Mastering the E20 Journey

An Organizational Development driven Approach to the E20 Adoption and Social Business Transformation

Björn Negelmann – N:Sight Research@bjoern_n

Agenda (30min)

Decoding Best Practices onthe E20/Social BusinessJourney

From OD theory topractical implicationsfor the E20 project

Developing an action plan for the E20 project evolution

Image by Philipp Klinger

To clarify my standpoint to the following discussion Talking about how the E20/Social Biz

projects needs to be managed

Talking about how the OD thoughtscan help to move around the critical issuesand help to advance the project

Taking for granted:

- All projects need a business problem-solving approach

- E20 / Social Biz is more than just technology

- E20 / Social Biz is just a mean/enabler fornew management ideas (not the new theorynor the new ideology!)

DECODING BEST PRACTICES

TOP 1

MASTERING THE E20 JOURNEY

TOP

1Decoding E20 Adoption Practices

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 bysystem changing idea

Projects driven bysystem improving idea

TOP

1Decoding Social Technology CharacteristicsThe Yang-Character System enhancing

characteristics leading to direct effects:

Discoverabilityof information

Enhancing theconnectionsbtw. workforce

Scalability ofinteraction beyondlocation/time constraints

The Yin-Character System transforming

characteristics leading to indirect effects: Transparency of

activities & information Emergence of

informational structures Serendipity for

information search Openness of

interactions

Questioning existingprocesses & business model

Not Questioning existingprocesses & business model

TOP

1

InputInput

OutputOutput

OutgrowthOutgrowth

OutcomeOutcome

OutflowOutflow

Tagging Blogging „Wiki“-ing „Social Network“-ing

Costs of Implementation

No. of tags defined per time unit or object

Usage of tags to find information

Understanding of information context for usedinformation

New processes & products; cross-departmentalcollaboration

Costs of implementation; costs of blogging activity

No.of blog posts per time unit

No. of views per blog posts; No. of comments per blog posts

Understanding of blog context (e.g. corporate vision in case of a CEO blog)

Higher contentedness & identification of co-workers with corporate mission

Costs of implement.; costs of input time per user; costs of „wiki gardening“

No. of content objects edited per time unit

No. of content objects viewed per time unit; No. Of discussions on editing

Understanding of products, projects and processes

Product quality, Process efficiency

Costs of implementation; costs of socializing per user, costs of administration

No. of established relationships / scope of social graph

No. of comments on user statusses; No. of comments on discussion boards

Perceived proximity to co-workers; understanding of business context

Higher identification; cross-departmental collaboration

E20 ActivitiesE20

Effects

Dire

ct

Effec

tIn

dire

ct

Effec

tMatrix of Direct & Indirect Effects of Social Technology Practices

TOP

1Decoding E20 Adoption Path

Vision of new Org

Projects driven bysystem changing idea

Projects driven bysystem improving idea

Evolutionaryprocess drivenby Yang & Yin

forces

TOP

1Maturity Model as UnterlyingFramework for Project Evolution

Maturity Modelby Cordelia Krooß,BASF

Postive Evaluationof Piloting

Deliver Effectsto Business

Transformingtowards a

new org. form

Piloting Stage

Maturity Stage

Business Transformation

Stage

Key Take-Aways from decoding the best practices Awareness of different stages

during the E20 project evolution- Different objectives to be achieved- Different key performance indicators- Different stakeholders to be involved

Differentiating between adoption and transformation actions- Yang: Enhancing Process Efficiency & Performance

to validate the short-term value- Yin: Driving the Organizational Change

to follow the long-term objective

Question: How are organisational

development theories helping on this?TO

P 1

EXAMING ORGANIZATIONALDEVELOPMENT THEORY

TOP 2

MASTERING THE E20 JOURNEY

SocialConstructionism

Theory

SystemsTheory

ActionResearch

ComplexityTheory

A group is more than the sum of its

individuals because of its own dynamics

Organization consists of a sum of input-

tranformation-output systems

A group always adapts to external changes in

order to gain stabability.

