SlideShare a Scribd company logo
Leading the Transformation and
Change Process

Enterprise 2.0 SUMMIT 2014
February 11, 2014
Joachim Niemeier (@JoachimNiemeier)
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
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
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
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
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 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
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
 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
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
Large potential benefits, but also high implementation
barriers

 Create awareness for the relevant drivers

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 12

12
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
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
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
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
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 acceptance among leaders
• Leaders have no competence to
act as a role model

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 18
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
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
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
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
Strengthen Success Factors and Failure Barriers
Weaken Failure Factors and Success Barriers

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 23
The Toolbox for a Systematic Change
Information

Competence

Involvement

Governance

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

…

Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 24
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
Joachim Niemeier
Enterprise 2.0 SUMMIT 2014
Seite 26

More Related Content

What's hot

The Business Case For Corporate Social Networks For O2
The Business Case For Corporate Social Networks   For O2The Business Case For Corporate Social Networks   For O2
The Business Case For Corporate Social Networks For O2
David Terrar
 
Social learning networks
Social learning networksSocial learning networks
Social learning networks
CedricBo
 
Linkedin-EDU-ExecPlaybook-DIM
Linkedin-EDU-ExecPlaybook-DIMLinkedin-EDU-ExecPlaybook-DIM
Linkedin-EDU-ExecPlaybook-DIM
Ben Gregori
 
Ragan SharePoint Co
Ragan SharePoint CoRagan SharePoint Co
Ragan SharePoint Co
Jeff Willinger
 
21st century-corporate-learning-development
21st century-corporate-learning-development21st century-corporate-learning-development
21st century-corporate-learning-development
Isaac Olanrewaju
 
Collaboration at work
Collaboration at workCollaboration at work
Collaboration at work
Fabernovel
 
Social Media for HR masterclass to Philips India HR Team
Social Media for HR masterclass to Philips India HR TeamSocial Media for HR masterclass to Philips India HR Team
Social Media for HR masterclass to Philips India HR Team
Gautam Ghosh
 
I3solutions- Sharepoint Governance the Art
I3solutions- Sharepoint Governance the ArtI3solutions- Sharepoint Governance the Art
I3solutions- Sharepoint Governance the Art
lwilliamsbatman
 
The New Role of the Training Organization in an Enterprise 2.0 World
The New Role of the Training Organization in an Enterprise 2.0 WorldThe New Role of the Training Organization in an Enterprise 2.0 World
The New Role of the Training Organization in an Enterprise 2.0 World
Barbara Ludwig
 
Enterprise Collaboration Strategy & Implementation
Enterprise Collaboration Strategy & ImplementationEnterprise Collaboration Strategy & Implementation
Enterprise Collaboration Strategy & Implementation
chakraj
 
Increasing employee engagement with digital technologies [WEBINAR]
Increasing employee engagement with digital technologies [WEBINAR]Increasing employee engagement with digital technologies [WEBINAR]
Increasing employee engagement with digital technologies [WEBINAR]
7Summits
 
The Role of the CIO
The Role of the CIOThe Role of the CIO
The Role of the CIO
Gavin Clabaugh
 
Building Employee Communities
Building Employee CommunitiesBuilding Employee Communities
Building Employee Communities
Lauren Klein
 
Collaborative Innovation: The State of Engagement
Collaborative Innovation: The State of EngagementCollaborative Innovation: The State of Engagement
Collaborative Innovation: The State of Engagement
Dan Keldsen
 
SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and E...
SharePoint Saturday Austin: What's In It for Me?  Driving User Adoption and E...SharePoint Saturday Austin: What's In It for Me?  Driving User Adoption and E...
SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and E...
Jeff Willinger
 
Digital Workplace Trends 2014 - Paris presentation
Digital Workplace Trends 2014 - Paris presentationDigital Workplace Trends 2014 - Paris presentation
Digital Workplace Trends 2014 - Paris presentation
Jane McConnell
 
SAS Social Engagement Whitepaper 2013
SAS Social Engagement Whitepaper 2013SAS Social Engagement Whitepaper 2013
SAS Social Engagement Whitepaper 2013
SAS
 
Social by design: jump-start your social business strategy
Social by design: jump-start your social business strategySocial by design: jump-start your social business strategy
Social by design: jump-start your social business strategy
Timi Stoop-Alcala
 
Social hr for ril
Social hr for rilSocial hr for ril
Social hr for ril
Gautam Ghosh
 
6 Ways To Get Business Value From Social Software
6 Ways To Get Business Value From Social Software6 Ways To Get Business Value From Social Software
6 Ways To Get Business Value From Social Software
Blue Economy Agency
 

What's hot (20)

The Business Case For Corporate Social Networks For O2
The Business Case For Corporate Social Networks   For O2The Business Case For Corporate Social Networks   For O2
The Business Case For Corporate Social Networks For O2
 
