mastering the e20 journey

Mastering the E20 Journey

Review & Perspectives from E20 SUMMIT

Björn Negelmann – N:Sight Research @bjoern_n

Agenda (30min)

E20 SUMMIT – A Book in 4 Chapters

Recalling the Tales from E20 SUMMIT 2012

The Realist calling for the Renaissance

Framework & Roadmap to master the E20 Journey

Image by Philipp Klinger

E20 SUMMIT –

A BOOK IN FOUR CHAPTERS … SO FAR!

TOP 1

MASTERING THE E20 JOURNEY

E20 SUMMIT –

A Book with four Chapters … so far!

Mar 2008 Oct 2010 Nov 2009 Feb 2012

Key Questions: What are the characteristics of

the so-called „Enterprise 2.0“? Why sharing does „good“?

Case Studies E20S: SFR, Fraport, BTicino , Motorola E20F: Deutsche Bank, Adidas, Festo, Bosch

Characteristics Departmental driven Knowledge retention driven Social

Bookmarking- & -Rating

Wiki-based Knowledge Capturing

Opening Project Communication

with Blogs

R&D Planning Production Marketing Service

Capturing

Documenting

Distributing

Operations

Inventarisierung

Glossare

QM-Handbuch

IT-Training

Yellow Pages

Market Intelligence

Prozess-Doku

Customer

Feedback Kollaborative

Innovation

Produkt-Doku

Projektmanagement

Ideen-

Management

Competitive

Intelligence

Customer

Listening

System

FAQ

PLM

Production

Information

PIM

E-Learning

B Braun Vorstands

assistenten-Wiki

Motorola QM-Wiki

IBM IC repository wiki

Cablecom ProjektMgmt

Pro7Sat1 UN-Kommunikation

SFR Issues Management

British Telecom ProzessDoku

Fraport Alles rund

um Betrieb

DrKW Market Information Synaxon

ProzessDoku

Structuring E20 use scenarios in 2008

- based on a strong KM orientation!

E20 SUMMIT –

A Book with four Chapter … so far!

Mar 2008 Oct 2010 Nov 2009 Feb 2012

Key Questions Fostering & Improving the

Collaborative Performance Understanding the key characteristics

of social Case Studies

Dt. BW, Rheinmetall, ISO, CSC, Dassault, OTTO, SUN, Schlumberger +

Characteristics Still departmental Very much „silo-ed“ approaches to

lever social potentials

Social Bookmarking-

& -Rating



with Blogs

Internal Comms 2.0

Knowledge Management 2.0

Collaboration Management 2.0

Innovation Management

Understanding E20 as key to lever

new or hidden business potentials!

Structuring the use scenarios in 2012

- still „above the flow/process“ !

E20 SUMMIT –


Mar 2008 Oct 2010 Nov 2009 Feb 2012

Social Bookmarking-

& -Rating



with Blogs

Internal Comms 2.0




Key Question Setting the Path to an

Open & Agile Enterprise Improving Biz Processes

with Social Technologies Case Studies

C+W, Océ, Swiss Re, HP, Hypoport, Renault, BCG, BASF, BMW, TI +

Characteristics Some already corporate scope E20 initiative as social layer to

improve organisation Improving Internal Comms

Enhancing Info Flow

Fostering Knowledge Sharing

Facilitating Info Exchange

Regaining Biz Agility

Strengthening Collab.

Enforcing Biz Innovation

Improving Talent & Skill Mgmt.

Understanding E20 as an evolutionary

process – like a virus dissemination!

E20 SUMMIT –


Mar 2008 Oct 2010 Nov 2009 Feb 2012

Social Bookmarking-

& -Rating



with Blogs

Internal Comms 2.0




Improving Internal Comms

Enhancing Info Flow


Facilitating Info Exchange



Enforcing Biz Innovation

Improving Talent & Skill Mgmt.

Social Workplace Design

Social Skillset Mgmt

E20 Mgr Role

Model for Biz Trans

Social in Biz Processes

Social Biz Analytics Key Question

Understanding the Social Business Excellence How to create business value systematically?

Case Studies Alcatel-Lucent, Danone, AXA, Unicredit, Legardère,

LdE, Allianz, LaFarge, Dt. Bank, St Gobain, Pernod + Characteristics

Quite a number with a corporate scope Projects with sponsorship from HR Mass adoption as the biggest challenge

Improving Internal Comms

Enhancing Info Flow


Improving Knowledge Retention



Social CRM Practices

Open Innovation Practices.

RECALLING TALES & BEST PRACTICES

TOP 2


In the search for

Social Business Excellence

No single answer for the whole thing. Need to look at the business value creation of social for each line of business. Rawn Shah, IBM

We need to take the middle management on board and to show them their new important role for the transformation. Yves Caseau, Bougyes Telecom

To prove the ROI of E20 initiatives

is a dead simple equation!

Source: Rawn Shah 2012, http://www.slideshare.net/rawnshah/understanding-social-business-excellence-enterprise20summit-2012-paris

Social Value Dimensions: Capturing, Collab. & Discovery, Insight, Transformation

http://www.slideshare.net/rawnshah/understanding-social-business-excellence-enterprise20summit-2012-paris














In the search for

the model of the next enterprise

The new enterprise needs a new leadership paradigm – towards the knowledge entrepreneur, farmer of trust and harvester of skills. Richard Collin, NextModernity

Without my network I never could have made it happen – the social network scales this benefit to a better extend! Jean-Christophe Kugler, Renault

The new model is a by technology enabled,

lateral and adaptive power system.

