Enterprise 2.0Chapters 7&8

GOING MAINSTREAM: A ROAD MAP FOR ENTERPRISE 2.0 SUCCESS

&LOOKING AHEAD: THE VISION, THE LIAR’S CLUB, AND MODEL 1 VERSUS

MODEL 2 BEHAVIOR◊◊◊

DIANA, STEPHANIE, & PRAVEEN

Turning Off the Old

Research on the 9X effect and consumer adoption of novel products and technologies suggests several strategies for overcoming resistance to Enterprise 2.0 and increasing adoption rates of emerging social software platforms (ESSPs)

From the horses mouthhttp://www.youtube.com/watch?v=5nuxwqml

3V0&feature=PlayList&p=F13D3FC1068471EC&index=17

Andrew Mcafee on Enterprise 2.0 barriershttp://vodpod.com/watch/926050-andrew-mca

fee-webenterprise-2-0-barriers

Turning Off the Old

Eliminate the old product and force adoption of the new

This approach seems impractical for ESSPs because it would require shutting down email and other present channel technologies and most companies are unwilling to do this.

Private communication channels are highly valuable, and it would be unwise to eliminate them completely.

However, for group-level work, the group’s leader can come close to turning off e-mail by simply saying, “I’m not going to read e-mails about this project; put all updates on the wiki

Turning Off the Old

It’s also possible to eliminate existing methods at the second and third rings of the bull’s eye, where ties are weak or potential.

Few tools are currently in use at these two rings, and none of them work very well.

Many organizations distribute digital/paper newspapers in an attempt to keep people updated, but these are usually not the most eagerly consumed pieces of information.

Using Believers

For managers hoping to overcome the 9X effect with long-haul producers, believers have been identified as an important category of user

Believers are early and spontaneous adopters that quickly see the benefits of a new product and switch to it.

Managers can leverage Enterprise 2.0 believers by turning them into internal champions and evangelists

Using Believers

In most organizations, the # of believers should grow over time even without active evangelizing.

Much attention is being paid to Generation Y (children of the baby boomers) because it’s members came into age after the year 2000

This generation is also called Millennial

Using Believers

Generation Y uses technology almost intuitively, and use different technologies than their elders

75% of college students in the U.S. have a Facebook account and 28% have a blog

Most Millennials are believers in ESSPs and have an endowment of collaboration technologies that includes both channels and platforms.

Designing Technologies That Will Be Used

Technologists can mitigate the status quo by building ESSPs that work with existing tools like email and text messaging.

Developers can further short-circuit the endowment effect and status quo bias by building applications for which no direct incumbent exists.

Six Organizational Strategies

1. Determine desired results, the deploy appropriate ESSPs

2. Prepare for the long haul3. Communicate, educate, and evangelize4. Move ESSPs into the flow (

http://michaeli.typepad.com/my_weblog/2007/12/in-the-flow-and.html)

5. Measure Progress, not ROI

Possible to quantify initiative Number of blog posts or comments

Tools available to collect and display this data Serve as indicators and momentum

Collect case studies, anecdotes, and examples

No ROI Analyses

Surprising since ROI is used to justify IT investments

Reminds him of seminar Bob Kaplan

Responsible for ABC and balanced scorecard

Strategy Maps

Strategy Maps

Converting Intangible Assets into Tangible Outcomes “…Intangible assets such as knowledge

and technology seldom have a direct impact on financial outcomes such as increased revenues, lowered costs, and higher profits. Improvements in intangible assets affect financial outcomes through chains of cause-and-effect relationships.”

Information Technology

Costs are so clear, and often so high on paper

Difference Fixed assets: add value directly

Short cause-and-effect chain that does not require many changes

IT: adds value through long “chains of cause-and-effect relationships” Depends on changes made in human,

organizational, and information capital

Information Technology

IT looks like a standard capital investment Only a surface-level activity

Can one acquire an IT-based benefit? Requires managements attention

Costs and timelines Benefits expected Technology footprint

Costs and Time Lines

Should be calculated with precisionShould be well understood by now and laid

out in advanceBest initial guesses should be madeAcknowledge the uncertainty

Benefits Expected

Provides a foundation for a concrete discussion of outcomes from Enterprise 2.0 that does not rely on knowledge of any specific vendor’s offerings Use case studies or examples to compare

