Driving Organizational Change With Social & Collaborative Technologies

Driving Organizational Change with Social and Collaborative Technologies
Michael GottaSenior Technology Solutions ManagerEnterprise Social Software

A New Wave Of Social Tools: “E2.0”Viewed as a catalyst for productivity, growth, and innovation
Since TheNineties
Over ThePast Decade
Blogs
Wikis
E-Mail
Instant Messaging
Document Libraries
Web & VideoConferencing
Since 2006:Enterprise 2.0
ActivityStreams
Tags &Bookmarks
Forums &Workspaces
Enterprise Portals
SocialNetworking
Communities

Market Maturity Drives ConvergenceA steady shift towards platforms & ecosystems
2006
2007
2008
2009
2010
Illustrative list of vendors over time

Platform Approach Trumps Point Solutions Centralization enables distributed integration & ecosystems
Any Content / Site
(Internal / External)
Any Device(@Work or @Home)
Any Application(Internal / External)
Video & Unified Communications
“Social-enabled” Applications
Search Services
Activity Streams
“E2.0”
Forums
Blogs
Wiki
Tags
“E1.0”
CommonServices
Social Feedback: Following, Ratings…
Workspaces
Profile & Social Graph
Communities
Metadata and Content Services
Semantics and Social Analytics
Federation & Integration Services
Network, Infrastructure & Management Services

Creating A More Participatory WorkspaceActivities observable, improved opportunities for networking
My “Enterprise Identity”
My Blog Entries
My Activity Feed
7 new posts
15 comments
44 new subscribers
Status messages
Posts from applications
Micro-blogging posts
Mike Gotta
EMPLOYEE #
TITLE
DEPARTMENT
CONTACY INFO
REPORTINT CHAIN
My Wiki Updates
My Communities
JOB TITLE:
1 new communities
4 communities active
2 communities inactive
4 pages added
3 pages in discussion
15 alerts for edit review
My “Claimed Identity”
EXPERTISE
EDUCATION
My Tags & Bookmarks
My Forum Posts
INTERESTS
INTERESTS
35 tags added
15 pages bookmarked
Member 5 forums
15 posts in ABC forum
8 unread replies
PERSONAL TAGS
SKILLS
FOLLOWING
EXPERTISE

Building Organizational CapabilitiesBenefits are less directed at “hard” ROI, and there are risks…
Employee engagement
Lack of policy-based management
Community-building
Weak identity assurance
Collaboration
Inadequate security controls
Benefits
Risks
Talent & Learning
Questionable privacy protections
“Social CRM”, “Social BPM”
Misuse by employees
Address generational shifts
Unanticipated data disclosure
Satisfy technology expectations
Potential for “social engineering”

New hire forms self-help community with other new hires
Profiles of those in similar roles guides new hires in selecting training and invitation to colleagues to act as community mentors
On first assignment, needs additional help matching the best product to customer’s need
System locates expert and instantly connects them for screen sharing to walk through the models
How E2.0 Can Enable Business Value:Onboard and Train Employees Faster
Result: Faster productivity as new employees more quickly discover how things are done

Senior sales person seeks new career direction and is exploring all options
He joins market intelligence community and follows expert
Based on years
of field experience, contributes product and market insight on several key topics
Hiring manager initiates video interview to offer him a position in marketing intelligence
How E2.0 Can Enable Business Value:Retain the Best Talent Possible
Result: Talented employees stay within the company making their expertise available to new and old coworkers

While in the field, service rep uses Flip to capture new repair procedure
Video is uploaded, tagged and posted to profile and field repair community
Field rep gets immediate feedback, and can bring in experts from product and service team
Real-time conference refines procedure and confirms acceptance
How E2.0 Can Enable Business Value:Transfer Employee Knowledge and Best Practices
Result: Leverage communities of practice where employees learn from the insight and experiences of fellow practitioners

How E2.0 Can Enable Business Value:Improve Quality and Quantity of New Ideas
Innovation Programs
R&D team runs customer surveys and focus groups but needs to increase idea generation
Uses social site to form innovation community, and create space for interested employees to brainstorm
Final ideas are submitted as videos to ideation community for feedback and vetting
Community ratings help R&D team rank best presentations and select winning idea
Result: More rapid innovation and employees feel like they are contributing to the success of the company

A Platform Approach Does Have ValueThere are multiple “wins” for both the business & IT organization
Developer, Partner, & ISV Ecosystem
Common Integration Services
Centralized Data, Content, & Media
Consistent User Experience
Common Policy, Administration & Operational Management

Surprise: Many E2.0 Projects StruggleLack of post-deployment focus to sustain initiative often at fault
Traditional Role Of IT Organization
Work LeftUndone
Critical Success Factors
Governance
Change Management
Adoption Practices
Plan
Build
Enterprise 2.0
Run
Resources released from “project”
Resources committed to “program”

Governance: Socializing ExpectationsClarifying meanings, structures, decision rights & practices
Governance
Program
People
Policy
Communities& Social Networking
Process

Governance: Socializing ExpectationsDifferent models to satisfy business and cultural needs
Centralized
De-Centralized
Federated
Single governance organization
Representation from other areas agree to top-down approach
Related boards, committees and councils also likely centralized as well
No central control, business units make decisions
Minimal interaction across areas; “free will” to leverage any economies of scale
Some “essentials” likely centralized (security, etc)
Certain critical items ceded to “corporate
Otherwise, a peer relationship across “corporate” and business units
Framework to gain consensus and protocol to handle exceptions
Common Program Elements
Policies, processes, communities…

Change Management: It Takes TimePutting a program in place to sustain transformation efforts
+
HR
Legal
CorporateCommunications
Audit &Compliance
BusinessUnits
ITOrganization
+
+
+
+
Planning,
Marketing &Education
Financial
Management
Project
Management
ResourceManagement
ChangeManagement
Program

Change Management: Everyone PlaysChange is a networked transformation across the organization
Program Team
Project Team
Support Teams
Champions
Policy reviews
Use case scenarios
ROI monitoring
Succession planning
Sponsors
Application
Metrics
Iterative release management
Risk analysis
Operational enablement
Training
Common Program Elements
Strategy, campaigns, assessments, communications, guides/how to’s…

Adoption: The Psychology Of ChangeA focus on value, community & enabling new ways of working
IT Support Area
Business Unit
Plan
Business Case
Build
Requirements
Adoption
Program
Run
Governance
Program
ChangeManagement
Program
Maintenance
UserExperienceDesign
LocalOwnership
CommunityManagement
LeadershipParticipation
EarlyAdopter
Program
“SeedingTactics”

Adoption: An Evolution Over Time Release strategies are a key aspect to bootstrapping adoption

Adoption: “Seeds Of Change”Change is a networked transformation with multiple catalysts

Platforms & Ecosystems
The market has transitioned from point tools and adopted a platform approach for E2.0 that enables policy-based management
The next phase will focus on ecosystem build-out and “networked ecologies” of partners, ISV’s, developers, and solution providers
Business Value
Use case scenarios are an effective means to illustrate E2.0 solutions
ROI remains a struggle within the industry, leverage stories and mine pilots to find metrics after-the-fact
Governance, Change Management & Adoption
A process-centric approach where E2.0 is used in “directed” ways will deliver more measurable value
Breakthrough levels of transformation is dependent on addressing culture and related organizational dynamics via governance, change management, and adoption programs
Summary

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Driving Organizational Change With Social & Collaborative Technologies

by Mike Gotta on May 14, 2011

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Driving Organizational Change With Social & Collaborative Technologies — Presentation Transcript