Richard Collin, Nextmodernity

In the search for

the next generation eco-system

We need to empower the workforce with social technology and a new eco-system to solve problems faster and more efficient. Dion Hinchcliffe, Dachis Group

The social eco system must provide

a closed loop – to support the change!

In the search for

the best adoption & transformation approach

Socially Enhanced & Transformed

Business Model & Organization

Initiated with a clear supportive objective to enhance existing processes

Limited transformational scope at beginning

Transformation as indirect effect

Clear transformative focus Cultural initiative at beginning Returning to adoption

groundwork in further steps

Projects driven by system changing idea

Projects driven by system improving idea

Understanding E20 as incremental

& evolutionary process!

Maturity Model by Cordelia Krooß, BASF

Postive Evaluation

of Piloting

Postive Evaluation

of Piloting

Deliver Effects

to Business

Deliver Effects

to Business

Transforming

towards a new org. form

Transforming


Piloting Stage

Maturity Stage

Business Transformation

Stage

THE REALIST CALLING

FOR THE RENAISSANCE

TOP 3


The not achieved prove of the business

value can be a show-stopper!

Source: http://www.youtube.com/watch?v=XMTC3qOH5lM More Vids in our Youtube channel: http://youtube.com/kongressmedia

http://www.youtube.com/watch?v=XMTC3qOH5lM




FRAMEWORK & ROADMAP

TO MASTER THE E20 JOURNEY

TOP 4


Distinguish different stakeholders &

disruption moments

• HR & OE processes

• Role definition of middle mgmt.

• HR & OE processes

• Role definition of middle mgmt.

Disruption Disruption

• Project Coordination & Management

• Notion of individual & corporate knowledge

• Project Coordination & Management

• Notion of individual & corporate knowledge


• Boundaries of Collaboration

• Boundaries of Collaboration


Piloting Stage

Maturity Stage


Stage

Internal

Networker

Internal

Networker

Senior

Leaders

Senior

Leaders

Tech Savvy

People

Tech Savvy

People

Critical Participants for stage success

Mgmt. Sponsor

Mgmt. Sponsor

Business Line Mgr. Business Line Mgr. HR & OE HR & OE

Critical Supporters

for change success

Distinguish actions for achieving

objectives & moving on

Piloting Stage

Maturity Stage


Stage

Change on indiv. level

Design Design

Revision Revision

Re-Assessment Re-Assessment

Change on group level

Design Design

Revision Revision


Change on org. level

Design Design

Revision Revision


Postive Evaluation

of Piloting

Postive Evaluation

of Piloting

Deliver Effects

to Business

Deliver Effects

to Business

Transforming


Transforming


Tech. & Process

Adoption

Org. Transfor- mation

E20 project management is more than just

technology implementation & adoption

management

Checklist

for an E20 project management Piloting Maturity Biz. Transf.

Characteristics of Stage Characteristics of Stage

Key Objective Key Objective

Key Stakeholder (Participant & Supporter Level) Key Stakeholder (Participant & Supporter Level)

Key Challenges Key Challenges

Obstacles & Retardent Obstacles & Retardent

Measurable Key Results Measurable Key Results

Optimization of Stage Optimization of Stage

Measuring Dimensions for Results Measuring Dimensions for Results

Actions to Optimize & Foster Result Actions to Optimize & Foster Result

Coaching, Comms, Role, Assessment Coaching, Comms, Role, Assessment

Change Planning for next Stage Change Planning for next Stage

Needed Stakeholder for Change to next Stage Needed Stakeholder for Change to next Stage

Actions for Change Actions for Change

Individual Level Individual Level

Group Level Group Level

Enterprise Level Enterprise Level

Obstacles & Retardent Obstacles & Retardent

Backup: Planned structure for

E20 SUMMIT 2013 Keynotes

Challenges & Potentials for HR in the Social Business Game (Jon Husband & French HR)

Designing the Social Business Infrastructure (Dion Hinchcliffe)

From Adoption to Transformation Strategies (Roundtable with Practice Experts)

Track 1: Discussing E20 Project Management

Assessment & Diagnostic Approaches to define the right project objective

Transforming the Social Intranet to the Digital Workplace (Practices)

Governance & Risk Management for 2.0 Projects

Gamification & Engagement Models (Practices)

Models for the Social Business Analytics

Building a new Mindset and Mental Model

Track 2: Discussing E20 Practice Experience

Information & Collaboration Management

Knowledge Sharing & Retention

Social Business Process Management

Open Innovation Management

Talent & Human Ressource Management 2.0

Social CRM

Track 3: Discussing Models & Principles for the Future Organization & Management

From Social Collaboration to Social Business Processes (Practices)

Building the New Infrastructure for Business Knowledge

Developing and Mastering the Social Capital (Practices)

Leadership Principles for the Collaborative Enterprise

Customer-Centered Business Value Management (Practices)

Fluid & Adaptive Models for the Org 2.0

Interactive Workshop Track

Adoption Principles (Beginner)

Evolutionary versus Revolutionary – Experiences on the Business Transformation

Internal Community Management

Action Plan for Supporting the Adoption

Compensation Models for the Cooperative Enterprise

Adopting to Self-Organizing Systems

http://e20summit.com

Thank you for your attention &

looking forward to your feedback!

Bjoern Negelmann | N:Sight Research & Kongress Media | @bjoern_n | [email protected]

mastering the e20 journey

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