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Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
Finding The Right Glove   Org Culture & E2.0
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Finding The Right Glove Org Culture & E2.0

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If you read anything on the implementation of KM or Social Media tools in your business, you will come across the statement “A compatible corporate culture is critical for success.” …

If you read anything on the implementation of KM or Social Media tools in your business, you will come across the statement “A compatible corporate culture is critical for success.”

So what is corporate culture?

Can you describe yours in 3 dot-points?

This interactive session discusses ways to think about the concept of corporate culture and identify possible conflicts and compatibilities with Enterprise 2.0 tools. It is based on a case study of an Australian, high-tech SME and is underwritten by findings from the speaker’s Masters Thesis on Wiki use in Small to Medium Enterprise.

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  • The topic of culture is both deep and wide, with varying theories and many areas of application from international relations to change management issues in a Small Business project. I am no academic expert in this area and there are many people in the room with better theoretic foundations than me. My goal for this session is to help you become aware of some of the issues of observing culture an using that to assist in Enterprise 2.0 implementations. What I am really hoping is that some of you will have the same light-bulb moment I had when I first explored this area and realised how KM plays such an important part. Understanding the link between culture and technology in your organisation is the key to initiating implementation.
  • Transcript

    • 1.  
    • 2.  
    • 3.  
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    • 7. A team member consistently missing deadlines? 5 people standing crowded around a computer? Back-channel information slandering a certain manager? Inaccuracies in documented data? A new employee starting? A new employee starting with lots of new ideas for change? Ongoing requests for mid-night teleconferences? How are costs justified?
    • 8.  
    • 9.  
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    • 11. “ Culture is a property of the group. Whenever a group has enough common experience a culture begins to form…What really drives culture – it’s essence – is the learned, shared, tacit assumptions on which people base their daily behaviour. It results in what is popularly thought of as ‘the way we do things around here’” – Edgar H. Schein
    • 12. “ Culture consists of regular occurrences in the humanly created world, in the schemas people share as a result of these, and in the interactions between these schemas and this world. When we speak of culture then, we do so only to summarise such regularities” – Strauss & Quinn
    • 13. “ Sometimes so many people exhibit a certain response to a situation, it can be tempting and sometimes useful to speak of this as the culture of the group. The danger is that by accepting this, you will often - Miss the non-conformists who can be the greatest advocates for change, and - Downplay non-cultural issues that can be dealt with by labeling them as ‘that’s just the way things happen here’ . ” – French 2009
    • 14. Mapping the cultural landscape <ul><li>Making sense of your organisation </li></ul><ul><li>Recognising strong structure </li></ul><ul><li>Mapping the landscape </li></ul>
    • 15. &nbsp;
    • 16. &nbsp;
    • 17. &nbsp;
    • 18. Interview 1 Interview 2 Interview 3
    • 19. <ul><li>Professor Andrew McAffee, Harvard </li></ul><ul><li>People are trusted </li></ul><ul><li>Slack exists in the workweek </li></ul><ul><li>Helpfullness has been the norm </li></ul><ul><li>Top Management support lateralization </li></ul><ul><li>There are lots of young people </li></ul><ul><li>There is a pent-up demand for better information sharing </li></ul>
    • 20. “ The gap between what’s technically possible and what the corporate culture is willing and able to accept is often wider than many people automatically accept” – Dion Hinchcliffe
    • 21. Three principles when selecting E2.0 solutions
    • 22. Some observed wiki applications (from just five SMEs)
    • 23. &nbsp;
    • 24. <ul><li>Search </li></ul><ul><li>Blogs </li></ul><ul><li>Social bookmarking </li></ul><ul><li>Twitter / Yammer </li></ul><ul><li>Tagging </li></ul><ul><li>Wikis </li></ul><ul><li>Social Networks </li></ul><ul><li>Mashups </li></ul><ul><li>Process Mgt </li></ul><ul><li>Project Mgt </li></ul><ul><li>Documentation </li></ul><ul><li>Skill Mgt </li></ul><ul><li>Ideas &amp; Innovation </li></ul><ul><li>Training &amp; Learning </li></ul>
    • 25. &nbsp;
    • 26. For more on Culture, Wikis &amp; Enterprise 2.0 <ul><li>Blog: www.DeltaKnowledge.net </li></ul><ul><li>Twitter: @DeltaKnowledge </li></ul><ul><li>Email: [email_address] </li></ul>

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