CultureEatsE2Strategy.E2.Boston2009.ArnoHesse

8/8/2019 CultureEatsE2Strategy.E2.Boston2009.ArnoHesse

1/12

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

[email protected]

Twitter: @ahesse


2/12

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


3/12

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


4/12

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


5/12

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

5

Subset of Culture Assessment instrument (overall 36 scales)


6/12

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


7/12


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

7


8/12


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

8


9/12


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

9


10/12

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


11/12

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

11

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


12/12

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

12

Documents

CultureEatsE2Strategy.E2.Boston2009.ArnoHesse