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What Business Executives Really Think About E2.0
This document discusses business executives' perspectives on enterprise 2.0 technologies. It finds that traditional corporate structures, cultures, strategies, and technologies are not well-aligned with enterprise 2.0. However, when used properly with clear business objectives, enterprise 2.0 can transform productivity and innovation by applying collaborative technologies to how companies work. The key is moving beyond views of technology itself to focus on how enterprise 2.0 supports business goals and engages employees.
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What Business Executives Really Think About E2.0
- 1. What Business Executives Really Think About E2.0 Tamara J. Erickson T J Ei k November 3, 2009
- 2. This Train is Leaving the Station Old approaches have been mastered Technology enables a very different Technology enables a very different level of performance Competition will shift the playing field 2 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 3. The Twentieth Century Icons: Masters of Scale and Cost 3 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 4. Reason #1: Structure Twentieth Century bureaucratic 2.0 mobilizes intelligence: systems optimized: systems optimized: The utilization of complex The utilization of complex Division of responsibility knowledge Specialization Innovation through the Strict accountability – providing bl d contributions of many contributions of many excellent control Harnessing the smallest units of knowledge Our corporations aren’t designed to support it. 4 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 5. Reason #2: Culture The underpinnings of traditional 2.0 assumptions: organizations: Performance‐based Performance based Loyalty, reciprocated with arrangements protection and care Collective purpose Individual autonomy Individual autonomy d f h h d Identification with shared Identification with organizational objectives units and individual managers Based on coordinating Based on planning Almost all the corporate etiquette and “unwritten rules” you know discourage it y g 5 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 6. Ten Factors That Shift Organizations Enablers of Collaborative Capacity Highly engaged, committed participants Trust‐based relationships Networking opportunities Selection, promotion and training practices based on collaboration S l ti ti dt i i ti b d ll b ti Organizational philosophy supporting a “community of adults” g Executives who create a “gift culture” Leaders with both task‐ and relationship‐management skills Productive and efficient behaviors and processes Clearly d f d individual roles and responsibilities l l defined d d l l d bl Important, challenging tasks From our extensive research on successful collaboration 6 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 7. Obstacle #3: Strategic Role Early 2009: Now: This is something we have to do This is something we have to do 2.0 supports a broad range of 2 0 supports a broad range of to keep Gen Y’s happy – thank activities – with clear business goodness for the recession! objectives It s extra, nice to have – like It’s extra nice to have like Each best achieved through Each best achieved through fitness centers and day care different organizational We don’t even know what “it” is approaches and supported by different technologies different technologies It takes many forms – and it’s not always worth it y y 7 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 8. Driving Outcomes through Collaborative Intents 1. Connect previously‐unrelated Ideas 2. Access untapped people or expertise 3. Distribute work or risk 4. Co‐create 5. Detect emerging patterns or trends 6. Pool judgments 6 Pool judgments 7. Determine group‐wide preferences 8. Air and debate multiple views 8 Ai dd b t lti l i 9. Influence views or norms 10. Coordinate in time and space
- 9. Intents in a Collaborative Ecosystem A Partial Sampling of the Players in the Health Care Industry Coalescing Regulators g Insurers Health Care Providers Coordinating Distributing g Marketing Patients Pooling Co‐creating Engaging Manufac Manufac‐ Families Families Sales turing and Distributors Caregivers Tapping Polling R&D Public P bli Connecting Pharmacies Academic Institutions Sensing 9 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 10. Reason #4: The Technology Itself Concerns Coming realities Overwhelming ‐‐ and difficult to Overwhelming and difficult to Unifying approaches Unifying approaches harness Ways of partitioning and Heterogeneous and aggregating data disconnected bl l h Ability to manage relationships Not secure or necessarily relevant The technology environment’s stage of maturity has been incompatible with many corporate requirements and policies 10 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 11. nGen Collaboration Server Email IM PDAs Blogs Gov’t & Gov’t & Crisis Mgmt & Crisis Mgmt & Regulatory Regulatory l Disruption Disruption Enterprise Collaborative Enterprise Extended Extended Shareholders Employee Employee Shareholders & Employee Employee Community & Governance Governance Community Define Build Market Sell Support Customers Central point of collaborative control Marketing Development Focus Groups Security‐enabled Multi‐location, Multi‐lingual, 24x7, Real‐time Cultural Evolution: BB >> Gen X >> Gen Y 11 | © 2009 nGenera Corp. All Rights Reserved.
- 12. Obstacle #5: Engagement Management 101 Participation 2.0 Directed activities Directed activities Individual discretion Individual discretion Clear instructions Dealing with rich content that flows through infinite links Forming and maintaining d complex relationships Having trust, a stake, a voice, an impact, and a community bond People have to want to do it 12 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 13. Authentic Sense of “What It Means to Work Here” What does your organization offer more of than any other? Do people get “enough” of what they came here for? How can you emphasize your strengths? Do you offer frequent “goose bump” experiences? 13 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 14. Stages of Collaborative Enterprise Management LEVEL 3 LEVEL 2 LEVEL 1 14 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 15. Four Common Positions Today Strategy Structure Culture Technology Engagement Technology Led Technology Led Culture Based Culture‐Based Executive Led Executive Led Skunk Works Skunk Works 15 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 16. 2.0 Today: It’s All About the Business Old way: Managing technologies Managing technologies New way: Opportunity to transform enterprise productivity and innovation by applying 2.0 technologies to the way we work 16 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
- 17. Tamara J. Erickson aa aJ c so terickson@ngenera.com (617) 283‐1740 www.nGenera.com www nGenera com 17 | © 2009 nGenera Corp. All Rights Reserved.