Driving Organizational Change With Social & Collaborative Technologies


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Presented at Interop Las Vegas: Organizations are investing in Enterprise 2.0 as a means to improve employee engagement, collaboration, and knowledge sharing. While social tools can play a critical role, driving organizational change requires IT strategists to look beyond technology deployment. This session will help IT architecture and infrastructure personnel understand E2.0 adoption issues, the role of change management, and alignment of social tools with strategic business initiatives.

Published in: Technology

Driving Organizational Change With Social & Collaborative Technologies

  1. 1. Driving Organizational Change with Social and Collaborative Technologies<br />Michael GottaSenior Technology Solutions ManagerEnterprise Social Software<br />
  2. 2. A New Wave Of Social Tools: “E2.0”Viewed as a catalyst for productivity, growth, and innovation <br />Since TheNineties<br />Over ThePast Decade<br />Blogs<br />Wikis<br />E-Mail<br />Instant Messaging<br />Document Libraries<br />Web & VideoConferencing<br />Since 2006:Enterprise 2.0<br />ActivityStreams<br />Tags &Bookmarks<br />Forums &Workspaces<br />Enterprise Portals<br />SocialNetworking<br />Communities<br />
  3. 3. Market Maturity Drives ConvergenceA steady shift towards platforms & ecosystems<br />2006<br />2007<br />2008<br />2009<br />2010<br />Illustrative list of vendors over time<br />
  4. 4. Platform Approach Trumps Point Solutions Centralization enables distributed integration & ecosystems<br />Any Content / Site<br />(Internal / External)<br />Any Device(@Work or @Home)<br />Any Application(Internal / External)<br />Video & Unified Communications<br />“Social-enabled” Applications<br />Search Services<br />Activity Streams<br />“E2.0”<br />Forums<br />Blogs<br />Wiki<br />Tags<br />“E1.0”<br />CommonServices<br />Social Feedback: Following, Ratings…<br />Workspaces<br />Profile & Social Graph<br />Communities<br />Metadata and Content Services<br />Semantics and Social Analytics<br />Federation & Integration Services<br />Network, Infrastructure & Management Services<br />
  5. 5. Creating A More Participatory WorkspaceActivities observable, improved opportunities for networking<br />My “Enterprise Identity”<br />My Blog Entries<br />My Activity Feed<br />7 new posts<br />15 comments<br />44 new subscribers<br />Status messages<br />Posts from applications<br />Micro-blogging posts<br />Mike Gotta<br />EMPLOYEE #<br />TITLE<br />DEPARTMENT<br />CONTACY INFO<br />REPORTINT CHAIN<br />My Wiki Updates<br />My Communities<br />JOB TITLE:<br />1 new communities<br />4 communities active<br />2 communities inactive<br />4 pages added<br />3 pages in discussion<br />15 alerts for edit review <br />My “Claimed Identity”<br />EXPERTISE<br />EDUCATION<br />My Tags & Bookmarks<br />My Forum Posts<br />INTERESTS<br />INTERESTS <br />35 tags added<br />15 pages bookmarked <br />Member 5 forums<br />15 posts in ABC forum<br />8 unread replies<br />PERSONAL TAGS<br />SKILLS<br />FOLLOWING<br />EXPERTISE<br />
  6. 6. Building Organizational CapabilitiesBenefits are less directed at “hard” ROI, and there are risks…<br />Employee engagement<br />Lack of policy-based management<br />Community-building<br />Weak identity assurance<br />Collaboration<br />Inadequate security controls<br />Benefits<br />Risks<br />Talent & Learning<br />Questionable privacy protections<br />“Social CRM”, “Social BPM”<br />Misuse by employees<br />Address generational shifts<br />Unanticipated data disclosure<br />Satisfy technology expectations<br />Potential for “social engineering”<br />
  7. 7. New hire forms self-help community with other new hires<br />Profiles of those in similar roles guides new hires in selecting training and invitation to colleagues to act as community mentors <br />On first assignment, needs additional help matching the best product to customer’s need<br />System locates expert and instantly connects them for screen sharing to walk through the models<br />How E2.0 Can Enable Business Value:Onboard and Train Employees Faster<br />Result: Faster productivity as new employees more quickly discover how things are done<br />
  8. 8. Senior sales person seeks new career direction and is exploring all options <br />He joins market intelligence community and follows expert<br />Based on years <br />of field experience, contributes product and market insight on several key topics<br />Hiring manager initiates video interview to offer him a position in marketing intelligence<br />How E2.0 Can Enable Business Value:Retain the Best Talent Possible<br />Result: Talented employees stay within the company making their expertise available to new and old coworkers<br />
  9. 9. While in the field, service rep uses Flip to capture new repair procedure<br />Video is uploaded, tagged and posted to profile and field repair community<br />Field rep gets immediate feedback, and can bring in experts from product and service team<br />Real-time conference refines procedure and confirms acceptance<br />How E2.0 Can Enable Business Value:Transfer Employee Knowledge and Best Practices<br />Result: Leverage communities of practice where employees learn from the insight and experiences of fellow practitioners <br />
