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 engagementarno.hesse@actedge.com

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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Patterns

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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

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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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