Social learning networks
Social learning networksSocial learning networks
Social learning networks
 
Linkedin-EDU-ExecPlaybook-DIM
Linkedin-EDU-ExecPlaybook-DIMLinkedin-EDU-ExecPlaybook-DIM
Linkedin-EDU-ExecPlaybook-DIM
 
Ragan SharePoint Co
Ragan SharePoint CoRagan SharePoint Co
Ragan SharePoint Co
 
21st century-corporate-learning-development
21st century-corporate-learning-development21st century-corporate-learning-development
21st century-corporate-learning-development
 
Collaboration at work
Collaboration at workCollaboration at work
Collaboration at work
 
Social Media for HR masterclass to Philips India HR Team
Social Media for HR masterclass to Philips India HR TeamSocial Media for HR masterclass to Philips India HR Team
Social Media for HR masterclass to Philips India HR Team
 
I3solutions- Sharepoint Governance the Art
I3solutions- Sharepoint Governance the ArtI3solutions- Sharepoint Governance the Art
I3solutions- Sharepoint Governance the Art
 
The New Role of the Training Organization in an Enterprise 2.0 World
The New Role of the Training Organization in an Enterprise 2.0 WorldThe New Role of the Training Organization in an Enterprise 2.0 World
The New Role of the Training Organization in an Enterprise 2.0 World
 
Enterprise Collaboration Strategy & Implementation
Enterprise Collaboration Strategy & ImplementationEnterprise Collaboration Strategy & Implementation
Enterprise Collaboration Strategy & Implementation
 
Increasing employee engagement with digital technologies [WEBINAR]
Increasing employee engagement with digital technologies [WEBINAR]Increasing employee engagement with digital technologies [WEBINAR]
Increasing employee engagement with digital technologies [WEBINAR]
 
The Role of the CIO
The Role of the CIOThe Role of the CIO
The Role of the CIO
 
Building Employee Communities
Building Employee CommunitiesBuilding Employee Communities
Building Employee Communities
 
Collaborative Innovation: The State of Engagement
Collaborative Innovation: The State of EngagementCollaborative Innovation: The State of Engagement
Collaborative Innovation: The State of Engagement
 
SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and E...
SharePoint Saturday Austin: What's In It for Me?  Driving User Adoption and E...SharePoint Saturday Austin: What's In It for Me?  Driving User Adoption and E...
SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and E...
 
Digital Workplace Trends 2014 - Paris presentation
Digital Workplace Trends 2014 - Paris presentationDigital Workplace Trends 2014 - Paris presentation
Digital Workplace Trends 2014 - Paris presentation
 
SAS Social Engagement Whitepaper 2013
SAS Social Engagement Whitepaper 2013SAS Social Engagement Whitepaper 2013
SAS Social Engagement Whitepaper 2013
 
Social by design: jump-start your social business strategy
Social by design: jump-start your social business strategySocial by design: jump-start your social business strategy
Social by design: jump-start your social business strategy
 
Social hr for ril
Social hr for rilSocial hr for ril
Social hr for ril
 
6 Ways To Get Business Value From Social Software
6 Ways To Get Business Value From Social Software6 Ways To Get Business Value From Social Software
6 Ways To Get Business Value From Social Software
 

Viewers also liked

Hat E-Learning im Social Business-Zeitalter eine Zukunft
Hat E-Learning im Social Business-Zeitalter eine ZukunftHat E-Learning im Social Business-Zeitalter eine Zukunft
Hat E-Learning im Social Business-Zeitalter eine Zukunft
Joachim Niemeier
 
19 - Fh Heidelberg Referenztransformation
19 - Fh Heidelberg Referenztransformation19 - Fh Heidelberg Referenztransformation
19 - Fh Heidelberg Referenztransformation
Tobias Illig
 
12 - Fh Heidelberg Sechs Ebenen Sozialer Systeme
12 - Fh Heidelberg Sechs Ebenen Sozialer Systeme12 - Fh Heidelberg Sechs Ebenen Sozialer Systeme
12 - Fh Heidelberg Sechs Ebenen Sozialer Systeme
Tobias Illig
 
20 - Fh Heidelberg Umgang mit Widerständen
20 - Fh Heidelberg Umgang mit Widerständen20 - Fh Heidelberg Umgang mit Widerständen
20 - Fh Heidelberg Umgang mit Widerständen
Tobias Illig
 
Neue Wege zu Qualifizierung und Coaching für Enterprise 2.0
Neue Wege zu Qualifizierung und Coaching für Enterprise 2.0Neue Wege zu Qualifizierung und Coaching für Enterprise 2.0
Neue Wege zu Qualifizierung und Coaching für Enterprise 2.0
Joachim Niemeier
 
21 - Fh Heidelberg Diagnoseverfahren
21 - Fh Heidelberg Diagnoseverfahren21 - Fh Heidelberg Diagnoseverfahren
21 - Fh Heidelberg Diagnoseverfahren
Tobias Illig
 
