Leading the Transformation and
Change Process

Enterprise 2.0 SUMMIT 2014
February 11, 2014
Joachim Niemeier (@JoachimNiem...
State of Enterprise 2.0 in 2014
„The offical project is
completed, the team is
resolved. But of course there
is still a lo...
2009
We have now a
Wiki!

Great! And what do
you do with it?

?

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
http://www.sl...
2014
We have now a
social collaboration
platform!

Great! And what do
you do with it?

?

Joachim Niemeier
Enterprise 2.0 ...
Which Business Challenges Can We Tackle With
Social Software?
Internal Innovation
Management

Open Innovation

Networking ...
Application Areas for Social Software

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 6

6
Enterprise 2.0 Use Cases („Stars“)

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 7

7
Typical Application Areas Today

 A topical competence exists inside the company
 Use cases be successful even in a limi...
Enterprise 2.0 Use Cases („Questionmarks“)

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 9

9
Use Cases with large potential benefits, but also high
implementation barriers

 Commitment of leadership is imperative
...
Large potential benefits, but also high implementation
barriers
• A topical competence exists
inside the company
• Use cas...
Large potential benefits, but also high implementation
barriers

 Create awareness for the relevant drivers

Joachim Niem...
Create awareness for the drivers

 Technology exists and is ready to use
 Requirement to collaborate
 Knowledge work be...
Large potential benefits, but also high implementation
barriers

 Create awareness for the drivers
 Define the business ...
Define Business Objectives

 Enable stronger networks across







regions, functions and corporate
departments
Imp...
Large potential benefits, but also high implementation
barriers

 Create awareness for the drivers
 Define the business ...
Performance Framework for Enterprise 2.0

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 17
Success Barriers (inhibit success)

• Technical orientation of the project
• Bad reputation of existing IT
solutions
• No ...
Failure Factors (provoke failure)
• Lack of professional know how for
the planning and implementation
• No participation o...
Failure Barriers (inhibit failure)

• Active support of top management
• Clear defined target audience
• Enough capacity i...
Success Factors (generate success)

• Clear vision and strategy
• Defined business objectives
• Well developed roadmap, li...
Large potential benefits, but also high implementation
barriers

 Create awareness for the drivers
 Define the business ...
Strengthen Success Factors and Failure Barriers
Weaken Failure Factors and Success Barriers

Joachim Niemeier
Enterprise 2...
The Toolbox for a Systematic Change
Information

Competence

Involvement

Governance

…

…

…

…

…

…

…

…

…

…

…

…

...
The Toolbox for a Systematic Change
Information
Roadshows

Competence

Involvement

Governance

Webinars and seminars

Cor...
Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 26
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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

  1. 1. Leading the Transformation and Change Process Enterprise 2.0 SUMMIT 2014 February 11, 2014 Joachim Niemeier (@JoachimNiemeier)
  2. 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 are still on the road to Enterprise 2.0 but we have learned we need a much longer time for a full success.“ „We have to revitalize social collaboration.“ „Hope management will ask us this year!“ Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 2
  3. 3. 2009 We have now a Wiki! Great! And what do you do with it? ? Joachim Niemeier Enterprise 2.0 SUMMIT 2014 http://www.slideshare.net/SoftwareSaxony/anleitung-zum-handeln-wissensmanagement-im-enterprise-20 Seite 3
  4. 4. 2014 We have now a social collaboration platform! Great! And what do you do with it? ? Joachim Niemeier Enterprise 2.0 SUMMIT 2014 http://www.slideshare.net/SoftwareSaxony/anleitung-zum-handeln-wissensmanagement-im-enterprise-20 Seite 4
  5. 5. Which Business Challenges Can We Tackle With Social Software? Internal Innovation Management Open Innovation Networking in Teams and Project Exchange of Knowledge Process- and Project Management Leadership and internal Communication Human Resources and Qualification Marketing and Sales External Communication / Reputation Strategy and Corporate Management Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 5 5
  6. 6. Application Areas for Social Software Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 6 6
  7. 7. Enterprise 2.0 Use Cases („Stars“) Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 7 7
  8. 8. 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 Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 8 8
  9. 9. Enterprise 2.0 Use Cases („Questionmarks“) Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 9 9
  10. 10. 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 Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 10 10
  11. 11. Large potential benefits, but also high implementation barriers • 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 Niemeier Enterprise 2.0 SUMMIT 2014 Seite 11 11
  12. 12. Large potential benefits, but also high implementation barriers  Create awareness for the relevant drivers Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 12 12
  13. 13. 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 Niemeier Enterprise 2.0 SUMMIT 2014 Seite 13
  14. 14. Large potential benefits, but also high implementation barriers  Create awareness for the drivers  Define the business objectives for your Enterprise 2.0 program Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 14 14
  15. 15. 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 Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 15
  16. 16. 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 Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 16 16
  17. 17. Performance Framework for Enterprise 2.0 Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 17
  18. 18. 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 Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 18
  19. 19. 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 Niemeier Enterprise 2.0 SUMMIT 2014 Seite 19
  20. 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 Niemeier Enterprise 2.0 SUMMIT 2014 Seite 20
  21. 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 Niemeier Enterprise 2.0 SUMMIT 2014 Seite 21
  22. 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 Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 22 22
  23. 23. Strengthen Success Factors and Failure Barriers Weaken Failure Factors and Success Barriers Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 23
  24. 24. The Toolbox for a Systematic Change Information Competence Involvement Governance … … … … … … … … … … … … … … … … … … … … … … … Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 24
  25. 25. The Toolbox for a Systematic Change Information Roadshows Competence Involvement Governance Webinars and seminars Corporate barcamps Roadmap and objectives Lunch and learn Jam events Behavioural guidelines Reverse mentoring and coaching Ambassadors Social business principles Train the trainer Community contest or collaboration award Viral videos with real people Floorwalker, „Helping Hands“ Experience exchange New career paths, new working models Integration into business processes Enterprise 2.0 lounge WBT … Consulting tool box … Corporate MOOC … … … … Good practice communication Orientation guide for leaders Onboarding package for newbies … … Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 25
  26. 26. Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 26
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