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Capacity for change
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?
Social Media Transformation Cycles
The value of social media is relative to the cycle of social media transformation that is vetted through the marketplace of peers. Past industries were started, enabled and created by conversations that led to innovation.
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Conversations are filled with information which is shared with others. The internet, in its current stage, enables the propagation of conversations from one to one to millions at the click of a mouse. The acceleration of conversations at rates beyond past experiences facilitates the transformation of information into knowledge. Subsequently a few people discern the knowledge gained and move to the creation of innovation in product, service and delivery (marketing, service and reach).
The Social Software Value Matrix
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.
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As the CEO of a marketing agency put it to me, "How can we collaborate with our customers when we can't collaborate with each other?"
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The best place for your employees to learn professional social media is inside the company.
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About failing Enterprise 2.0 initiatives
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.
HR 2.0 strategy
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).
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The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?
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Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.
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Projet de transformation : de la méthode SVP
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.
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Les dirigeants devront donc informer les employés sur la date d’arrêt des anciennes méthodes et par conséquent de la mise en œuvre des nouvelles (sans dérogation possible).
The Enterprise 2.0 LifeCycle
This life-cycle is the stages in which I have seen organizations, communities, and businesses adapt to the changing and available technologies that help their organization grow and thrive. This may ring a little familiar to those who are familiar with the Software Development Life-cycle (SDLC), the long, costly, and project creep way of doing business. In this approach, we do not wish to reinvent the wheel. We firmly believe that there are many excellent open-source solutions that are ideal for business collaboration, communication, networking, and transparency.
Transformer l’Entreprise pour améliorer sa performance
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,..).
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1. La première approche consiste à améliorer « l’existant ». Pour ce faire, on évalue l’organisation (finance, It, RH,...) en termes de coûts, délais,... La question est : combien coûte le processus de reporting par exemple, on compare ce coût aux meilleurs de la classe (benchmarking) afin d’identifier d’éventuels gains.
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2. La seconde approche ne tient pas compte de l’existant. La question est : que devra / devrait être ma fonction X (finance, IT, RH,..) dans 3, 4, 5 ans compte tenu par exemple des nouvelles technologies, des nouvelles contraintes réglementaires, de la nouvelle organisation de l’entreprise. Cette approche peut/ doit conduire à la création de nouveaux processus qui porteront de nouveaux objectifs et à la suppression de processus existant.
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.
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