How agile methods can lead to success - Agile Telekom Convention 2013
How agile methods can lead to success - Agile Telekom Convention 2013How agile methods can lead to success - Agile Telekom Convention 2013
How agile methods can lead to success - Agile Telekom Convention 2013
Lars Guillium
 
Recruiting Experience softgarden
Recruiting Experience softgardenRecruiting Experience softgarden
Recruiting Experience softgarden
Jannis Tsalikis
 
8 - Fh Heidelberg_Typenspektrum nach Geißler
8 - Fh Heidelberg_Typenspektrum nach Geißler8 - Fh Heidelberg_Typenspektrum nach Geißler
8 - Fh Heidelberg_Typenspektrum nach Geißler
Tobias Illig
 
EngagementCheck: Impuls und Reflexion 13_03
EngagementCheck: Impuls und Reflexion 13_03EngagementCheck: Impuls und Reflexion 13_03
EngagementCheck: Impuls und Reflexion 13_03
thomas staehelin
 
15 - Fh Heidelberg Orientierungsphase
15 - Fh Heidelberg Orientierungsphase15 - Fh Heidelberg Orientierungsphase
15 - Fh Heidelberg Orientierungsphase
Tobias Illig
 
6-Fh_Heidelberg_Organisationstheorien_Human Relations
6-Fh_Heidelberg_Organisationstheorien_Human Relations6-Fh_Heidelberg_Organisationstheorien_Human Relations
6-Fh_Heidelberg_Organisationstheorien_Human Relations
Tobias Illig
 
16 - Fh Heidelberg Klärungsphase
16 - Fh Heidelberg Klärungsphase16 - Fh Heidelberg Klärungsphase
16 - Fh Heidelberg Klärungsphase
Tobias Illig
 
5-Fh_Heidelberg_Organisationstheorien_Taylorismus
5-Fh_Heidelberg_Organisationstheorien_Taylorismus5-Fh_Heidelberg_Organisationstheorien_Taylorismus
5-Fh_Heidelberg_Organisationstheorien_Taylorismus
Tobias Illig
 
Neue Medien und Arbeitsrecht
Neue Medien und ArbeitsrechtNeue Medien und Arbeitsrecht
Neue Medien und Arbeitsrecht
Maria Dimartino
 
13 - Fh Heidelberg Experten- und Prozessberatung
13 - Fh Heidelberg Experten- und Prozessberatung13 - Fh Heidelberg Experten- und Prozessberatung
13 - Fh Heidelberg Experten- und Prozessberatung
Tobias Illig
 
14 - Fh Heidelberg Phasenmodelle
14 - Fh Heidelberg Phasenmodelle14 - Fh Heidelberg Phasenmodelle
14 - Fh Heidelberg Phasenmodelle
Tobias Illig
 
Taller de Marketing Online: Los distintos canales
Taller de Marketing Online: Los distintos canalesTaller de Marketing Online: Los distintos canales
Taller de Marketing Online: Los distintos canales
Bettina Grr
 
3 FH Heidelberg Organisationsmodelle
3   FH Heidelberg Organisationsmodelle3   FH Heidelberg Organisationsmodelle
3 FH Heidelberg Organisationsmodelle
Tobias Illig
 
Vom Unbeteiligten zum Change Agent.
Vom Unbeteiligten zum Change Agent.Vom Unbeteiligten zum Change Agent.
Vom Unbeteiligten zum Change Agent.
Beck et al. GmbH
 

Viewers also liked (20)

Hat E-Learning im Social Business-Zeitalter eine Zukunft
Hat E-Learning im Social Business-Zeitalter eine ZukunftHat E-Learning im Social Business-Zeitalter eine Zukunft
Hat E-Learning im Social Business-Zeitalter eine Zukunft
 
19 - Fh Heidelberg Referenztransformation
19 - Fh Heidelberg Referenztransformation19 - Fh Heidelberg Referenztransformation
19 - Fh Heidelberg Referenztransformation
 
12 - Fh Heidelberg Sechs Ebenen Sozialer Systeme
12 - Fh Heidelberg Sechs Ebenen Sozialer Systeme12 - Fh Heidelberg Sechs Ebenen Sozialer Systeme
12 - Fh Heidelberg Sechs Ebenen Sozialer Systeme
 
20 - Fh Heidelberg Umgang mit Widerständen
20 - Fh Heidelberg Umgang mit Widerständen20 - Fh Heidelberg Umgang mit Widerständen
20 - Fh Heidelberg Umgang mit Widerständen
 
Neue Wege zu Qualifizierung und Coaching für Enterprise 2.0
Neue Wege zu Qualifizierung und Coaching für Enterprise 2.0Neue Wege zu Qualifizierung und Coaching für Enterprise 2.0
Neue Wege zu Qualifizierung und Coaching für Enterprise 2.0
 
