Leading the Transformation and Change Process - Enterprise 2.0 Summit 2014

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!“


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


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


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



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



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




program Analyze the existing success as well as possible failure

factors in the company

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Performance Framework for Enterprise 2.0


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


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)


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


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




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


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

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