what business executives really think about e2.0

What Business Executives What Business Executives ReallyReally Think About E2.0Think About E2.0

T J E i kTamara J. EricksonNovember 3, 2009

This Train is Leaving the Station

Old approaches have been mastered

Technology enables a very differentTechnology enables a very different level of performance

Competition will shift the playing field

2 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.

The Twentieth Century Icons: Masters of Scale and Cost


Reason #1: Structure

Twentieth Century bureaucratic systems optimized:

2.0 mobilizes intelligence:

The utilization of complexsystems optimized:

Division of responsibility

Specialization

b l d

The utilization of complex knowledge

Innovation through the contributions of manyStrict accountability – providing

excellent control

contributions of many

Harnessing the smallest units of knowledge

Our corporations aren’t designed to support it.


Reason #2: Culture

The underpinnings of traditional organizations:

2.0 assumptions:

Performance basedorganizations:

Loyalty, reciprocated with protection and care

Individual autonomy

Performance‐based arrangements

Collective purpose

d f h h dIndividual autonomy

Identification with organizational units and individual managers

Identification with shared objectives

Based on coordinatingBased on planning

Almost all the corporate etiquette and “unwritten rules” you know discourage ity g


Ten Factors That Shift Organizations

Enablers of Collaborative Capacity

Highly engaged, committed participants

Trust‐based relationships

Networking opportunities

S l ti ti d t i i ti b d ll b tiSelection, promotion and training practices based on collaboration

Organizational philosophy supporting a “community of adults”

Executives who create a “gift culture”g

Leaders with both task‐ and relationship‐management skills

Productive and efficient behaviors and processes

l l d f d d d l l d b lClearly defined individual roles and responsibilities

Important, challenging tasks

From our extensive research on successful collaboration


Obstacle #3: Strategic Role

Early 2009:

This is something we have to do

Now:

2 0 supports a broad range ofThis is something we have to do to keep Gen Y’s happy – thank goodness for the recession!

It’s extra nice to have like

2.0 supports a broad range of activities – with clear business objectives

Each best achieved throughIt s extra, nice to have – like fitness centers and day care

We don’t even know what “it” is

Each best achieved through different organizational approaches and supported by different technologiesdifferent technologies

It takes many forms – and it’s not alwaysworth ity y


Driving Outcomes through Collaborative Intents

1. Connect previously‐unrelated Ideas

2. Access untapped people or expertise

3. Distribute work or risk

4. Co‐create

5. Detect emerging patterns or trends

6 Pool judgments6. Pool judgments

7. Determine group‐wide preferences

8 Ai d d b t lti l i8. Air and debate multiple views

9. Influence views or norms

10. Coordinate in time and space

Intents in a Collaborative EcosystemA Partial Sampling of the Players in the Health Care Industry

RegulatorsCoalescing

Health Care Providers

Insurers

g

DistributingCoordinating

Marketing

Manufac‐

Patients

Families

EngagingCo‐creatingPooling

g

Manufacturing

Sales

R&D

Distributors

Families and

Caregivers

P bli

Tapping Polling

Academic Institutions

Public

PharmaciesConnecting

Sensing


Reason #4: The Technology Itself

Concerns

Overwhelming and difficult to

Coming realities

Unifying approachesOverwhelming ‐‐ and difficult to harness

Heterogeneous and disconnected

Unifying approaches

Ways of partitioning and aggregating data

b l l hdisconnected

Not secure or necessarily relevant

Ability to manage relationships

The technology environment’s stage of maturity has been incompatible with many corporate requirements and policies


nGen Collaboration Server

Email IM PDAs Blogs

Crisis Mgmt &Disruption

Crisis Mgmt & Gov’t &RegulatoryGov’t &

l

Shareholders

DisruptionDisruption

Shareholders &

Regulatory

Extended Employee

Regulatory

Extended Employee

EnterpriseCollaborative Enterprise

& Governance&

GovernanceEmployee Community

Employee Community

Define Build Market Sell Support

Customers Marketing Development Focus Groups

Multi‐location, Multi‐lingual, 24x7, Real‐time

Central point of collaborative controlSecurity‐enabled

Cultural Evolution: BB >> Gen X >> Gen Y

11 | © 2009 nGenera Corp. All Rights Reserved.

Obstacle #5: Engagement

Management 101

Directed activities

Participation 2.0

Individual discretionDirected activities

Clear instructions

Individual discretion

Dealing with rich content that flows through infinite links

dForming and maintaining complex relationships

Having trust, a stake, a voice, an impact, and a community bond

People have to want to do it


Authentic Sense of “What It Means to Work Here”

What does your organization offer more of than any other?

Do people get “enough” of what they came here for?

How can you emphasize your strengths?

Do you offer frequent “goose bump” experiences?


Stages of Collaborative Enterprise Management

LEVEL 3LEVEL 3

LEVEL 2LEVEL 2

LEVEL 1LEVEL 1LEVEL 1LEVEL 1


Four Common Positions Today

Strategy

Structure

Culture

Technology

Engagement

Technology Led Culture‐Based Executive Led Skunk WorksTechnology Led Culture Based Executive Led Skunk Works


2.0 Today: It’s All About the Business

Old way:Managing technologiesManaging technologies

New way:Opportunity to transform enterprise productivity and innovation by applying 2.0 technologies to the way we work


what business executives really think about e2.0

Technology

defined d d

d blimportant

culture ba

ai dd b t lti

titi dt

erickson tj ei

pool judgments7