21 - Fh Heidelberg Diagnoseverfahren
21 - Fh Heidelberg Diagnoseverfahren21 - Fh Heidelberg Diagnoseverfahren
21 - Fh Heidelberg Diagnoseverfahren
 
How agile methods can lead to success - Agile Telekom Convention 2013
How agile methods can lead to success - Agile Telekom Convention 2013How agile methods can lead to success - Agile Telekom Convention 2013
How agile methods can lead to success - Agile Telekom Convention 2013
 
Recruiting Experience softgarden
Recruiting Experience softgardenRecruiting Experience softgarden
Recruiting Experience softgarden
 
8 - Fh Heidelberg_Typenspektrum nach Geißler
8 - Fh Heidelberg_Typenspektrum nach Geißler8 - Fh Heidelberg_Typenspektrum nach Geißler
8 - Fh Heidelberg_Typenspektrum nach Geißler
 
EngagementCheck: Impuls und Reflexion 13_03
EngagementCheck: Impuls und Reflexion 13_03EngagementCheck: Impuls und Reflexion 13_03
EngagementCheck: Impuls und Reflexion 13_03
 
15 - Fh Heidelberg Orientierungsphase
15 - Fh Heidelberg Orientierungsphase15 - Fh Heidelberg Orientierungsphase
15 - Fh Heidelberg Orientierungsphase
 
6-Fh_Heidelberg_Organisationstheorien_Human Relations
6-Fh_Heidelberg_Organisationstheorien_Human Relations6-Fh_Heidelberg_Organisationstheorien_Human Relations
6-Fh_Heidelberg_Organisationstheorien_Human Relations
 
16 - Fh Heidelberg Klärungsphase
16 - Fh Heidelberg Klärungsphase16 - Fh Heidelberg Klärungsphase
16 - Fh Heidelberg Klärungsphase
 
5-Fh_Heidelberg_Organisationstheorien_Taylorismus
5-Fh_Heidelberg_Organisationstheorien_Taylorismus5-Fh_Heidelberg_Organisationstheorien_Taylorismus
5-Fh_Heidelberg_Organisationstheorien_Taylorismus
 
Neue Medien und Arbeitsrecht
Neue Medien und ArbeitsrechtNeue Medien und Arbeitsrecht
Neue Medien und Arbeitsrecht
 
13 - Fh Heidelberg Experten- und Prozessberatung
13 - Fh Heidelberg Experten- und Prozessberatung13 - Fh Heidelberg Experten- und Prozessberatung
13 - Fh Heidelberg Experten- und Prozessberatung
 
14 - Fh Heidelberg Phasenmodelle
14 - Fh Heidelberg Phasenmodelle14 - Fh Heidelberg Phasenmodelle
14 - Fh Heidelberg Phasenmodelle
 
Taller de Marketing Online: Los distintos canales
Taller de Marketing Online: Los distintos canalesTaller de Marketing Online: Los distintos canales
Taller de Marketing Online: Los distintos canales
 
3 FH Heidelberg Organisationsmodelle
3   FH Heidelberg Organisationsmodelle3   FH Heidelberg Organisationsmodelle
3 FH Heidelberg Organisationsmodelle
 
Vom Unbeteiligten zum Change Agent.
Vom Unbeteiligten zum Change Agent.Vom Unbeteiligten zum Change Agent.
Vom Unbeteiligten zum Change Agent.
 

Similar to Leading the Transformation and Change Process - Enterprise 2.0 Summit 2014

The Disturbing Reality of Today's PMO
The Disturbing Reality of Today's PMOThe Disturbing Reality of Today's PMO
The Disturbing Reality of Today's PMO
Ian Needs
 
IBM Impact 2012 - Social Business Bootcamp
IBM Impact 2012 - Social Business BootcampIBM Impact 2012 - Social Business Bootcamp
IBM Impact 2012 - Social Business Bootcamp
Perficient, Inc.
 
How to Sell an Intranet Redesign to your Boss
How to Sell an Intranet Redesign to your BossHow to Sell an Intranet Redesign to your Boss
How to Sell an Intranet Redesign to your Boss
Prescient Digital Media
 
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...
GPMIP
 
Social Business - the social journey v. Boris Reinholth Nyland, ProActive
Social Business - the social journey v. Boris Reinholth Nyland, ProActiveSocial Business - the social journey v. Boris Reinholth Nyland, ProActive
Social Business - the social journey v. Boris Reinholth Nyland, ProActive
Kim Gregersen
 
Digital Transformation Strategy, Blueprint and Toolkit
Digital Transformation Strategy, Blueprint and ToolkitDigital Transformation Strategy, Blueprint and Toolkit
Digital Transformation Strategy, Blueprint and Toolkit
Aurelien Domont, MBA
 
Art of Implementing a Business Solution
Art of Implementing a Business SolutionArt of Implementing a Business Solution
Art of Implementing a Business Solution
Grady Beaubouef
 