Technology Footprint

It is technology’s geographic, divisional, and/or functional reach

Description of how much territory a piece of IT is intended to cover

Where ties are weak – a large footprint is needed

6. Show That Enterprise 2.0 is Valued

What incentives should be put into place?A mix of beliefs and viewpoints about the

proper incentives Recognition and prizes Formal objectives and job description Have incentives to encourage behavior they desire or

value Demonstrate that contributions to ESSPs are valued

Chapter 8

The Vision, the Liar’s Club, and Model 1 Verses Model 2 Behavior Looks into the future of Enterprise 2.0 Presents a vision of fully developed ESSPs Discusses biggest obstacles to achieve the vision

Enterprise 2.0

Not exactly like an ant colonyNeeds leadership and management Not a substitute but instead a

complementContinues to grow

Enterprise 2.0- Obstacles

The two primary or prominent obstacles that prevents organizations from deploying fully emergent social software platforms(ESSPs) are: Not everyone within an organization wants

information to flow and grow more freely. Organizations have difficulty in implementing a free

flow of information within.

Enterprise 2.0 – Liar’s Club

Concealing or withholding essential information about their subsystems by their project managers during weekly project meetings when they are behind schedule.

Does it happen at your workplace? It’s a common scenario at I.T companies

Enterprise 2.0 - Alternatives

If the senior managers identify this problem and are sincere in solving this issue, they can use alternative (Enterprise 2.0) ways of sharing information between teams are: Intranet system like SharePoint Portals. Reporting systems like Dash Boards, Knowledge

Management tools. Third party Project management Software systems. Informal methods like Blogs, Wikis,

Enterprise 2.0 – Model 1.

Chris Argyris, Harvard professor explains

the phenomenon where information is not

shared freely even when the managers sincerely hope to.

“Model 1” is a theory in use rather than an espoused theory, in other words, its what people actually do, regardless of what they say are doing.

He articulated both governing values of Model 1, and the associated activities that derives from these values.

Enterprise 2.0 – Model 1

Governing Variables Action Strategies. Define goals and try to achieve them Design and manage the

environment unilaterally Maximize winning and minimize losing Own and control the task.(Claim

ownership and execute the task) Minimize generating or expressing Unilaterally protect yourself.

negative feelings Be rational Unilaterally protect others from

being hurt

Though the above governing values seem productive, they highly become counterproductive and limit the ability to change and improve. Also, they often tend to generate mistrust and rigidity.Argyris recommends that they abandon the governing values of Model 1 and replace them with the Model 2 values and strategies.

Enterprise 2.0 – Model 2

Model 2 theory of Behavior Governing values Action strategiesValid Information Design situations where participants

can be origins of action and experience high personal causation

Free and Informed choiceJointly control task

Internal commitment to the Protect self as a joint enterprise, and be

Choice and constant monitoring oriented toward growthof its implementation Bilaterally protect others

Enterprise 2.0 – Model 2

Model 2 does not reject the skill or competence to advocate one’s purposes. It does reject the unilateral control that usually accompanies advocacy because the typical purpose of advocacy is to win.

The behavioral strategies in Model 2 involve power sharing with anyone who has the competence.

In short, Model 2 can help organizations move from defensive to productive reasoning.

Enterprise 2.0 –Importance of Technology

IT matters, it affects both performance and competition, increasing differences between companies and separating winners from losers.

In mid 1990’s companies in US became highly competitive, the more the technology an industry absorbed, in general, the more competition intensified, thus showing the clear association between them.

Enterprise software including ERP, CRM and SCM are unique powerful tools have leveraged good business ideas by imposing them.

Enterprise 2.0 –ESSP software tools

Software examplesSpecific social software tools which programmers have

adapted for enterprise use include: unstructured search tools wikis weblogs for storytelling enterprise social bookmarking for tagging and building

organizational knowledge RSS for signaling collaborative planning software for peer-based project planning

and management social networking tools mashups for visualization prediction markets for forecasting and identifying risks.

Enterprise 2.0 – Conclusion

ESSPs are very powerful tools, not all organizations will deploy and use them with the same skill and enthusiasm.

ESSPs are long hauls, requiring a great deal of attention, leadership and patience, again not all organizations will have enough of these resources to succeed

ESSPs help companies with good ideas to distinguish themselves from the competition.

QUESTIONS??