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When I run workshops on intranets, I sometimes put down cards on the floor labelled “HR”, “IT”, “Communications” etc. and ask people to stand on the card that reflects who sponsors their intranet. Typically there are clusters around Communications and IT, one on “Knowledge Management” and a few people that end up playing Twister trying to straddle multiple cards. Others merely sigh and shuffle over to the ‘Nobody’ card.
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When I run workshops on intranets, I sometimes put down cards on the floor labelled “HR”, “IT”, “Communications” etc. and ask people to stand on the card that reflects who sponsors their intranet. Typically there are clusters around Communications and IT, one on “Knowledge Management” and a few people that end up playing Twister trying to straddle multiple cards. Others merely sigh and shuffle over to the ‘Nobody’ card.
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When we discuss what makes a good sponsor, people talk about enthusiasm, understanding and promoting the vision of the intranet, rather than just giving funding. That, for me, is the crucial difference between a real sponsor and someone senior that happens to have the intranet in their portfolio.
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The success factors of socialization are well-documented — we all know the guidelines but often treat them as just another task in a big initiative. Socialization implies a deeper commitment than most organizations acknowledge - in fact, socialization, its actions and its attitudes may be the most complex part of innovation. Here are a few throughts on socializing change.
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Key owners and sponsors must “sign up” for change. Many teams take appropriate steps and even ask sponsors to sign an approval document. But, sign up goes beyond approval meetings and documents. The team leading the initiative must ensure that owners and sponsors know exactly what they’re signing up for -
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, educate the business and operational leaders first. Train these leaders to a level of competency that ensures they can hold their employees accountable for rapidly adopting new processes, methods, tools, etc
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