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06.17.10 Honestly Assessing Your Organization For Enterprise 2.0 Implementation  By Bill IvesThis is the second in a series of my notes on the Enterprise 2.0 conference in Boston, June 14- 17. This post covers the first half of afternoon portion of the workshop, Enterprise 2.0 Black Belt Workshop. Here is the description. My notes follow. "Planning and executing a comprehensive Enterprise 2.0 program requires an honest assessment of your organization and strong strategic planning. In this full-day workshop meet the vanguard of those who are currently engaged in implementing Enterprise 2.0 within large organizations. Learn firsthand from practitioners who have tackled adoption, architecture, change management, community management, education, governance, and the realities of living an Enterprise 2.0 transformative experience." The afternoon began with Luis Suarez, IBM and Stan Garfield, Deloitte, discussing Community Roles and Adoption Planning inside of the corporation. I spoke with Luis and Stan before the session. Stan said he was going to take the position of the need for some monitoring and Luis sad he was going to take the more open ended rebellious approach. In that spirit Stan was on the stage and Luis was wondering around the audience keeping us awake after lunch. Luis explained that they are talking about internal community management. In the session they went back and forth rather than operating in a tag team mode. Luis also said that while community is a hot topic, not everything is a community. A community is a group of people who are passionate about a topic. A community is not like a project team. You cannot manage a community in the same way. There is much less control in communities. Stan discussed ten principles of a community manifesto. First, communities should be independent, not part of an org structure. It should be voluntary even if it is aligned with an organization's main issues or even structure. Communities are also not the same as organizational sites or teams. They may use the same tools but teams are usually assigned and with a fixed closure date. Teams are often closed, not open. Luis said that communities have always been in organizations and they have gone across official boundaries. It is more about facilitating communities rather than managing them. At the same time they need to be constantly nurtured to succeed. Implement and manage proper tools - site, calendar, events, news, threads (SCENT). Stan showed ten targets for managing communities. The slides are available and he did not go over everything. The same applies to the ten principles mentioned earlier. Luis mentioned the need to nurture the connections between people in the community. You need to promote learning and trust between members. In good knowledge management it is not just about collecting content but establishing connections between people. One financial benefit is that communities often help people stay within the company as they are more engaged Continue reading this article. About the Author: Dr. Bill Ives is an independent consultant and writer who has worked with Fortune 100 companies in business uses of emerging technologies for over 20 years. For several years he led the Knowledge Management Practice for a large consulting firm.. Now he primarily helps companies with their business blogs. He is also the VP of Social Media and blogger for TVissimo, a new TV schedule search engine. Prior to consulting, Dr. Ives was a Research Associate at Harvard University exploring the effects of media on cognition. He obtained his Ph. D. in Educational Psychology from the University of Toronto. Bill can be reached at his blog: Portals and KM. He also writes for the FastForward blog and the AppGap blog. |
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