Showing posts from February, 2014

Framework of the Social Enterprise & the Future of Work #e20s

The Enterprise 2.0 is slowly coming to an end. We're at the final keynote round about ' Framework of the Social Enterprise & the Future of Work '. First up Marie Taillard . Marie challenges us to look beyond the enterprise to the ecosystem. Where is the value in the ecosystem? Where is your customer at? Are we - at the summit - focusing enough on the customer? Internal and external can and should help each other. Then  Peter Vander Auwera about 'Corporate Rebels United, the start of a corporate spring?'. Our orgs no longer serve our needs. They cannot keep pace with the current world. Corporate rebels wants to address this. They love the organizations they work for and address the issues in the organization from a deep personal conviction. 21st century practices of new orgs according to corporate rebels: organizational structure lead ing ship strategic options portfolio decision making lean execution system innovation self-expression And 

LEGO SERIOUS PLAY on Building the Lessons-Learned Landscape #e20s

Enjoyed participating in the Lego serious play session . Some pics... The Lego pieces we got to use Working hard on the assignment My tower... Add caption

Social as Enabler for Corporate Behavior Change #e20s

Now a practice panel about ' Social as Enabler for Corporate Behavior Change '. First up Celine Schillinger who has been addicted to social collaboration by accident. Celine shares 3 cases in which she has experienced and facilitated change within the company she works for (large pharma company): It all started with an email from her to the CEO, that received no answer. She forwarded it to a small group of friend-colleagues and it became viral. This multi-disciplinary/multi-divisional group of employees decided to meet over lunch and try to address this in a good way. They continued to meet in real-life and support the community with Yammer (called WoMen - capitals are deliberate). They created 62 crowdsources solutions (related to gender-balance. Then the CEO said: Let's meet over lunch. The CEO proposed to do a workshop with the whole leadership team about this topic. From then on this topic was on the agenda and is 'implemented' in the performance metrics.

Defining the Leadership Model and Design of the 21st Century Organisation #e20s

First up, Lee Bryant about leading 21st century firms. This talks is part of an expert panel about Defining the leadership model and design of the 21st century organization . Here are my notes. So, what comes first social tech or new organizational structures, Lee asks. Step 1 is deal with your org chart, your organizational structure. The culture of work is changing. We are talking about human resources instead of resourceful humans. Productivity has gone quantum. 12 people is the new army. Hierarchy is one dimension of the organization. It exists and will continue to exist, but it is very expensive to get things done. We will move to small, coordinate agile teams. The general manager that has no specific skills is not something of the future and are generic best-practices. Communities and networks are the new structure (or actually the old structure of the org). Podular working ( Dave Gray ) needs an underpinning service platform. There are companies doing this, like Kyocer

Digital Workplace Concepts and Trends #e20s #intra14

Jane McConnell shares the results of her yearly - and great! - Digital Workplace survey. This is part of the expertise panel about digital workplace concepts and trends . Jane defines the digital workplace as the intersection of people, tools and organization. The two main drivers for the digital workplace are: increasing organizational intelligence; gaining efficiency & cost savings Key to transformation Jane found in her latest research is that the top management and operational management are twice as involved in strategic decision-making with respect to the digital workplace. Much more was shared in her slides. Too much, too fast to keep up. I focused on studying her slides instead of blogging... Sorry. Next up  Michel Ezran about the research Lecko does on the adoption of enterprise social networks. They try to measure the level of engagement in 15 organizations. Some findings: a few transversal communities generate most of the ESN value deploying

Social business adoption best practices #e20s #socbiz

Back after a nice French lunch, Claire Flanagan and Rachel Happe talk about adoption/change and community management . Claire simply had too much slides and information to give you a good summary. Which is great (to be clear)! I'll share a couple of notes from the talk below. A nice overview of research Jive did on the value companies are getting was shared by Claire (and is inserted in this blogpost). Business value of internal social was only realized when organizations did the following: senior leaders role-modelling integrate social into day-to-day activities removal of other tools So, how to change your organization and get them ready for internal social? Claire shares the following steps: process (define what the new way of working looks like, definitely for executives - use cases, which is not persona-focused, focus on processes) incentives (reward open leadership, bonus tied to 'open' objectives) comms/marketing (executive 'launch' mes

Key Factors for Strategic Enablement #e20s #socbiz

A panel discussion about ' Key factors for strategic enablement ' is kicked off by  Emanuele Quintarelli . He shares his research on the state of affairs of Enterprise 2.0 projects in Italy. Not a pretty sight: no goals, leaders don't understand, no metrics, but also... social business is here already. Companies are just doing  it. So, how do we move forward? Some remarks by the panel: Luis Suarez says we are confronted today with the fact we should manage for the longhaul. Employee disengagement is the big issue we should address. Management is the barrier, so we should address that. David Terrar says we should bring internal social back to hard business facts Chee Chin Lie: talk less about strategy, but do  it. It talks time. BASF is only two year into internal social and he sees lots more potential for his company (and other companies). At BASF recognizes this takes time, but they found it of strategic important.

Social as Enabler for Strategic Business Excellence #e20s #socbiz

The first practice panel about ' Social as Enabler for Strategic Business Excellence ' by Joachim Heinz  and Martial Tardy . First Tardy of Solvay about the Solvay and Rhodia merger facilitated by means of an Enterprise Social Network. Learnings: don't fear misconduct, fear a ghost town reverse the communication streams get in gear with a new editorial tempo get on top of social technologies Next Heinz about Bosch's social business initiatives. Bosch has 300.000 employees. Why social business at Bosch? Because of the network society and to tap into the potential of the huge number of employees. They want to develop to an agile, open and transparent business system in a highly connected environment. Steps they distinguish are ( top-down approach): guidelines and principle (e.g. only 20% closed communities, open/transparent by default) technology and processes (developed an entirely new onboarding wizard developed jointly by Bosch and IBM - helps newcomer

Heading from Engagement to Passion in Future Work Performance #e20s #socbiz

I'll liveblog large parts of the Enterprise 2.0 Summit. I'll try to publish my notes as soon as the talk is over. First talks at the Enterprise 2.0 Summit are by Jon Mell and Dan Pontefract about ' Heading from Engagement to Passion in Future Work Performance '. Flat army First, Dan Pontefract about 'Flat army'. Pontefract starts with some stories about his experience in corporate life. Why do organizations feel like jails? Research (Gallup a.o.) shows employee engagement is horrible in most large organizations? In the US research shows this leads to huge losses in productivity. Disengagement is a huge issue in organizations. How do we avoid disengagement in organizations? Most people want to find purpose at work. At Telus, the company Dan works for with 40.000 employees, they use several different models to encourage engagement in leadership, collaborative tools, etc. Telus had engagement issues. Half of the employees were not engagement. They d