This is my blog post about the Master class given at #E20summit today.
Due to my flight schedule I was only able to attend part of the pre-summit master class events.
So I was absent from the following sessions:
Principles about Web 2.0 in the Enterprise and Corporate Social Computing
Models and Strategic Pillars for the Conceptionalization of Enterprise 2.0
The start of the afternoon sessions I attended were:
Implementation Model for Enterprise 2.0: The Three-Legged Stool
Succeeding in Enterprise 2.0 Challenges: Adoption, IT issues and Governance
At the start of the afternoon Dion offered the following model (as a typical example):
Identify, Prepare, Assess, Pilot, Roll-out, & Manage – a sample ‘waterfall’ mechanism on ‘Implementing Enterprise 2.0’
One interesting point Dion offered was that pilot’s should be small – allowing mistakes to be made, and not in front of the masses. There was a worthwhile case study where something happened that resulted in a mass lock down of the system. This is quite different to the approach that we took in CSC. Obviously what size and how to run the pilot is very much debated within the industry at the moment and needs to be a choice taking into account a lot of the nuances of the business in mind.
On the Model and Platforms for E20:
Dion asked “Should it be a single integrated system, or a set of ‘best of breed’ integrated products that speak to a common set of standards?” Dion indicated that the later model is reflected by the web itself (so has been proven as a model), with the unifying service of these bundles would be enterprise search. Of course, single systems also do work, but perhaps the quality of each facet may not be as high a niche ‘best of breed’ product.
Dion outlined the top listing players in this space at the moment, saying that industry leaders need to be prepared to hear and learn about new names such as start-ups and other establish external community players.
In speaking about some of more advanced areas of Enterprise 2.0 Dion said that true “crowd sourcing” is something that normally would take a different DNA (in comparison to most common corporate cultures) of a company to do this and feel comfortable about it.
In reference to models of delivery. Enterprise Portals are still the most common platform for E2.0 implementation. However, they do suffer from a struggle to evolve or remain as up to date as stand alone modern Enterprise 2.0 applications.
Dion outlined a list of adoptions strategies to use to gain adoption in the E2.0 environment. Participation models need to be a simple as possible, any additional barriers can 1/2 participation and adoption. Great tools stand out by having an intuitive complexity gradient that allows users to set the complexity to a level of which they are comfortable (e.g. Gmail).
Then Dion touched on some complimentary (or key – depending on preference) extensions to E2.0 systems – e.g. reputation systems, and social analytics and advanced expertise location (tacit analysis) and community management.
Social analytics: A good tip – focus on cultivating “weak ties”, because they bring more innovation and insight than strong and well understood relationships.
Community management: will be a key proportion of the budget of the implementation and then maintenance of the E2.0 environment.
Session on Strategies for Change Management:
Dion began this session saying it was important to “Understand that some cultures that tend to stifle collaboration” – for this he gave the following examples:
- Cultures that…
- have a singular focus on individual achievement
- do not value sharing knowledge or expertise
- does not place value on new ideas
- are not proficient in applying technology
All these culture types can hinder the ability to adopt E2.0 principles and technologies.
Dion went on to discuss how important leadership is in managing & influencing the outcome of E2.0 within the organisation some of the key points are:
- Are they leading by example?
- Are they setting clear expectations?
- Are they inspiring the right behaviours?
- How do they react to critical incidents?
- Are they victims of the fear factor of engaging with a large network in a public manner?
- Are they allocating resources to the right areas?
Dion then talked through the importance of managing collaboration based at the team, community and network level. As you move up this chain, the definition and role of individual becomes more unclear, less mandatory and less visible because of surrounding noise. It is important to condition support and community management around these factors as appropriate.
DKW – German Investment Banking a well recognised case study use of blogs and wikis (AMcAfee). Ease of use, and no set predicated expectations of use, and extensive managerial support did help, but the top-down lead approach was characterised by slow process of adoption. However, once established it did prove viral adoption works.
Interactive Services: AARF – based their E2.0 environment on Mediawiki (Wikipedia). Spent a lot of time ensuring content and tagging worked well, and gave a lot of useful feedback (dynamic/automatic) to the users. This produced a very lively and interactive environment.
T. Rowe Price – Investment Bank. Struggling to find a platform that enabled knowledge management in a high-speed chaotic, high turnover business environment – their call centre! Needed something that was easy to use, and easily reference able. Used Confluence wiki, to produce a locked down set of reference documents, but with ability to add pages, comments, tags and blogs. Made this available to whole business organisation. Tags and comments were very beneficial immediately, in part because of the young age of the workforce and the facilitation of the search engine (Google search appliance) – returning a high percentage of useful search results. This environment produced visible drop in call times and increased customer satisfaction.