Managing the Stakeholder Challenges of Agile Transformations
Managing the Stakeholder Challenges of Agile TransformationsManaging the Stakeholder Challenges of Agile Transformations
Managing the Stakeholder Challenges of Agile Transformations
Thomas Luke Jarocki
 
Modern Capacity Planning
Modern Capacity PlanningModern Capacity Planning
Modern Capacity Planning
KeyedIn Projects
 
UMT_PMI-ATL Governance Agility_Final
UMT_PMI-ATL Governance Agility_FinalUMT_PMI-ATL Governance Agility_Final
UMT_PMI-ATL Governance Agility_Final
Ludvic Baquie
 
Accelerate Agile in Times of Uncertainty
Accelerate Agile in Times of UncertaintyAccelerate Agile in Times of Uncertainty
Accelerate Agile in Times of Uncertainty
KeyedIn Projects
 
The World of Agility
The World of Agility The World of Agility
The World of Agility
Salesforce Partners
 
How To Use a Structured Project Intake Process to Improve your Project Portfolio
How To Use a Structured Project Intake Process to Improve your Project PortfolioHow To Use a Structured Project Intake Process to Improve your Project Portfolio
How To Use a Structured Project Intake Process to Improve your Project Portfolio
Don Clarke, PMP, CSM, CSP
 
The Adaptive PMO: Manage and Maintain Change Management for long term success
The Adaptive PMO: Manage and Maintain Change Management for long term successThe Adaptive PMO: Manage and Maintain Change Management for long term success
The Adaptive PMO: Manage and Maintain Change Management for long term success
KeyedIn Projects
 
Personal Essay
Personal Essay Personal Essay
Personal Essay
JAISHREE SANADHYA
 
Lean Development Practices for Enterprise Agile
Lean Development Practices for Enterprise AgileLean Development Practices for Enterprise Agile
Lean Development Practices for Enterprise Agile
TechWell
 
PMO Development - Line of Sight
PMO Development - Line of SightPMO Development - Line of Sight
PMO Development - Line of Sight
Line of Sight
 
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, M...
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, M...Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, M...
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, M...
Hamill Associates Ltd
 
Setting the Customer's Journey: Walk a Mile In Your Customer's Shoes
Setting the Customer's Journey: Walk a Mile In Your Customer's ShoesSetting the Customer's Journey: Walk a Mile In Your Customer's Shoes
Setting the Customer's Journey: Walk a Mile In Your Customer's Shoes
Aggregage
 
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Wellingtone
 

Similar to Leading the Transformation and Change Process - Enterprise 2.0 Summit 2014 (20)

The Disturbing Reality of Today's PMO
The Disturbing Reality of Today's PMOThe Disturbing Reality of Today's PMO
The Disturbing Reality of Today's PMO
 
IBM Impact 2012 - Social Business Bootcamp
IBM Impact 2012 - Social Business BootcampIBM Impact 2012 - Social Business Bootcamp
IBM Impact 2012 - Social Business Bootcamp
 
How to Sell an Intranet Redesign to your Boss
How to Sell an Intranet Redesign to your BossHow to Sell an Intranet Redesign to your Boss
How to Sell an Intranet Redesign to your Boss
 
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...
 
Social Business - the social journey v. Boris Reinholth Nyland, ProActive
Social Business - the social journey v. Boris Reinholth Nyland, ProActiveSocial Business - the social journey v. Boris Reinholth Nyland, ProActive
Social Business - the social journey v. Boris Reinholth Nyland, ProActive
 
Digital Transformation Strategy, Blueprint and Toolkit
Digital Transformation Strategy, Blueprint and ToolkitDigital Transformation Strategy, Blueprint and Toolkit
Digital Transformation Strategy, Blueprint and Toolkit
 
Art of Implementing a Business Solution
Art of Implementing a Business SolutionArt of Implementing a Business Solution
Art of Implementing a Business Solution
 
Managing the Stakeholder Challenges of Agile Transformations
Managing the Stakeholder Challenges of Agile TransformationsManaging the Stakeholder Challenges of Agile Transformations
Managing the Stakeholder Challenges of Agile Transformations
 
Modern Capacity Planning
Modern Capacity PlanningModern Capacity Planning
Modern Capacity Planning
 
UMT_PMI-ATL Governance Agility_Final
UMT_PMI-ATL Governance Agility_FinalUMT_PMI-ATL Governance Agility_Final
UMT_PMI-ATL Governance Agility_Final
 
Accelerate Agile in Times of Uncertainty
Accelerate Agile in Times of UncertaintyAccelerate Agile in Times of Uncertainty
Accelerate Agile in Times of Uncertainty
 
The World of Agility
The World of Agility The World of Agility
The World of Agility
 
