Social connections ix, stuttgart are you approaching connections adoption like holding a ball under water
•
3 likes•1,437 views
Presentation of my two recent IBM whitepapers on how to drive change to new ways to work in organizations, supported by IBM Connections. Not only to get started, but also to cross the finishing line.
Recommended
More Related Content
What's hot
What's hot (10)
Viewers also liked
Viewers also liked (13)
Similar to Social connections ix, stuttgart are you approaching connections adoption like holding a ball under water
Similar to Social connections ix, stuttgart are you approaching connections adoption like holding a ball under water (20)
Recently uploaded
Recently uploaded (20)
Social connections ix, stuttgart are you approaching connections adoption like holding a ball under water
- 1. Are you approaching adoption like holding a ball under water? Peter Bjellerup, Digital and Social Engagement SWAT, IBM Analytics @thesocialswede
- 2. Change Management The difference between making it possible and making it happen @thesocialswede
- 3. If you try to change habits by force, what happens when that force disappears? @thesocialswede
- 4. Motivation The key to lasting change @thesocialswede
- 5. Who will change first? What will make them change? JanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecember @thesocialswede
- 6. @thesocialswede Are motivation factors the same along the curve?
- 7. @thesocialswede Are motivation factors the same along the curve?
- 8. Easier challenge = less need for persuasion @thesocialswede
- 9. M2E2ME = Adoption Motivate Management Easy Embed Motivate Employees @thesocialswede
- 10. Motivating Management is about helping them realise what’s in it for them: Agility Resilience Efficiency Effectiveness Inspiration and Innovation @thesocialswede
- 11. Executives are key to change @thesocialswede Endorse Engage Embed
- 12. …but need your support Endorse Engage Embed @thesocialswede
- 13. Easy gets you started, Embed gets you to the finishing line @thesocialswede Easy Embed
- 14. While Easy is about ease of use, support and training… @thesocialswede Easy Embed
- 15. …Embed is about integration and changing the definition of ”work” Easy Embed @thesocialswede
- 16. Motivating Employees is about helping them realise what’s in it for them: @thesocialswede Agility Resilience Efficiency Effectiveness Inspiration and Innovation
- 17. Tell • Internal marketing campaign • Motivational training Show • Highly visible executive endorsement and engagement • Role model publishing Prove • Visible executive recognition (formal/informal) • Personal analytics and/or gamification @thesocialswede
- 18. Iterative rollouts to consecutive target audiences, combined with continuous attention and improvement, but availability for all from day One Management Motivation, support and engagement Champion and Community Manager Support Ease of use, process integration, systems integration Success stories and Role models Communications: Boosters, New capabilities, Results and milestones Identification and evaluation of target audiences Programme management and Transformation team development/management @thesocialswede
- 19. Download the white papers at: • http://ibm.co/1PcKqea and http://ibm.co/1kj5sMI See me at: • peter.bjellerup@se.ibm.com • www.thesocialswede.com • Twitter @thesocialswede • LinkedIn: http://linkd.in/1GkNsLJ @thesocialswede
- 20. PLATINUM & CHAMPAGNE SPONSORS GOLD SPONSORS SILVER SPONSORS BRONZE SPONSORS
Editor's Notes
- Is this what you enterprise social network feels like? I hope not. Let’s change it! Most ESN adoption approaches so far, have focused on getting started, but what about getting all aboard, all the seats filled? This is what I try to do in two white papers, hot off the digital presses of IBM, which this session is about.
- Many launches of online networking and collaboration systems have fitted into the categories of: Provide and pray Launch campaign… and then what Communications networking, but what about work networking? (or to paraphrase the words of Ginni Rometty: Too much watercooler and not enough collaborative production line Executive endorsement, but novelty fades fast Feature training with little fit with work context All resulting in ”I don’t have time for this” which is another way of saying ”this is not real work”
- No, the only thing that results in persistent changes to the ways of working is Motivation
- But motivation comes in different shapes and forms. And we don’t all get motivated in the same way by the same things or at the same time. Some change because they want to. Others only because they have to.
- Let’s look for a while at the good old innovation adoption lifecycle curve. What makes Innovators and Early Adopters jump ahead of the curve? And what will finally make those Laggards and that Late Majority people finally enter the bandwagon? The same things, do you think? I don’t think so.
