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Social Business FORUM 2012 - Mastering the E20 Journey


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Social Business FORUM 2012 - Mastering the E20 Journey

  1. 1. Mastering the E20 Journey An Organizational Development driven Approach to the E20 Adoption and Social Business Transformation Björn Negelmann – N:Sight Research @bjoern_n
  2. 2. Agenda (30min) Decoding Best Practices on the E20/Social Business Journey From OD theory to practical implications for the E20 project Developing an action plan for the E20 project evolution Image by Philipp Klinger
  3. 3. To clarify my standpointto the following discussion Talking about how the E20/Social Biz projects needs to be managed Talking about how the OD thoughts can help to move around the critical issues and help to advance the project Taking for granted: All projects need a business problem-solving approach E20 / Social Biz is more than just technology E20 / Social Biz is just a mean/enabler for new management ideas (not the new theory nor the new ideology!)
  5. 5. Decoding E20 Adoption Practices Projects driven by system changing idea  Clear transformative focus  Cultural initiative at beginning  Returning to adoption groundwork in further steps Socially Enhanced & Transformed Projects driven by Business Model system improving idea & Organization  Initiated with a clear supportive objective to enhance existing processesTOP 1  Limited transformational scope at beginning  Transformation as indirect effect
  6. 6. Decoding Social Technology Characteristics The Yang-Character The Yin-Character  System enhancing  System transforming characteristics leading to characteristics leading to direct effects: indirect effects:  Discoverability  Transparency of of information activities & information  Enhancing the  Emergence of connections informational structures btw. workforce  Serendipity for  Scalability of information search interaction beyond  Openness of location/time constraints interactions Not Questioning existing Questioning existingTOP 1 processes & business processes & business model model
  7. 7. Matrix of Direct & Indirect Effects of Social Technology Practices E20 „Social E20 Activities Tagging Blogging „Wiki“-ing Effects Network“-ing Costs of Costs of Costs of implement.; Costs of Implementation implementation; costs costs of input time per implementation; costs Input of blogging activity user; costs of „wiki of socializing per gardening“ user, costs of administration No. of tags defined per No.of blog posts per No. of content objects No. of established time unit or object time unit edited per time unit relationships / scope of Output social graph Direct Effect Usage of tags to find No. of views per blog No. of content objects No. of comments on information posts; No. of comments viewed per time unit; user statusses; No. of Outgrowth per blog posts No. Of discussions on comments on editing discussion boards Understanding of Understanding of blog Understanding of Perceived proximity to information context for context (e.g. corporate products, projects and co-workers; Outcome used vision in case of a CEO processes understanding ofTOP Indirect information blog) business context Effect New processes & Higher contentedness Product Higher identification; 1 products; cross- & identification of co- quality, Process cross-departmental Outflow departmental workers with corporate efficiency collaboration collaboration mission
  8. 8. Decoding E20 Adoption Path Projects driven by system changing idea Evolutionary process driven by Yang & Yin forces Vision of new OrgProjects driven bysystem improving ideaTOP 1
  9. 9. Maturity Model as Unterlying Framework for Project Evolution Maturity Model by Cordelia Krooß, BASF Business Piloting Maturity Transformation Stage Stage Stage Transforming Postive Evaluation Deliver Effects towards aTOP 1 of Piloting to Business new org. form
  10. 10. Key Take-Aways from decoding the best practices  Awareness of different stages during the E20 project evolution Different objectives to be achieved Different key performance indicators Different stakeholders to be involved  Differentiating between adoption and transformation actions Yang: Enhancing Process Efficiency & Performance to validate the short-term value Yin: Driving the Organizational Change Question: How areTOP 1 to follow the long-term objective organisational development theories helping on this?