How To Use a Structured Project Intake Process to Improve your Project Portfolio
How To Use a Structured Project Intake Process to Improve your Project PortfolioHow To Use a Structured Project Intake Process to Improve your Project Portfolio
How To Use a Structured Project Intake Process to Improve your Project Portfolio
 
The Adaptive PMO: Manage and Maintain Change Management for long term success
The Adaptive PMO: Manage and Maintain Change Management for long term successThe Adaptive PMO: Manage and Maintain Change Management for long term success
The Adaptive PMO: Manage and Maintain Change Management for long term success
 
Personal Essay
Personal Essay Personal Essay
Personal Essay
 
Lean Development Practices for Enterprise Agile
Lean Development Practices for Enterprise AgileLean Development Practices for Enterprise Agile
Lean Development Practices for Enterprise Agile
 
PMO Development - Line of Sight
PMO Development - Line of SightPMO Development - Line of Sight
PMO Development - Line of Sight
 
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, M...
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, M...Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, M...
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, M...
 
Setting the Customer's Journey: Walk a Mile In Your Customer's Shoes
Setting the Customer's Journey: Walk a Mile In Your Customer's ShoesSetting the Customer's Journey: Walk a Mile In Your Customer's Shoes
Setting the Customer's Journey: Walk a Mile In Your Customer's Shoes
 
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
 

More from Joachim Niemeier

Lerngruppen zum Corporate Learning 2.0 MOOC
Lerngruppen zum Corporate Learning 2.0 MOOCLerngruppen zum Corporate Learning 2.0 MOOC
Lerngruppen zum Corporate Learning 2.0 MOOC
Joachim Niemeier
 
Enterprise 2.0 meets HR
Enterprise 2.0 meets HREnterprise 2.0 meets HR
Enterprise 2.0 meets HR
Joachim Niemeier
 
Social Software – Brauchen das Unternehmen überhaupt?
Social Software – Brauchen das Unternehmen überhaupt?Social Software – Brauchen das Unternehmen überhaupt?
Social Software – Brauchen das Unternehmen überhaupt?
Joachim Niemeier
 
Wissensaustausch in Unternehmen – Die Rolle von Enterprise 2.0-Werkzeugen
 Wissensaustausch in Unternehmen – Die Rolle von Enterprise 2.0-Werkzeugen Wissensaustausch in Unternehmen – Die Rolle von Enterprise 2.0-Werkzeugen
Wissensaustausch in Unternehmen – Die Rolle von Enterprise 2.0-Werkzeugen
Joachim Niemeier
 
Soziale Lernplattformen auf dem Prüfstand - Trends, Erfahrungen und Rahmenbed...
Soziale Lernplattformen auf dem Prüfstand - Trends, Erfahrungen und Rahmenbed...Soziale Lernplattformen auf dem Prüfstand - Trends, Erfahrungen und Rahmenbed...
Soziale Lernplattformen auf dem Prüfstand - Trends, Erfahrungen und Rahmenbed...
Joachim Niemeier
 
Enterprise 2.0 – Evaluating the Effectivity of Social Media for Learning in C...
Enterprise 2.0 – Evaluating the Effectivity of Social Media for Learning in C...Enterprise 2.0 – Evaluating the Effectivity of Social Media for Learning in C...
Enterprise 2.0 – Evaluating the Effectivity of Social Media for Learning in C...
Joachim Niemeier
 
Bausteine für ein Enterprise 2.0 Vorgehensmodell
Bausteine für ein Enterprise 2.0 VorgehensmodellBausteine für ein Enterprise 2.0 Vorgehensmodell
Bausteine für ein Enterprise 2.0 Vorgehensmodell
Joachim Niemeier
 
Enterprise 2.0
Enterprise 2.0Enterprise 2.0
Enterprise 2.0
Joachim Niemeier
 
Enterprise 2.0 - Fiktion und Wirklichkeit
Enterprise 2.0 - Fiktion und WirklichkeitEnterprise 2.0 - Fiktion und Wirklichkeit
Enterprise 2.0 - Fiktion und Wirklichkeit
Joachim Niemeier
 
Enterprise 2.0 – Wie weit sind deutsche Unternehmen?
Enterprise 2.0 – Wie weit sind deutsche Unternehmen?Enterprise 2.0 – Wie weit sind deutsche Unternehmen?
Enterprise 2.0 – Wie weit sind deutsche Unternehmen?
Joachim Niemeier
 
Best Practices im Enterprise 2.0
Best Practices im Enterprise 2.0Best Practices im Enterprise 2.0
Best Practices im Enterprise 2.0
Joachim Niemeier
 
Wieviel 2.0 braucht der Mensch?
Wieviel 2.0 braucht der Mensch?Wieviel 2.0 braucht der Mensch?
Wieviel 2.0 braucht der Mensch?
Joachim Niemeier
 
Fernlernen im Wandel
Fernlernen im WandelFernlernen im Wandel
Fernlernen im Wandel
Joachim Niemeier
 
