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 | [email protected]
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