  10. 10. How E2.0 Can Enable Business Value:Improve Quality and Quantity of New Ideas<br />Innovation Programs<br />R&D team runs customer surveys and focus groups but needs to increase idea generation<br />Uses social site to form innovation community, and create space for interested employees to brainstorm<br />Final ideas are submitted as videos to ideation community for feedback and vetting<br />Community ratings help R&D team rank best presentations and select winning idea<br />Result: More rapid innovation and employees feel like they are contributing to the success of the company<br />
  11. 11. A Platform Approach Does Have ValueThere are multiple “wins” for both the business & IT organization<br />Developer, Partner, & ISV Ecosystem<br />Common Integration Services<br />Centralized Data, Content, & Media<br />Consistent User Experience<br />Common Policy, Administration & Operational Management<br />
  12. 12. Surprise: Many E2.0 Projects StruggleLack of post-deployment focus to sustain initiative often at fault<br />Traditional Role Of IT Organization<br />Work LeftUndone<br />Critical Success Factors<br /><ul><li>Governance
  13. 13. Change Management
  14. 14. Adoption Practices</li></ul>Plan<br />Build<br />Enterprise 2.0<br />Run<br />Resources released from “project”<br />Resources committed to “program”<br />
  15. 15. Governance: Socializing ExpectationsClarifying meanings, structures, decision rights & practices<br />Governance<br />Program<br />People<br />Policy<br />Communities& Social Networking<br />Process<br />
  16. 16. Governance: Socializing ExpectationsDifferent models to satisfy business and cultural needs<br />Centralized<br />De-Centralized<br />Federated<br /><ul><li>Single governance organization
  17. 17. Representation from other areas agree to top-down approach
  18. 18. Related boards, committees and councils also likely centralized as well
  19. 19. No central control, business units make decisions
  20. 20. Minimal interaction across areas; “free will” to leverage any economies of scale
  21. 21. Some “essentials” likely centralized (security, etc)
  22. 22. Certain critical items ceded to “corporate
  23. 23. Otherwise, a peer relationship across “corporate” and business units
  24. 24. Framework to gain consensus and protocol to handle exceptions</li></ul>Common Program Elements<br />Policies, processes, communities… <br />
  25. 25. Change Management: It Takes TimePutting a program in place to sustain transformation efforts<br />+<br />HR<br />Legal<br />CorporateCommunications<br />Audit &Compliance<br />BusinessUnits<br />ITOrganization<br />+<br />+<br />+<br />+<br />Planning,<br />Marketing &Education<br />Financial<br />Management<br />Project<br />Management<br />ResourceManagement<br />ChangeManagement<br />Program<br />
  26. 26. Change Management: Everyone PlaysChange is a networked transformation across the organization<br />Program Team<br />Project Team<br />Support Teams<br /><ul><li>Champions
  27. 27. Policy reviews
  28. 28. Use case scenarios
  29. 29. ROI monitoring
  30. 30. Succession planning
  31. 31. Sponsors
  32. 32. Application
  33. 33. Metrics
  34. 34. Iterative release management
  35. 35. Risk analysis
  36. 36. Operational enablement
  37. 37. Training</li></ul>Common Program Elements<br />Strategy, campaigns, assessments, communications, guides/how to’s…<br />
  38. 38. Adoption: The Psychology Of ChangeA focus on value, community & enabling new ways of working<br />IT Support Area<br />Business Unit<br />Plan<br />Business Case<br />Build<br />Requirements<br />Adoption<br />Program<br />Run<br />Governance<br />Program<br />ChangeManagement<br />Program<br />Maintenance<br />UserExperienceDesign<br />LocalOwnership<br />CommunityManagement<br />LeadershipParticipation<br />EarlyAdopter<br />Program<br />“SeedingTactics”<br />
  39. 39. Adoption: An Evolution Over Time Release strategies are a key aspect to bootstrapping adoption<br />
  40. 40. Adoption: “Seeds Of Change”Change is a networked transformation with multiple catalysts<br />
  41. 41. Platforms & Ecosystems<br /><ul><li>The market has transitioned from point tools and adopted a platform approach for E2.0 that enables policy-based management
  42. 42. The next phase will focus on ecosystem build-out and “networked ecologies” of partners, ISV’s, developers, and solution providers</li></ul>Business Value<br /><ul><li>Use case scenarios are an effective means to illustrate E2.0 solutions
  43. 43. ROI remains a struggle within the industry, leverage stories and mine pilots to find metrics after-the-fact</li></ul>Governance, Change Management & Adoption<br /><ul><li>A process-centric approach where E2.0 is used in “directed” ways will deliver more measurable value
  44. 44. Breakthrough levels of transformation is dependent on addressing culture and related organizational dynamics via governance, change management, and adoption programs</li></ul>Summary<br />