The culture of a group is the result of historic

interactions.

Background on Theories in the field of Organizational Development

TOP

2

TOP

2The theories imply differentactions for changing the organization

SystemsTheory

ActionResearch

SocialConstructionism

Theory

ComplexityTheory

Change needs a holistic &systematic alignment forrestoring congruence

Change: a participating& collaborative process

Learning by Doing

Focus on GroupBehavior (GroupDynamics)

Change Model:- unfreezing- moving- refreezing

Individual/group: activerole taking in observationstage

Systems survive: if externally aware & internally adaptive

Tapping into system‘s wisdom is a must

Collective action formsvalue => driver for „system to create energy to change“

Support for change processes:↑ Connections↑ Diversity↑ Information Flow

Influencer: Language, history, cultural specificity(anthropologic sources)

Discourse & narrative =>driver for accepting realities

Change cannot be drivenbut must be forstered &supported

Search of equilibrium betw.chaos (creativity) & stability(efficiency)

Enterprises today:Complex adaptive systems

Watch out for level of anxiety & power differentials

Ludwig von BertalannffyKatz & Kahn

Kurt Lewin (AR)Tannenbaum (Group Dyn.)

MeadBerger & Luckmann

StaceyWheatley

TOP

2OD theory leads to specific actionsalong the E20 project evolution

SystemTheorie

Interdisciplinary team Focus on less tied

subsystems

Steering commitee From out- to inside systems Differ actions for optimiz.

& change to next stage

Steering commitee From out- to inside

systems

ActionResearch

Coinvestigating the business benefits

Measure & comm. effects (user partic.)

Importance of low-barrier-of-entry infrastructure

Enforce social learning to promote indirect effects

Justify by results(quantitative biz effects)

Enforce participatorychange process

SocialConstruct.

Feedback & Re-Assess.of project results

Build social skillset & develop social guidelines

Narrative comms. (E20)

Build new a leadership & mgmt. skillset/models

Narrative comms. (NM)

ComplexityTheory

Fight anxiety to disorder (individ. level)

Fight anxiety to share (competitive factor)

Transparency of proj. res.

Fight anxiety to change Show benefits from

workforce diversity

Piloting Stage

Maturity Stage

Business Transformation

Stage

Key take-aways: Distinguish actions for achieving objectives & moving on

Piloting Stage

Maturity Stage

Business Transformation

Stage

TOP

2

Change on indiv. level

Design

Revision

Re-Assessment

Change on group level

Design

Revision

Re-Assessment

Change on org. level

Design

Revision

Re-Assessment

Postive Evaluationof Piloting

Deliver Effectsto Business

Transformingtowards a

new org. form

Tech. & Process

Adoption

Org. Transfor-mation

Key take-aways: Distinguish different stakeholders & disruption moments

• HR & OEprocesses

• Role definition ofmiddle mgmt.

Disruption• Project Coordination &

Management• Notion of individual

& corporate knowledge

Disruption• Boundaries of

Collaboration

Disruption

Piloting Stage

Maturity Stage

Business Transformation

Stage

InternalNetworker

SeniorLeaders

Tech SavvyPeople

CriticalParticipantsfor stage success

Mgmt. Sponsor

BusinessLine Mgr. HR & OE

CriticalSupporters

for change success

TOP

2

TOP

2Key take-aways: Distinguish challenges for project owner & participant

SponsorshipFindingright

people

HR & OESupport

Measureof α-change

Measureof β-change

Measureof γ-change

Piloting Stage

Maturity Stage

Business Transformation

Stage

Anxiety to Disorder

Anxiety to Change

Anxiety to Share

Critical toParticipants

Performance of Piloting

Momentum& Performance

Scale

ChangePerformance

Critical toProject Mgr.

