when culture eats enterprise 2.0 strategy for breakfast
DESCRIPTION
Slides from the Culture Change workshop at the Enterprise2Open unconference on 6/24/2009 during Enterprise 2.0 in Boston. The worksheets for the participants are not included. @ahesseTRANSCRIPT
If Culture eats (Enterprise 2.0) Strategy f b kf tfor breakfast …
… how do we take culture on?
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Enterprise2OpenUnconference at Enterprise 2 0
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June 24, 2009 in Boston
Arno HesseActEdge – innovating engagement
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ActEdge innovating [email protected]
Twitter: @ahesse
So what is Culture?Shared Set ofShared Set of …
Perceptionsp
Assumptions Values … thatguide …
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Beliefs Behavioral
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PatternsActions
Culture – Illustrative Examples
Failure: blame the
PerceptionsIt’s all about the numbers
Team before individual
market!
Assumptions Values
pnumbers individual
… thatguide …
Best numbers = promotion!
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Experience matters
Boss always leads meetings
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Beliefs Behavioral Patterns
Fine‐tune accoun‐ting systems
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Actions
Culture Check: Where is your organization before Enterprise 2 0?before Enterprise 2.0?
Ass mptions Values
….
Assumptions Values
B li f Behavioral
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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 Individual’s Environment Organization’s Stance
Teamwork
Information Sharing
Autonomy Adaptive Nimbleness
External Market FocusAccountability
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Trust
Politics
Creativity and Innovation
Bureaucracy
Aggressiveness
Customer Driven
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Silo Mentality Risk‐Taking
Bureaucracy
Hierarchical
Customer Driven
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Subset of Culture Assessment instrument (overall 36 scales)
Enterprise 2.0: Promise or Threat?
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Marketing example from Whitney Michael’s Whitepaper on Enterprise 2.0
Enterprise 2.0: Promise or Threat?
We say…
Flat Organization!
Some hear …
Fewer Promotions?
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those years to get ahead?
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Enterprise 2.0: Promise or Threat?
We say…
Agility! Flexibility!
Some hear …
Nothing to count on anymore?
Now that I finally figured out
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f y f ghow to work the system, everything will be in flux?
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Enterprise 2.0: Promise or Threat?
We say…
Open Borders! Transparency!
Some hear …
Even more interference?
You mean the guys from audit
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You mean the guys from audit can see EVERYTHING?
They can’t handle the truth.
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Select the right Change Agents
The MicroThe Micro Political Forces of ChangePolitical Forces of Change
Your Champions of Change
BlockersBlockers SnipersSnipers FollowersFollowers CheerleadersCheerleaders VisionariesVisionaries
The MicroThe Micro‐‐Political Forces of ChangePolitical Forces of Change
?
!!
?
?
?
??
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?
X
X ??X
Owners of opposing ‐ often ti l i i
Behave like followers until
t i d b lit h
Underlying resistance to h til
Relationship-oriented and
ti t d b
Driven by vision: intrinsic
ti ti
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Triggered by provocation.
triggered by glitch change until benefits proven
motivated by anticipated
benefits
motivation
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Leave alone for now
R d d h
Allocate to visionaries
Surround with cheerleaders
E id
Isolate (distract)
Keep as anti‐examplePhase 1:
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Round some up around change champions
Empower, provide resources
Separate from others
example
Assess the Organization’s 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, competition and 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 not working as team and not worthy of trust
Confidence in Senior ManagementSenior management is admired; perceived to be trustworthy and to work as a team
Lack of Confidence in EmployeesRigid and conforming policies; lack of trust in employees
Confidence in EmployeesLimited bureaucracy; high levels of trust in employees; employee independence is valued
Fixation on Financial Results Relevance of Broader Meaning
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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-
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tolerant; non-conforming
Inadequate Systems and ProceduresSystems do not support organization’s goals
Adequate Systems and ProceduresSystems are in place that support key organizational processes
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Overextended; Too Much on PlateEmployees working at full capacity; unable to take on additional workload
Available Bandwidth/ResourcesEmployees are capable of taking on additional work
From: feedback report to client
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 deployments (and sales)p y ( )
Soothe the anti‐bodies by proofing the benefits in a smaller subversive pilot
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Assess the organization’s Capacity to Changewhen charting
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the game plan
Executives lead Enterprise 2.0 adoption by example, p p y p ,not mandate
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