is one of the issues I continually run across in my work with organizations trying to better understand social software and collaboration tools for their organization as well as helping vendors better understand their gaps and how to close them as social scales.

I have my “40 Plus Social Lenses” that I use to set foundations and understandings to better see issues, gaps, and understand the potential ways forward. Everything requires testing and rarely does the good solution work everywhere as there are no best practices, because what we are working with is humans and how they are social. Humans and how we interact is not simple, we are not simple social creatures."

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"Prescient Digital Media vient de produire une infographie mettent en valeur quelques données de sa dernière étude (Février 2012).

Quelques informations ont retenu notre attention :

seulement 9% des organisations ont mis en production un intranet social,

mais 78% d’entre-elles ont une stratégie de gouvernance et des règles qui s’appliquent aux contenus publiées et partagés,

et 61% utilisent au moins un “média social” dans l’intranet.

Pour 18% un frein important est le manque de support du C-Level à ces initiatives tandis que pour un nombre identique il y d’autres projets plus importants,

12% constatent que le manque de support des équipes IT nuit à ces projets et ils ont 10% à juger que le manque de règles (gouvernance) est un frein."

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"Many of us in business have heard the popular aphorism, "People are your greatest asset." Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there's a reason for that. "

people empowerment production productivity collaboration collectiveintelligence expertslocation emergence structure coordination relationship

"As many enterprise companies today begin to demonstrate “social business” behaviors, they will start experiencing various levels of culture change with the people of the organization, process and technology. The following are 15 indicators of social business transformation. It’s important to realize that while some of these behaviors are dependent on each other, they are mutually exclusive and not necessarily in chronological order."

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""The New Normal" c'est l'histoire d'un monde dans lequel le fait que les choses soient digitales sera juste... normal! Avec la digitalisation de nos musiques, livres, échanges,... il arrive un moment où la norme devient le digital. Et à partir de là de nouvelles règles entrent en jeu et des principes qui étaient des évidences deviennent obsolètes"

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"In the third quarter of 2010, Genesis Management Consulting Group launched the results of its second global survey on strategic decision-making. The survey defined strategic decision as a decision that “could have fundamental and significant impact on the organization.”"

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"At least some of the common misunderstandings and friction is a result of language we use. Different backgrounds and experiences lead to a situation where mutual comprehension is not easy. Other challenges are – no news here – results of silo-liked work environments, communication and collaboration gaps, and also some kind of idea “inbreeding”.

All these factors complicate the work of management, business operations, and strategy work. More precisely, complicating the way management is use to manage and lead."

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"I have to confess that I've enjoyed watching recent rounds of Enterprise 2.0 discussion and mud wrestling. The fact that so many people enjoy debating definitions, values, doctrinal principals - even the existence of Enterprise 2.0 - makes me think that E2.0 might best be framed as a religious debate. With that in mind, I'd like to introduce a new and exciting element: schism.
I hereby declare myself an Enterprise 2.0 Strict Druckerian. I believe that "2.0" should be considered a modifier of Enterprise rather than an allusion to mere Web 2.0 technology - which is what an Enterprise 2.0 Strict Technarian would have you believe."

enterprise2.0 drucker technology organization people

"This is then the management challenge of the knowledge economy: how to create the conditions and structure that will enable and empower employees to do what needs to be done. In our experience, we have seen that there are at least five key areas where a manager of a knowledge-intensive company can and should play a role."

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"My definition goes:

Website governance uses people, policy, and process to resolve ambiguity, manage short- and long-range goals, and mitigate conflict within an organization. "

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"With this entry I want to summarize and update what I wrote earlier. I gave a general update on the value of social networks for HR in January 2008 including a presentation I held at our global HR Business Partner meeting. Tonight I will be presenting at an HR sharing event on the relevance of Enterprise 2.0 for HR. Find the slides posted to Slideshare."

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Why do some companies succeed at transformation while others fail? Is it the methods they choose, such as lean manufacturing, Six Sigma and business process reengineering? Maybe it's that old bugaboo, a lack of "leadership commitment." If so, then why has no one come up with a way to measure, predict or replicate the critical factors that make transformations succeed?

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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.

enterprise2.0 adoption socialsoftware people business longterm transformation change productivity

Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).

humanresources2.0 humanresources strategy socialnetworkanalysis people organization web2.0 enterprise2.0 management transformation

Instead of strategy as Big Bang, what about strategy as Habit? ALL organizations require strategic thinking to succeed, but few organizations actually face the dramatic moment -- ever, or certainly very often. If that is true, then the sweet spot for strategy is something more routine, more "everyman", more evolutionary, more of a living process. Strategy as Habit has 2 components, in keeping with the 2 primary definitions of the word "habit": (1) a regular practice and (2) a long, loose garment worn by a member of a religious order. (In case you've forgotten that second definition: picture here). Strategic thinking is a recurrent, involuntary action. Our strategy is both a content statement and a style statement, both of which define and identify our team. Strategy is participative. Strategy has structure without being overly constrictive.

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