  12. 12. Background on Theories in the field of Organizational Development Organization consists Social The culture of a group Systems of a sum of input- Constructionism is the result of historic Theory tranformation-output Theory interactions. systems A group is more than A group always adapts Action the sum of its Complexity to external changes in Research individuals because of Theory order to gain its own dynamics stabability.TOP 2
  13. 13. The theories imply different actions for changing the organization Tapping into system‘s Collective action forms Systems survive: if externally wisdom is a must value => driver for „system to aware & internally adaptive create energy to change“ Influencer: Language, Social history, cultural specificity SystemsChange needs a holistic & Constructionism (anthropologic sources) Theorysystematic alignment for Theory Discourse & narrative =>restoring congruence Ludwig von Bertalannffy Mead driver for accepting realities Katz & Kahn Berger & Luckmann Change: a participating Search of equilibrium betw. & collaborative process Action Complexity chaos (creativity) & stability Research Theory (efficiency) Individual/group: active role taking in observation Change cannot be driven Kurt Lewin (AR) Stacey stage Tannenbaum (Group Dyn.) Wheatley but must be forstered & supported Change Model: Learning by Doing Watch out for level of Support for change processes:TOP 2 - unfreezing Focus on Group anxiety & power ↑ Connections - moving Behavior (Group differentials ↑ Diversity - refreezing Dynamics) Enterprises today: ↑ Information Flow Complex adaptive systems
  14. 14. OD theory leads to specific actions along the E20 project evolution Business Piloting Maturity Transformation Stage Stage Stage System  Interdisciplinary team  Steering commitee  Steering commitee Theorie  Focus on less tied  From out- to inside systems  From out- to inside subsystems  Differ actions for optimiz. systems & change to next stage Action  Coinvestigating the  Importance of low-barrier-  Justify by results Research business benefits of-entry infrastructure (quantitative biz effects)  Measure & comm.  Enforce social learning  Enforce participatory effects (user partic.) to promote indirect effects change process Social  Feedback & Re-Assess.  Build social skillset &  Build new a leadership & Construct. of project results develop social guidelines mgmt. skillset/modelsTOP 2  Narrative comms. (E20)  Narrative comms. (NM) Complexity  Fight anxiety to  Fight anxiety to share  Fight anxiety to change Theory disorder (individ. level) (competitive factor)  Show benefits from  Transparency of proj. res. workforce diversity
  15. 15. Key take-aways: Distinguish actions for achieving objectives & moving on Business Piloting Maturity Transformation Stage Stage Stage Transforming Postive Evaluation Deliver Effects towards a of Piloting to Business new org. form Revision Revision Revision Change on Change on Change on indiv. level group level org. level Re-Assessment Design Re-Assessment Design Re-Assessment DesignTOP 2 Tech. & Org. Process Transfor- Adoption mation
  16. 16. Key take-aways: Distinguish different stakeholders & disruption moments Business Piloting Maturity Transformation Stage Stage Stage CriticalParticipants Tech Savvy Internal Seniorfor stage success People Networker Leaders Critical Mgmt. BusinessSupporters HR & OE for change Sponsor Line Mgr. success Disruption Disruption Disruption • Boundaries of • Project Coordination & • HR & OETOP 2 Collaboration Management processes • Notion of individual • Role definition of & corporate knowledge middle mgmt.
  17. 17. Key take-aways: Distinguish challenges for project owner & participant Business Piloting Maturity Transformation Stage Stage Stage Critical to Anxiety to Anxiety to Anxiety to Participants Disorder Share Change Momentum Performance Change & Performance of Piloting Performance Scale Critical to Finding HR & OE Project Mgr. right Sponsorship Support peopleTOP 2 Measure Measure Measure of α-change of β-change of γ-change
  19. 19. Need of breaking down the key objectives to a more detailed view! Piloting Stage  Collaborative Business Case (Business Problem Solving) Maturity Stage  Professional Social Skillset (Individual Level)  Professional Social Workstyle (Group Level)  Collaborative Performance Business Transformation Stage  Lean/Kaizen Culture: Mental Model of Emergences & Orientation to Get Things Done!  Fluid Organization: Define Org Design as Action Verb!  Decentralized Leadership: Emergent from Knowledge & Expertise  Management 2.0: Transparent Governance by OKR Model  Customer Orientation: Customer & Market Driven StrategyTOP 3