Business Relationshipmanagement im Web 2.0
Business Relationshipmanagement im Web 2.0Business Relationshipmanagement im Web 2.0
Business Relationshipmanagement im Web 2.0
Joachim Niemeier
 
Enterprise 2.0
Enterprise 2.0Enterprise 2.0
Enterprise 2.0
Joachim Niemeier
 
Was kann Software Saxony vom Silicon Valley lernen?
Was kann Software Saxony vom Silicon Valley lernen?Was kann Software Saxony vom Silicon Valley lernen?
Was kann Software Saxony vom Silicon Valley lernen?
Joachim Niemeier
 
Neue Medien im Change Management: Change 2.0?
Neue Medien im Change Management: Change 2.0?Neue Medien im Change Management: Change 2.0?
Neue Medien im Change Management: Change 2.0?
Joachim Niemeier
 
Microblogging im Unternehmen
Microblogging im UnternehmenMicroblogging im Unternehmen
Microblogging im Unternehmen
Joachim Niemeier
 
Twitter und Microblogging - Kann man mit 140 Zeichen lernen?
Twitter und Microblogging - Kann man mit 140 Zeichen lernen?Twitter und Microblogging - Kann man mit 140 Zeichen lernen?
Twitter und Microblogging - Kann man mit 140 Zeichen lernen?
Joachim Niemeier
 
Marketing 2.0
Marketing 2.0Marketing 2.0
Marketing 2.0
Joachim Niemeier
 

More from Joachim Niemeier (20)

Lerngruppen zum Corporate Learning 2.0 MOOC
Lerngruppen zum Corporate Learning 2.0 MOOCLerngruppen zum Corporate Learning 2.0 MOOC
Lerngruppen zum Corporate Learning 2.0 MOOC
 
Enterprise 2.0 meets HR
Enterprise 2.0 meets HREnterprise 2.0 meets HR
Enterprise 2.0 meets HR
 
Social Software – Brauchen das Unternehmen überhaupt?
Social Software – Brauchen das Unternehmen überhaupt?Social Software – Brauchen das Unternehmen überhaupt?
Social Software – Brauchen das Unternehmen überhaupt?
 
Wissensaustausch in Unternehmen – Die Rolle von Enterprise 2.0-Werkzeugen
 Wissensaustausch in Unternehmen – Die Rolle von Enterprise 2.0-Werkzeugen Wissensaustausch in Unternehmen – Die Rolle von Enterprise 2.0-Werkzeugen
Wissensaustausch in Unternehmen – Die Rolle von Enterprise 2.0-Werkzeugen
 
Soziale Lernplattformen auf dem Prüfstand - Trends, Erfahrungen und Rahmenbed...
Soziale Lernplattformen auf dem Prüfstand - Trends, Erfahrungen und Rahmenbed...Soziale Lernplattformen auf dem Prüfstand - Trends, Erfahrungen und Rahmenbed...
Soziale Lernplattformen auf dem Prüfstand - Trends, Erfahrungen und Rahmenbed...
 
Enterprise 2.0 – Evaluating the Effectivity of Social Media for Learning in C...
Enterprise 2.0 – Evaluating the Effectivity of Social Media for Learning in C...Enterprise 2.0 – Evaluating the Effectivity of Social Media for Learning in C...
Enterprise 2.0 – Evaluating the Effectivity of Social Media for Learning in C...
 
Bausteine für ein Enterprise 2.0 Vorgehensmodell
Bausteine für ein Enterprise 2.0 VorgehensmodellBausteine für ein Enterprise 2.0 Vorgehensmodell
Bausteine für ein Enterprise 2.0 Vorgehensmodell
 
Enterprise 2.0
Enterprise 2.0Enterprise 2.0
Enterprise 2.0
 
Enterprise 2.0 - Fiktion und Wirklichkeit
Enterprise 2.0 - Fiktion und WirklichkeitEnterprise 2.0 - Fiktion und Wirklichkeit
Enterprise 2.0 - Fiktion und Wirklichkeit
 
Enterprise 2.0 – Wie weit sind deutsche Unternehmen?
Enterprise 2.0 – Wie weit sind deutsche Unternehmen?Enterprise 2.0 – Wie weit sind deutsche Unternehmen?
Enterprise 2.0 – Wie weit sind deutsche Unternehmen?
 
Best Practices im Enterprise 2.0
Best Practices im Enterprise 2.0Best Practices im Enterprise 2.0
Best Practices im Enterprise 2.0
 
Wieviel 2.0 braucht der Mensch?
Wieviel 2.0 braucht der Mensch?Wieviel 2.0 braucht der Mensch?
Wieviel 2.0 braucht der Mensch?
 
