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14 Jul 09

Towards a diagnosis of an enterprise 2.0

In brief, it is suggested that the main objective of a 2.0 business is to generate spaces in which people can realize their personal projects on a collective basis: a distributive network that encourages new relations without being bound by centralized decision-making and in which those on the periphery are just as important as those in the middle.

Some time ago we designed this chart to make a diagnosis for an Argentinian top telecommunications company, in which we aimed to survey 400 top managers about this topic, and we share our conclusions with you.

www.sustainabilitythebook.com/a - Preview

enterprise2.0 diagnosis socialenterprise

29 May 09

Eight Competencies to Socializing Your Organization

It's a good tool to discuss the issues related to community management, a good structure for benchmarking and tracking operational improvements, and a great framework for training or certification.The competencies laid out in the model are:

1. Strategy
2. Leadership
3. Culture
4. Community Management
5. Content & Programming
6. Policy & Governance
7. Tools
8. Measurement

www.thesocialorganization.com/...alizing-your-organization.html - Preview

socialenterprise socialorganization strategy leadertship culture communitymanagement tools measurement competences policies

14 Apr 09

Beyond the Big Bang: Strategy as Habit

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.

circaspecting.typepad.com/...ig-bang-strategy-as-habit.html - Preview

strategy staff mckinsey 7S socialenterprise people peoplecentrism structure skills sharedvalues values style systems humanresources talentmanagement talent

When we adjust the original diagram a bit, you start to see that the secret to strategy success -- both IMPLEMENTATION and EVOLUTION -- is fundamentally the staff.
The founding strategy may not start with the people, but its implementation and all subsequent strategy evolutions are hugely influenced by the people. They are the ones, after all, who design the business systems, develop their skills, train each other, shape shared values daily, and project the culture's style to thousands of customers every day. They watch competitors on the street, and they listen to prospects who've declined proposals. In all but the smallest organizations, the CEO's ability to drive the details of strategy execution in all these areas around the company is practically nil.