DEVELOPING AN OD CHECKLISTFOR THE E20 PROJECT MANAGEMENT

TOP 3

MASTERING THE E20 JOURNEY

TOP

3Need of breaking down the key objectives to a more detailed view!Piloting Stage Collaborative Business Case (Business Problem Solving)

Maturity Stage Professional Social Skillset (Individual Level) Professional Social Workstyle (Group Level) Collaborative Performance

Business Transformation Stage Lean/Kaizen Culture: Mental Model of Emergences & Orientation to Get

Things Done! Fluid Organization: Define Org Design as Action Verb! Decentralized Leadership: Emergent from Knowledge & Expertise Management 2.0: Transparent Governance by OKR Model Customer Orientation: Customer & Market Driven Strategy

Need of optimizing each singlestep before heading for change! Different KPIs for the different stages!

- Piloting: Alpha-Change, quantitative user participation- Maturity: Anecdotal (to show effects), quantitative on user & group

level (to show progress), qualitative on user level (to show improvements)

- Business transformation: Quantitative on project & group level (to document results, anecdotal (to show benefits of new forms of leadership & management)

Need for a holistic action plan to succeed at one stage!- Coaching & Teaching: Social Skillset, Social Guidelines, New

Leadership & Management Forms- Communication: Storytelling (Single Business Effects), Usage KPIs,

Storytelling (Group Business Effects)- Role definition & Team Building: Steering Board, Catalyst Camp,

Reframing Staffing Process- Assessment: Direct Feedback, Catalyst Camp, Change Audit,

Corporate Barcamp

TOP

3

Need of planning & executing thechange for the next stage! Take advantage of the „power“ of key stakeholders

- Tech-savvyness for easy-to-start participants- Management supporter for the top-down legitimation- Catalyst for the word-of-mouth marketing- Key senior executives for backing support on middle management

obstacles- OD & HR for the competence on the change management process

(& legitimation for change!)

Distinguish btw. tech. adoption & org. transformation- Mass Adoption: Building social skillset, seeding & narrative

comms., devolping social guidelines, social learning- Organizational Transformation: Coaching on new leadership &

management forms, need of cultural transformation initiative, need for a discussion on new compensation & role models

TOP

3

TOP

3Developing an OD checklistfor the E20 project management

Piloting Maturity Biz. Transf.Characteristics of Stage

Key Objective

Key Stakeholder (Participant & Supporter Level)

Key Challenges

Obstacles & Retardent

Measurable Key Results

Optimization of StageMeasuring Dimensions for Results

Actions to Optimize & Foster Result

Coaching, Comms, Role, Assessment

Change Planning for next StageNeeded Stakeholder for Change to next Stage

Actions for Change

Individual Level

Group Level

Enterprise Level

Obstacles & Retardent

TOP

3Key take-aways from the OD approachtowards E20 adoption & transformation

Differentiated approach towards theE20 adoption & transformation processis needed!

OD ideas help optimize and enhancethe E20 adoption & transformation process!=> OD is needed for final stage!!!

Disruption on OD theory: Social technology has its own Yin factors on board!=> implies a rethinking of OD approaches!!!

E20 project needs a systematic management of optimization & change actions

Thank you for your attention &looking forward to your feedback!

Bjoern Negelmann | N:Sight Research & Kongress Media | @bjoern_n | bn@n-sight.de

SOURCES & EXPLANATIONS

Backup

MASTERING THE E20 JOURNEY

Back

up

Backup: Change Measures

α – Changedifference in a measure before and after an intervention (better distribution of knowledge? Direct effect!)

β – Changereassessment of the dimension in question(new challenge in performance because of better distribution of knowledge? Indirect effect!)

γ – Changere-conceptionalization of the key domain(reframing of notion of knowledge as propertyof the group/org/enterprise)

Back

upBackup: Planned structure forE20 SUMMIT 2013Keynotes 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