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If Culture eats (Enterprise 2.0) Strategy
or
rea as
how do we take culture on?
o H e s s e
( C C ) 2 0 0 9
Enterprise2Open
A c
t E d g e
A r n
.June 24, 2009 in Boston
Arno Hesse
1
Twitter: @ahesse
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So what is Culture?
Perceptions
Assumptions Values thatguide
o H e s s e
( C C ) 2 0 0 9Judgments
A c
t E d g e
A r n
Beliefs Behavioral
2
Patterns Actions
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Culture Illustrative Examples
Failure: blame the
PerceptionsIts all about the Team before
market!
Assumptions Values
thatguide
Best numbers = promotion!
o H e s s e
( C C ) 2 0 0 9Judgments
Experience
matters
Boss always
leads meetings
A c
t E d g e
A r n
Beliefs Behavioral Patterns
Fine tune accoun ting systems
3
Actions
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Culture Check: Where is your organization .
.
ssump ons
o H e s s e
( C C ) 2 0 0 9
e e s Patterns
A c
t E d g e
A r n
4
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E2: What Culture Aspects Matter?
Exercise:
1. E2 Outcomes: Which culture aspects will be affected (in a successful implementation)?
2. E2 Inputs: Which culture pre condition will support or hinder an implementation?
Working Together Individuals Environment Organizations Stance
Teamwork
Information Sharing
Autonomy Adaptive Nimbleness
External Market FocusAccountability
o H e s s e
( C C ) 2 0 0 9
Trust Creativity and Innovation Aggressiveness
A c
t E d g e
A r n
Silo Mentality Risk TakingHierarchical
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Subset of Culture Assessment instrument (overall 36 scales)
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Enterprise 2.0: Promise or Threat?
o H e s s e
( C C ) 2 0 0 9
A c
t E d g e
A r n
6
Marketing example from Whitney Michaels Whitepaper on Enterprise 2.0
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Enterprise 2.0: Promise or Threat?
We say
Flat Organization!
Some hear
Fewer Promotions?
o H e s s e
( C C ) 2 0 0 9Didnt I do the right things all
those years to get ahead?
A c
t E d g e
A r n
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Enterprise 2.0: Promise or Threat?
We say
Agility! Flexibility!
Some hear
Nothing to count on anymore?
Now that I inall i ured out
o H e s s e
( C C ) 2 0 0 9
how to work the system, everything will be in flux?
A c
t E d g e
A r n
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Enterprise 2.0: Promise or Threat?
We say
Open Borders! Transparency!
Some hear
Even more interference?
You mean the u s rom audit
o H e s s e
( C C ) 2 0 0 9
can see EVERYTHING?
They cant handle the truth.
A c
t E d g e
A r n
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Select the right Change Agents
Your Champions of Change
BlockersBlockers SnipersSnipers FollowersFollowers CheerleadersCheerleaders VisionariesVisionaries
!!
?
?
?
?
?
X
Owners of opposing often
Behave like followers until
Underlying resistance to
Relationship-oriented and
Driven byvision: intrinsic
o H e s s e
( C C ) 2 0 0 9ra ona v s ons.
Triggered by provocation.
r ggere y g c c ange un benefits proven
mo va e yanticipated
benefits
mo va on
A c
t E d g e
A r n
Leave alone for nowAllocate to visionaries
Surround with cheerleaders
Isolate (distract)
Keep as anti Phase 1:
10
oun
some up
aroun
c ange
champions Empower,
provide
resources
Separate from others
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Assess the Organizations Capacity to ChangeWhich unit to choose for the initial pilot?
Indifferent to External Environment In Touch with External Environment
Capacity to Change
Limited awareness of customers, competitionand market
Scrutinizes and responds to customers,competitors and broader market conditions
Indifferent to Internal EnvironmentNot open to assessing and learning from
In Touch with Internal EnvironmentActively solicits feedback from within the org;
organizational experience modifies the organization to promote excellence
Doubts about Senior ManagementSenior management is perceived as notworking as team and not worthy of trust
Confidence in Senior ManagementSenior management is admired; perceived to betrustworthy and to work as a team
Lack of Confidence in EmployeesRigid and conforming policies; lack of trust inemployees
Confidence in EmployeesLimited bureaucracy; high levels of trust inemployees; employee independence is valued
Fixation on Financial Results Relevance of Broader Meaning
o H e s s e
( C C ) 2 0 0 9Organizational goals are limited to financial
results; goals do not inspireInspiring organizational vision and mission;goals expand beyond financial results
Procedural/BureaucraticRisk-averse; conforming; unadventurous Aggressive, Risk-TakingOpen to new ideas and approaches; risk-
A c
t E d g e
A r ntolerant; non-conforming
Inadequate Systems and ProceduresSystems do not support organizations goals
Adequate Systems and ProceduresSystems are in place that support keyorganizational processes
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Overextended; Too Much on PlateEmployees working at full capacity; unable totake on additional workload
Available Bandwidth/ResourcesEmployees are capable of taking on additionalwork
From: feedback report to client
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Culture Change Takeaways for E2
Purpose! Enterprise 2.0 is the answer to what question ?
If Culture matters, include culture expertise in Enterprise 2.0 de lo ments and sales
Soothe the anti bodies by proofing the benefits in a
o H e s s e
( C C ) 2 0 0 9,
Assess the organizations Capacity to Change when charting
A c
t E d g e
A r nthe game plan
Executives lead Enter rise 2.0 ado tion b exam le not mandate
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