what business executives really think about e2.0
DESCRIPTION
Presentation given by Tamara J. Erickson of nGenera at Enterprise 2.0 San Francisco 2009.TRANSCRIPT
What Business Executives What Business Executives ReallyReally Think About E2.0Think About E2.0
T J E i kTamara J. EricksonNovember 3, 2009
This Train is Leaving the Station
Old approaches have been mastered
Technology enables a very differentTechnology enables a very different level of performance
Competition will shift the playing field
2 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
The Twentieth Century Icons: Masters of Scale and Cost
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Reason #1: Structure
Twentieth Century bureaucratic systems optimized:
2.0 mobilizes intelligence:
The utilization of complexsystems optimized:
Division of responsibility
Specialization
b l d
The utilization of complex knowledge
Innovation through the contributions of manyStrict accountability – providing
excellent control
contributions of many
Harnessing the smallest units of knowledge
Our corporations aren’t designed to support it.
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Reason #2: Culture
The underpinnings of traditional organizations:
2.0 assumptions:
Performance basedorganizations:
Loyalty, reciprocated with protection and care
Individual autonomy
Performance‐based arrangements
Collective purpose
d f h h dIndividual autonomy
Identification with organizational units and individual managers
Identification with shared objectives
Based on coordinatingBased on planning
Almost all the corporate etiquette and “unwritten rules” you know discourage ity g
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Ten Factors That Shift Organizations
Enablers of Collaborative Capacity
Highly engaged, committed participants
Trust‐based relationships
Networking opportunities
S l ti ti d t i i ti b d ll b tiSelection, promotion and training practices based on collaboration
Organizational philosophy supporting a “community of adults”
Executives who create a “gift culture”g
Leaders with both task‐ and relationship‐management skills
Productive and efficient behaviors and processes
l l d f d d d l l d b lClearly defined individual roles and responsibilities
Important, challenging tasks
From our extensive research on successful collaboration
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Obstacle #3: Strategic Role
Early 2009:
This is something we have to do
Now:
2 0 supports a broad range ofThis is something we have to do to keep Gen Y’s happy – thank goodness for the recession!
It’s extra nice to have like
2.0 supports a broad range of activities – with clear business objectives
Each best achieved throughIt s extra, nice to have – like fitness centers and day care
We don’t even know what “it” is
Each best achieved through different organizational approaches and supported by different technologiesdifferent technologies
It takes many forms – and it’s not alwaysworth ity y
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Driving Outcomes through Collaborative Intents
1. Connect previously‐unrelated Ideas
2. Access untapped people or expertise
3. Distribute work or risk
4. Co‐create
5. Detect emerging patterns or trends
6 Pool judgments6. Pool judgments
7. Determine group‐wide preferences
8 Ai d d b t lti l i8. Air and debate multiple views
9. Influence views or norms
10. Coordinate in time and space
Intents in a Collaborative EcosystemA Partial Sampling of the Players in the Health Care Industry
RegulatorsCoalescing
Health Care Providers
Insurers
g
DistributingCoordinating
Marketing
Manufac‐
Patients
Families
EngagingCo‐creatingPooling
g
Manufacturing
Sales
R&D
Distributors
Families and
Caregivers
P bli
Tapping Polling
Academic Institutions
Public
PharmaciesConnecting
Sensing
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Reason #4: The Technology Itself
Concerns
Overwhelming and difficult to
Coming realities
Unifying approachesOverwhelming ‐‐ and difficult to harness
Heterogeneous and disconnected
Unifying approaches
Ways of partitioning and aggregating data
b l l hdisconnected
Not secure or necessarily relevant
Ability to manage relationships
The technology environment’s stage of maturity has been incompatible with many corporate requirements and policies
10 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
nGen Collaboration Server
Email IM PDAs Blogs
Crisis Mgmt &Disruption
Crisis Mgmt & Gov’t &RegulatoryGov’t &
l
Shareholders
DisruptionDisruption
Shareholders &
Regulatory
Extended Employee
Regulatory
Extended Employee
EnterpriseCollaborative Enterprise
& Governance&
GovernanceEmployee Community
Employee Community
Define Build Market Sell Support
Customers Marketing Development Focus Groups
Multi‐location, Multi‐lingual, 24x7, Real‐time
Central point of collaborative controlSecurity‐enabled
Cultural Evolution: BB >> Gen X >> Gen Y
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Obstacle #5: Engagement
Management 101
Directed activities
Participation 2.0
Individual discretionDirected activities
Clear instructions
Individual discretion
Dealing with rich content that flows through infinite links
dForming and maintaining complex relationships
Having trust, a stake, a voice, an impact, and a community bond
People have to want to do it
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Authentic Sense of “What It Means to Work Here”
What does your organization offer more of than any other?
Do people get “enough” of what they came here for?
How can you emphasize your strengths?
Do you offer frequent “goose bump” experiences?
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Stages of Collaborative Enterprise Management
LEVEL 3LEVEL 3
LEVEL 2LEVEL 2
LEVEL 1LEVEL 1LEVEL 1LEVEL 1
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Four Common Positions Today
Strategy
Structure
Culture
Technology
Engagement
Technology Led Culture‐Based Executive Led Skunk WorksTechnology Led Culture Based Executive Led Skunk Works
15 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
2.0 Today: It’s All About the Business
Old way:Managing technologiesManaging technologies
New way:Opportunity to transform enterprise productivity and innovation by applying 2.0 technologies to the way we work
16 | © 2009 Tamara Erickson and nGenera. All Rights Reserved.
Tamara J. Ericksona a a J c [email protected]
(617) 283‐1740www nGenera comwww.nGenera.com
17 | © 2009 nGenera Corp. All Rights Reserved.