social business : from user adoption to business adaptation
DESCRIPTION
Asking employees to carry alone the weight of change is not sustainable. Businesses need to adapt to make new behaviors and practices acceptable, coherent, and logical in people's work environment.TRANSCRIPT
SOCIAL BUSINESSIt’s not
ADOPTIONbut
ADAPTATION
Milan, june 13th 2013
BertrandDUPERRIN
Consulting Director - [email protected]
www.nextmodernity.com@nextmo
www.duperrin.comwww.duperrin.com/english
@bduperrin
Taken for granted :success is a matter
ofADOPTION
90% of social initiatives will FAIL
Source : Gartner
User Adoption
Praise driving left
While traffic rules still say
«drive right»
People at theCENTER
- of what ? -
WHY do people do WHAT they do
the WAY they do it
• Only 28% of knowledge workers actually use collaborative tools at least montly
• Only 22% of social workers consider social software indispensable to get work done
• 64% of organizations achieved limited business benefits from E20 Source :
Forrester
Neither BAD nor FADOnly irrelevant in people’s context
We should not expect an application to work in environments for
which its assumptions are not
valid
Eliyahu M. GOLDRATT
A social business builds and
continuously improves a system
designed to effectively acquire,
leverage and develop its
intangible assets to achieve
better operational
performance
Some things will NEVER change by themselves until
YOU decide to CHANGE them
Strategy
• From competitive to adaptative advantage
•Run a long term plan or catch opportunities ?
Systems• Rigid or adaptive ?
• Embed people’s knowledge in design and execution
• Designed for exceptions and fast-changing environments
• Are systems of engagement an isolated bubble in the corporate IT ?
• Are communications lines formal or informal ? Validation, workflows...
Skills•What skills for the
21st century ?
•Hire the right people or non social so-called rockstars ?
•How do staff improve and acquire skills over time ? On the job ?
Structure•Hierarchy or wirearchy ?
• End of economy of scales : small teams achieve better results and are more engaged
• Subsidiarity, self organization, empowerment
•Decisions : intuition or facts and deep knowledge, end of HiPPOs
•Reporting managers or servant leaders
Style• Top down or bottom
up ?
• Servant leadership
•Collaborative and participative management
• Lead by the example
• Trust or control ?
•Open and visible work
Staff•New jobs and roles : Chief
Data / Digital officers. Have them ?
•Hiring people according to skills / staff needs and value or that (would ) have been successfull in yesterday’s world ?
•How are people evaluated, rewarded ?
• Learning / training programs
•What motivational systems/programs (informal, networked ?)
Shared values• What’s your goal, mission ?
How do you articulate it ?
• What’s your corporate culture ?
• Internal competition vs common success
• «Us against the world»b vs. caring about stakeholders
• Customer driven ? People-centric ?
• Are they enforced into operations and with the ecosystem
Do you see any GAP ?Anything planned to
bridge it?
Both LOCAL & SYSTEMIC
Both ADVOCACY and CHANGE
Both USER ADOPTION
andBUSINESS
ADAPTATION
Change is a matter of sensemaking and
alignment
www.nextmodernity.com@nextmo
www.duperrin.comwww.duperrin.com/english
@bduperrin