- I’d rather say that the Brazilian sailors will change because of enthusiasm, because they want to, but the Russian souvenir saleslady will not change until she has to
- The flip side of motivation and persuasion, is that we need less of it, the easier and the more natural it is to change. Switching from one version of PPT to another needs less courage than shifting to Keynote as I did since my PC crashed last Friday. But some people, like me, look for challenges to overcome while others look for the easy road. These observations in combination have led me to a kind of formula for Connections adoption and change management:
- There’s a lot of ME in this formula, but that is what most motivation boils down to: What’s in it for Me? We’ll go through the components of the formula one by one, but let’s look briefly at them: M2: Without a motivated management, you wont get the budget needed to make change happen. So that’s where it all starts, but apart from that, this formula is not about the sequence of initiatives. It’s a context of grouping the change management activities. But the need to motivate management doesn’t stop by them providing budget. As employees tend to look to management as symbols of the organisation, their public support of the new way to work is essential. And to prove that those words weren’t empty, they need to actively and visibly engage in the new ways to work as well. Finally, you will need executive support not only to get the ball rolling, but also to cross the finishing line. Easy: Goes back to what I just said: You need to look for every way possible to make it easy to change and to help people over the hurdles you cannot remove. Easy is a lot about getting things started Embed: on the other hand, is about getting across the finishing line. It is about getting collaborating and networking embedded in the default way of getting work done. Integration with systems, process redesign, changing goal-setting… Embed is what get’s the late majority and the laggards on board Motivate Employees - Tell, Show, Prove what’s in it for them: Communications, motivational training, recognition and personal performance metrics
- Too many of us, for too long, have talked about ”social” as if it is a goal in itself. It’s not. It is a better way of reaching goals. When we talk about top management, those goals usually involve money in one way or another. Making it, saving it or avoiding losing it. But, business today is very different to just a decade ago. None of us have experienced a more frantic pace of change than currently. Technology, Business models, buyer preferences, power balances… The expression ”The only constant is change” has never been more true than now and old style organisations, work practices and communications are not what is needed in such a frantic pace of change. If stability and efficiency were keys to success before, today it is agility and innovation. This is also where IBM Connections and the new ways to work help the most: Agility: Faster identification of opportunities and threats, and faster execution of response Resilience: Reduced reliance on knowledge hoarded by a few experts, kept only in heads, on hard drives or contained in mail files that disappear when employees leave the company Efficiency: (as executives are used to look for efficiency, this is usually what they first look for also in the new ways to work) Reduced duplication of efforts and mistakes Faster onboarding and shorter runway for new initiatives Improved employee retention Effectiveness: More direct communication channels with reduced risk of distortion Clarity of direction Improved talent attraction Inspiration and Innovation Increased occurrence of chance meetings between people, ideas or knowledge More engaged employees Find me an executive who doesn’t want any of these advantages, and I will show you a live Santa Claus
- As I said before, the executives are key to your success, but what you need them for changes along the adoption curve. (note: The illustration is fuzzy by purpose, because this is not an exact science. The overall sequence is there, but the mix over time depends on context, culture and execution of your initiatives) Initially, you need them to endorse the change: First by providing budget, but then in public to as many employees as possible, as vocal and as frequently as possible But you also need them to engage visibly in the new ways of working. Partly to prove that their words of endorsement were not empty, but also to help in motivating employees in general. Top management switching from mass mailing to blog publishing is good, but them responding to blog comments is better. If they even scan the buzz, commenting, liking and showing appreciation in other ways is way better. Finally, As they are the ones who set the goals for the entire organisation, have the ultimate say in process change, in promotion criteria, in systems integration and all other matters that steer and guide the way work is done in an organisation, you need them to get the late majority and those laggards aboard too and to finally cross the finishing line But how can you help them to do this?
- Here’s a sample of key support activities for top management to help you to get their Endorsement, Engagement and to Embed NWTW in how work is done around here. Let’s move on in the formula…
- Making change easy is what helps you in the beginning but embedding collaboration and openness the new default way of working takes on increased importance over time, from somewhere around the Early Majority, I think
- Adding to the box on the right side, engagement patterns can be of great help in designing ”the collaborative production line” for your business or business function Let’s move to the last part of the formula
- Hopefully you recognise the list from before. That’s on purpose, of course. The interpretation for the individual is different, of course. And don’t forget that top management is made up of individuals too. These points apply to them too. Agility: Increased transparency empowers faster decisions, better informed and with less dependency on formal structures Resilience: Being able to do your job better by learning from others and finding information faster Efficiency: Saving the time spent in resolving challenges and in onboarding Effectiveness: Improved job performance and productivity that comes from learning from others Inspiration and Innovation: Chance meetings with inspirational colleagues and knowledge Better understanding of the organisation and specific roles The challenge is, of course, how to make them realise this. Especially since explaining what it’s like to work transparently and collaboratively often is like explaining alpine skiing to someone from the Sahara desert. Understanding is usually based on contexts that are already familiar to you. So to help them realise what’s in it for them, we need to Tell, Show and Prove it.
- Would I be way off if I guess that the usual pattern is that these are implemented with reduced efforts as we move down the list? Finally a few words on the way to rollout this kind of change programme…
- We need to combine iterative rollouts to consecutive target audiences with a range of activities in need of continuity. Plus frequent evaluation and modification of our approach, of course.
- Let’s open up for a questions. The white papers can be downloaded for free from the links on the screen. Thank you for your attention