  20. 20. Need of optimizing each single step before heading for change!  Different KPIs for the different stages! Piloting: Alpha-Change, quantitative user participation Maturity: Anecdotal (to show effects), quantitative on user & group level (to show progress), qualitative on user level (to show improvements) Business transformation: Quantitative on project & group level (to document results, anecdotal (to show benefits of new forms of leadership & management)  Need for a holistic action plan to succeed at one stage! Coaching & Teaching: Social Skillset, Social Guidelines, New Leadership & Management Forms Communication: Storytelling (Single Business Effects), Usage KPIs, Storytelling (Group Business Effects) Role definition & Team Building: Steering Board, CatalystTOP 3 Camp, Reframing Staffing Process Assessment: Direct Feedback, Catalyst Camp, Change Audit, Corporate Barcamp
  21. 21. Need of planning & executing the change for the next stage!  Take advantage of the „power“ of key stakeholders Tech-savvyness for easy-to-start participants Management supporter for the top-down legitimation Catalyst for the word-of-mouth marketing Key senior executives for backing support on middle management obstacles OD & HR for the competence on the change management process (& legitimation for change!)  Distinguish btw. tech. adoption & org. transformation Mass Adoption: Building social skillset, seeding & narrative comms., devolping social guidelines, social learning Organizational Transformation: Coaching on new leadership &TOP 3 management forms, need of cultural transformation initiative, need for a discussion on new compensation & role models
  22. 22. Developing an OD checklist for the E20 project management Piloting Maturity Biz. Transf. Characteristics of Stage Key Objective Key Stakeholder (Participant & Supporter Level) Key Challenges Obstacles & Retardent Measurable Key Results Optimization of Stage Measuring Dimensions for Results Actions to Optimize & Foster Result Coaching, Comms, Role, Assessment Change Planning for next Stage Needed Stakeholder for Change to next Stage Actions for Change Individual LevelTOP 3 Group Level Enterprise Level Obstacles & Retardent
  23. 23. Key take-aways from the OD approach towards E20 adoption & transformation  Differentiated approach towards the E20 adoption & transformation process is needed!  OD ideas help optimize and enhance the E20 adoption & transformation process! => OD is needed for final stage!!!  Disruption on OD theory: Social technology has its own Yin factors on board! => implies a rethinking of OD approaches!!!  E20 project needs a systematic management of optimization & change actionsTOP 3
  24. 24. Thank you for your attention &looking forward to your feedback!Bjoern Negelmann | N:Sight Research & Kongress Media | @bjoern_n |
  26. 26. Backup: Change Measures α – Change difference in a measure before and after an intervention (better distribution of knowledge? Direct effect!) β – Change reassessment of the dimension in question (new challenge in performance because of better distribution of knowledge? Indirect effect!) γ – Change re-conceptionalization of the key domain (reframing of notion of knowledge as propertyBackup of the group/org/enterprise)
  27. 27. Backup: Planned structure for E20 SUMMIT 2013 Keynotes Track 3: Discussing Models & Principles for  Challenges & Potentials for HR in the Social the Future Organization & Management Business Game (Jon Husband & French HR)  From Social Collaboration to Social Business  Designing the Social Business Infrastructure Processes (Practices) (Dion Hinchcliffe)  Building the New Infrastructure for Business  From Adoption to Transformation Strategies Knowledge (Roundtable with Practice Experts)  Developing and Mastering the Social Capital Track 1: Discussing E20 Project (Practices) Management  Leadership Principles for the Collaborative  Assessment & Diagnostic Approaches Enterprise to define the right project objective  Customer-Centered Business Value Management  Transforming the Social Intranet to the Digital (Practices) Workplace (Practices)  Fluid & Adaptive Models for the Org 2.0  Governance & Risk Management for 2.0 Projects Interactive Workshop Track  Gamification & Engagement Models (Practices)  Adoption Principles (Beginner)  Models for the Social Business Analytics  Evolutionary versus Revolutionary – Experiences  Building a new Mindset and Mental Model on the Business Transformation Track 2: Discussing E20 Practice Experience  Internal Community Management  Information & Collaboration Management  Action Plan for Supporting the Adoption  Knowledge Sharing & Retention  Compensation Models for the Cooperative EnterpriseBackup  Social Business Process Management  Adopting to Self-Organizing Systems  Open Innovation Management  Talent & Human Ressource Management 2.0  Social CRM