Organizational changes needed through the journey to Social Business - First insights from the Future of Collaborative Enterprise project - Social Business Forum 2012 - Milan
4. 1485 – John II of Portugal rejected the project
1490 – Isabella of Spain rejected the project
1492 – Isabella of Spain finally approved
Long time commitment
Strong leadership
Need for a prominent sponsor
1493 – Second trip
Learning from failure
17. STRUCTURE CULTURE
STRUCTURE CULTURE
STRUCTURE CULTURE MOTIVATIONS
MOTIVATIONS
PEOPLE PEOPLE
MOTIVATIONS
CULTURE
MOTIVATIONS
PEOPLE
RESOURCES
CULTURE
STRUCTURE
RESOURCES
MOTIVATIONS
CULTURE STRUCTURE
18. Diversity is the organizational reality
Organizations operate more and more as finite
ecosystems of diverse, inter-connected and
inter-dependent entities, each with its internal
purpose and culture, balancing between
collaboration and competition according to
contextual requirements.
20. Focus on adaptation, not on adoption
The most efficient way to provide workers with
tools to get their work done is to allow them to
adapt the tools to their own practices.
23. Category Role Tasks
Informational Monitor Seek and receive information, scan papers and reports,
maintain interpersonal contacts
Disseminator Forward information to others, send memos, make phone
calls
Spokeperson Represent the unit to outsiders, in speeches and reports
Interpersonal Figurehead Perform ceremonial and symbolic duties, receive visitors
Leader Direct and motivate subordinates, train, advise and
influence
Liaison Maintain information links in and beyond the organization
Decisional Entrepreneur Initiate new projects, spot opportunities, identify areas of
business development
Disturbance Take corrective action during crises, resolve conflicts
handler among staff, adapt to external changes
Resource allocator Decide who gets resources, schedule, budget, set priorities
Negociator Represent departments during negotiations with unions,
suppliers, and generally defend interests