Fernlernen im Wandel
Fernlernen im WandelFernlernen im Wandel
Fernlernen im Wandel
 
Business Relationshipmanagement im Web 2.0
Business Relationshipmanagement im Web 2.0Business Relationshipmanagement im Web 2.0
Business Relationshipmanagement im Web 2.0
 
Enterprise 2.0
Enterprise 2.0Enterprise 2.0
Enterprise 2.0
 
Was kann Software Saxony vom Silicon Valley lernen?
Was kann Software Saxony vom Silicon Valley lernen?Was kann Software Saxony vom Silicon Valley lernen?
Was kann Software Saxony vom Silicon Valley lernen?
 
Neue Medien im Change Management: Change 2.0?
Neue Medien im Change Management: Change 2.0?Neue Medien im Change Management: Change 2.0?
Neue Medien im Change Management: Change 2.0?
 
Microblogging im Unternehmen
Microblogging im UnternehmenMicroblogging im Unternehmen
Microblogging im Unternehmen
 
Twitter und Microblogging - Kann man mit 140 Zeichen lernen?
Twitter und Microblogging - Kann man mit 140 Zeichen lernen?Twitter und Microblogging - Kann man mit 140 Zeichen lernen?
Twitter und Microblogging - Kann man mit 140 Zeichen lernen?
 
Marketing 2.0
Marketing 2.0Marketing 2.0
Marketing 2.0
 

Recently uploaded

Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
itnewsafrica
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
fauzanal343
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
emmanuelpulido003
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
kevinkariuki227
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Aggregage
 
Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...
Brian Frerichs
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
projectseasy
 
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
mcdopex6
 
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family FoundationPatrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
JairSemexant
 
Mandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your roleMandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your role
khidalgo2
 
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAAPETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
SalmanTahir60
 
Top Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdfTop Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdf
Top IT Marketing
 
Easy Approval Same Day Emergency Cash Loans for Urgent Situations
Easy Approval Same Day Emergency Cash Loans for Urgent SituationsEasy Approval Same Day Emergency Cash Loans for Urgent Situations
Easy Approval Same Day Emergency Cash Loans for Urgent Situations
EiLoan
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
Western Alaska Minerals Corp.
 
The Most Innovative Blockchain Company to Follow in 2024 (5).pdf
The Most Innovative Blockchain Company to Follow in 2024 (5).pdfThe Most Innovative Blockchain Company to Follow in 2024 (5).pdf
The Most Innovative Blockchain Company to Follow in 2024 (5).pdf
analyticsinsightmaga
 
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Growth Buyouts - The  Dawn of the GBO (Slow Ventures)Growth Buyouts - The  Dawn of the GBO (Slow Ventures)
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Razin Mustafiz
 
Best Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management StudentsBest Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management Students
zoyaws1
 

Recently uploaded (20)

Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
Andrew Wilmot- Ecentric Payment Systems: Macro Trends Shaping Payments in Afr...
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
 
Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...Navigating Change Strategies for Effective Transition and Operational Plannin...
Navigating Change Strategies for Effective Transition and Operational Plannin...
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
 
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
 
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family FoundationPatrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
 
Mandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your roleMandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your role
 
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAAPETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
 
Top Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdfTop Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdf
 
Easy Approval Same Day Emergency Cash Loans for Urgent Situations
Easy Approval Same Day Emergency Cash Loans for Urgent SituationsEasy Approval Same Day Emergency Cash Loans for Urgent Situations
Easy Approval Same Day Emergency Cash Loans for Urgent Situations
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
 
The Most Innovative Blockchain Company to Follow in 2024 (5).pdf
The Most Innovative Blockchain Company to Follow in 2024 (5).pdfThe Most Innovative Blockchain Company to Follow in 2024 (5).pdf
The Most Innovative Blockchain Company to Follow in 2024 (5).pdf
 
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
Growth Buyouts - The  Dawn of the GBO (Slow Ventures)Growth Buyouts - The  Dawn of the GBO (Slow Ventures)
Growth Buyouts - The Dawn of the GBO (Slow Ventures)
 
Best Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management StudentsBest Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management Students
 

Leading the Transformation and Change Process - Enterprise 2.0 Summit 2014

  • 1. Leading the Transformation and Change Process Enterprise 2.0 SUMMIT 2014 February 11, 2014 Joachim Niemeier (@JoachimNiemeier)
  • 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. 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. 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. 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. Application Areas for Social Software Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 6 6
  • 7. Enterprise 2.0 Use Cases („Stars“) Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 7 7
  • 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. Enterprise 2.0 Use Cases („Questionmarks“) Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 9 9
  • 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. 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. 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. 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. 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. 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. 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. Performance Framework for Enterprise 2.0 Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 17
  • 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. 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. 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. 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. 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. Strengthen Success Factors and Failure Barriers Weaken Failure Factors and Success Barriers Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 23
  • 24. The Toolbox for a Systematic Change Information Competence Involvement Governance … … … … … … … … … … … … … … … … … … … … … … … Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 24
  • 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. Joachim Niemeier Enterprise 2.0 SUMMIT 2014 Seite 26