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The social intranet (r)evolution
Jane McConnell
March 2013European Enterprise 2.0 Summit, Paris
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Why does the "social intranet" disrupt organizations?
Five reasons social intranets have not taken off and what to do about it.
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Social collaboration
The mobile dimension
Managed
Structured collaboration
Workforce Partners, clients Public
(Real-time, constant movement, unpredictable)
DISCOVER, DISCUSS
(Creative, coordinated, goal-oriented)
WORK, CREATE
(Authoritative
stable, reference)
REFER, DO
Available from computer, tablet, smartphone.
Today we have a combination of different “dimensions”.
They are often in competition.
They are rarely well coordinated.
People are confused....
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Here’s how it happenedAnd why organizations are struggling
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➡ Managed information and enterprise applications.
➡ Owned by Communication.
➡ At this stage, it is called the “intranet”.
➡ Structured according to the organizational structure with control and clear, distinct “territories” and responsibilities.
1
Authoritative, stable
managed dimension
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➡ The arrival of digital platforms for structured project collaboration brings “real work” to the intranet.
➡ Goals become productivity & efficiency.
➡ Business and IT work together to meet operational needs by creating collaborative platforms.
➡ Competition starts between the “intranet” and the “collaborative platform”.
1 2
Authoritative, stable managed
dimension
Authoritative, stable
managed dimension
Structured collaboration
dimension
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➡ The arrival of “social media” in the enterprise brings disruption.
➡ People are empowered, potentially.
➡ Traditional roles of management, HR, IT and Communication are challenged as people begin to self-declare and self-organize.
➡ However, social stays in its own corner, isolated from “real work”.
Social collaboration
dimension
3
Authoritative, stable
managed dimension
1
Structured collaboration
dimension
Authoritative, stable managed
dimension
Authoritative, stable managed
dimension
Structured collaboration
dimension
2
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➡ The convergence of the 3 dimensions goes beyond disruption to transformation.
➡ Social collaboration impregnates the enterprise facilitating visibility of work, openness, efficiency and accountability.
➡ The “digital workplace mode” requires leadership rather than management. It is built on : “freedom within a framework”.
➡ Self-organizing communities have strong influence over work and decisions.
Social collaboration dimension
3 4
Authoritative, stable managed
dimension
1
Structured collaboration
dimension
Authoritative, stable managed
dimension
Authoritative, stable managed
dimension
Structured collaboration
dimension
+ Mobile dimension
2
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41
Authoritative, stable managed
dimension
Authoritative, stable managed
dimension
Structured collaboration
dimension
+ Mobile dimension
Social collaboration
dimension
3
Authoritative, stable
managed dimension
Structured collaboration
dimension
Most organizations are here.
2
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Data from Q4 2012, 362 organizations, “Digital Workplace Trends 2013”.
Adoption lags deployment, especially for the more disruptive capabilities.
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Five reasons social intranets have not taken off
&
What to do about it
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1. No urgency
We have no sense of urgency. No “why”.
➡ Identify and communicate the compelling reason why the social intranet is critical for your organization.
Check out John Paul Kotter: Leading change: http://www.kotterinternational.com/our-principles/changestepsSimon Sinek: How leaders inspire action. Start with Why: http://www.ted.com/speakers/simon_sinek.htmlNY Times, alex Williams: Elevator Pitch for Enterprise 2.0: http://www.nytimes.com/external/readwriteweb/2010/01/25/25readwriteweb-the-elevator-pitch-for-enterprise-20-24340.html
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2. Middle management forgotten
We think senior management buy-in is the main obstacle.
➡ Middle level managers are keys to making the social intranet business critical. Involve them from the beginning.
• Middle management is a main obstacle for early adopters. That when things get real.
Check out Jane McConnell: http://www.netjmc.com/organizational-change/middle-and-operational-management-the-big-digital-workplace-challenges/
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3. No real empowerment
We have a vision, we communicate it, but we don’t empower others to act on the vision.
➡ My motto: “Freedom within a framework”.
• The framework is a set of strategic principles.
• Within the framework, policies evolve. Policies are made at many different levels.
Check out John Paul Kotter: Leading change: http://www.kotterinternational.com/our-principles/changesteps
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4. Fragmented digital environments
We are still in a world of siloed platforms and disconnected initiatives inside organizations.
➡ We need “social glue” that lets people connect and ties things together.
• Purpose is key.
• Usability is key.
Check out Digital Workplace Trends 2013: Executive Summary: http://www.netjmc.com/digital-workplace/digital-workplace-trends-2013-executive-summary/
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5. A lot to learn about change
The factor that has the greatest influence in collaborative ways of working is “behavior of peers and colleagues”.
➡ Start with operational groups, not organizational groups. Solve pain points that exist.
• Formal approaches such as training and inclusion in job objectives rarely bring change.
Check out Digital Workplace Trends 2013: Executive Summary: http://www.netjmc.com/digital-workplace/digital-workplace-trends-2013-executive-summary/
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1. Lack of urgency Create the compelling “why”.
2. Middle management forgotten Involve them from the beginning. Use them as keys to processes.
3. No real empowerment Define your strategic principles: “Freedom within a framework”.
4. Fragmented digital environments Focus on your “social glue” that ties people and information together.
5. A lot to learn about how change happens
Start with operational groups, not organizational groups.
Why the difficulty? How to overcome it
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Thank you.
Get in touch if you’re interested in a management briefing, workshop facilitation, coaching or just want to chat.
[email protected] @netjmc
References: Air Liquide, Paris - Amadeus, Madrid – ArcelorMittal, Luxembourg – Areva, Paris – Arup, UK – Alcatel-Lucent, Paris - Alstom, Paris - AGF, Paris – Bayer, France – Boehringer Ingelheim, Germany – EDF, Paris – EDP, Lisbon - ERDF, Paris - Ericsson, Stockholm - GDF Suez, Paris - Gemalto, France - GlaxoSmithKline, Belgium - IKEA, Sweden - Lagardère, Paris - Nokia, Helsinki - Novartis, Switzerland - Océ, the Netherlands - OMV Petrom, Vienna - Pernod Ricard, Paris - PPR, Paris - RATP, Paris - Groupe SEB, Lyon - SNCF, Paris - Suez Environnement, Paris - Telenor, Norway - Total, Paris - UPM, Helsinki
www.digital-workplace-trends.com.
Purchase the report.Use this code for a 20% reduction:
“E2PARIS2013”
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