leading the transformation and change process - enterprise 2.0 summit 2014
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Leading the Transformation and Change Process
Enterprise 2.0 SUMMIT 2014
February 11, 2014
Joachim Niemeier (@JoachimNiemeier)
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 2
State of Enterprise 2.0 in 2014
„The offical project is completed, the team is resolved. But of course there is still a lot to do. But we have not longer a budget.“
„We have done a lot of experimentation and exploration during the last two years, now we have to demonstrate business value.“
„We have to revitalize social collaboration.“
„We are still on the road to Enterprise 2.0 but we have learned we need a much longer time for a full success.“
„Hope management will ask us this year!“
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 3
We have now a Wiki!
?
Great! And what do you do with it?
http://www.slideshare.net/SoftwareSaxony/anleitung-zum-handeln-wissensmanagement-im-enterprise-20
2009
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 4
We have now a social collaboration platform!
?
Great! And what do you do with it?
http://www.slideshare.net/SoftwareSaxony/anleitung-zum-handeln-wissensmanagement-im-enterprise-20
2014
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 5
Which Business Challenges Can We Tackle With Social Software?
Internal Innovation Management
Exchange of Knowledge
Human Resources and Qualification
Strategy and Corporate Management
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Application Areas for Social Software
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Enterprise 2.0 Use Cases („Stars“)
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Typical Application Areas Today
A topical competence exists inside the company Use cases be successful even in a limited range in the extent
of use and intensity of use Request a more local change Are manageable in the existing context Based on existing organizational settings and ways of working
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Enterprise 2.0 Use Cases („Questionmarks“)
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Use Cases with large potential benefits, but also high implementation barriers
Commitment of leadership is imperative Far-reaching changes that require a systematic
management Advance of existing organizational forms and ways of
working through organizational development and new skills required
Global change, which often affects not only the company itself but entire value chains and industries
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Large potential benefits, but also high implementation barriers
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• A topical competence exists inside the company
• Use cases be successful even in a limited range in the extent of use and intensity of use
• Request a more local change
• Are manageable in the existing context
• Based on existing organizational settings and ways of working
• Commitment of leadership is imperative
• Far-reaching changes that require a systematic management
• Advance of existing organizational forms and ways of working through organizational development and new skills required
• Global change, which often affects not only the company itself but entire value chains and industries
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 12
Large potential benefits, but also high implementation barriers
Create awareness for the relevant drivers
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Create awareness for the drivers
Technology exists and is ready to use Requirement to collaborate Knowledge work becomes more
important Demographic change Harness knowledge and ideas of all
employees (…)
© Kaarsten - Fotolia.com
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 14
Large potential benefits, but also high implementation barriers
Create awareness for the drivers Define the business objectives for your Enterprise 2.0
program
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Define Business Objectives
Enable stronger networks across regions, functions and corporate departments
Improve work efficiency Enhance facilitation of open innovation
and idea generation Enable employees to find experts Attractive work environment for
employees (…)
© Kaarsten - Fotolia.com
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Large potential benefits, but also high implementation barriers
Create awareness for the drivers Define the business objectives for your Enterprise 2.0
program Analyze the existing success as well as possible failure
factors in the company
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Performance Framework for Enterprise 2.0
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Success Barriers (inhibit success)
• Technical orientation of the project• Bad reputation of existing IT
solutions• No acceptance among leaders• Leaders have no competence to
act as a role model
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Failure Factors (provoke failure)
• Lack of professional know how for the planning and implementation
• No participation of the workers council
• Distrust among employees• No answer to critical questions (eg.
fear of losing control and information overflow, safety concerns and reliability)
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 20
Failure Barriers (inhibit failure)
• Active support of top management• Clear defined target audience• Enough capacity in the form of
social collaboration experts, ambassadors and key users
• Rules of the game in the form of social media guidelines and policies
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 21
Success Factors (generate success)
• Clear vision and strategy• Defined business objectives• Well developed roadmap, linked to
corporate strategy• Training, education and
understanding• Use cases with a high potential
business value
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 22
Large potential benefits, but also high implementation barriers
Create awareness for the drivers Define the business objectives for your Enterprise 2.0
program Analyze the existing success as well as possible failure
factors in the company Develop your change management program
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Strengthen Success Factors and Failure BarriersWeaken Failure Factors and Success Barriers
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The Toolbox for a Systematic Change
Information
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The Toolbox for a Systematic Change
Information
Roadshows
Good practice communication
Orientation guide for leaders
Onboarding package for newbies
Viral videos with real people
Enterprise 2.0 lounge
…
…
Joachim NiemeierEnterprise 2.0 SUMMIT 2014Seite 26