Slides from the Culture Change workshop at the Enterprise2Open unconference on 6/24/2009 during Enterprise 2.0 in Boston. The worksheets for the participants are not included. @ahesse

1. If Culture eats (Enterprise 2.0) Strategy
for breakfast …
f b kf t
… how do we take culture on?
ActEdge Arno Hesse (CC) 2009
Enterprise2Open
Unconference at Enterprise 2 0
at Enterprise 2.0
o
June 24, 2009 in Boston
Arno Hesse
ActEdge innovating engagement
ActEdge – innovating engagement
arno.hesse@actedge.com
Twitter: @ahesse
1

2. So what is Culture?
Shared Set of …
Shared Set of
Perceptions
p
Assumptions Values … that
guide …
Judgments
ActEdge Arno Hesse (CC) 2009
o
Beliefs Behavioral
Patterns
Actions
2

3. Culture – Illustrative Examples
Failure: blame the
market!
It’s all about the Team before
numbers individual Perceptions
p
Assumptions Values
Best numbers =
… that promotion!
guide …
Judgments
ActEdge Arno Hesse (CC) 2009
Experience Boss always
matters leads meetings
o
Beliefs Behavioral Fine‐tune accoun‐
Patterns ting systems
Actions
3

4. Culture Check: Where is your organization
before Enterprise 2 0?
Enterprise 2.0?
Assumptions
Ass mptions Values
….
Beliefs
B li f Behavioral
Behavioral
Patterns
ActEdge Arno Hesse (CC) 2009
o
4

5. 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 Autonomy Adaptive Nimbleness
Information Sharing Accountability External Market Focus
ActEdge Arno Hesse (CC) 2009
Trust Creativity and Innovation Aggressiveness
Politics Bureaucracy Customer Driven
Customer Driven
o
Silo Mentality Hierarchical Risk‐Taking
Subset of Culture Assessment instrument (overall 36 scales)
5

6. Enterprise 2.0: Promise or Threat?
ActEdge Arno Hesse (CC) 2009
o
Marketing example from Whitney Michael’s Whitepaper on Enterprise 2.0
6

7. Enterprise 2.0: Promise or Threat?
We say…
Flat Organization!
Some hear …
Fewer Promotions?
Didn’t I do the right things all
ActEdge Arno Hesse (CC) 2009
those years to get ahead?
o
7

8. Enterprise 2.0: Promise or Threat?
We say…
Agility! Flexibility!
Some hear …
Nothing to count on anymore?
Now that I finally figured out
f yfg
ActEdge Arno Hesse (CC) 2009
how to work the system,
everything will be in flux?
o
8

9. Enterprise 2.0: Promise or Threat?
We say…
Open Borders!
Transparency!
Some hear …
Even more interference?
You mean the guys from audit
You mean the guys from audit
ActEdge Arno Hesse (CC) 2009
can see EVERYTHING?
They can’t handle the truth.
o
9

10. Select the right Change Agents
Your Champions of Change
The Micro‐Political Forces of Change
The Micro
The Micro‐Political Forces of Change
Blockers Snipers Followers Cheerleaders Visionaries
?
X ?
? ? !
? !
X ? ?
Owners of Behave like Underlying Relationship- Driven by
opposing ‐ often followers until resistance to oriented and vision: intrinsic
rational ‐ visions.
ti l ii triggered b lit h
ti d by glitch change until
h til motivated b
ti t d by motivation
ti ti
ActEdge Arno Hesse (CC) 2009
Triggered by benefits proven anticipated
provocation. benefits
o
Isolate (distract) Allocate to Surround with
Leave alone for now visionaries cheerleaders
Keep as anti‐
Phase 1: example Round some up around change
R d d h Empower, provide resources
E id
champions
Separate from others
10

11. Assess the Organization’s Capacity to Change
Which unit to choose for the initial pilot?
Capacity to Change
Indifferent to External Environment In Touch with External Environment
Limited awareness of customers, competition Scrutinizes and responds to customers,
and market competitors and broader market conditions
Indifferent to Internal Environment In Touch with Internal Environment
Not open to assessing and learning from Actively solicits feedback from within the org;
organizational experience modifies the organization to promote excellence
Doubts about Senior Management Confidence in Senior Management
Senior management is perceived as not Senior management is admired; perceived to be
working as team and not worthy of trust trustworthy and to work as a team
Lack of Confidence in Employees Confidence in Employees
Rigid and conforming policies; lack of trust in Limited bureaucracy; high levels of trust in
employees employees; employee independence is valued
Fixation on Financial Results Relevance of Broader Meaning
Organizational goals are limited to financial Inspiring organizational vision and mission;
ActEdge Arno Hesse (CC) 2009
results; goals do not inspire goals expand beyond financial results
Procedural/Bureaucratic Aggressive, Risk-Taking
Risk-averse; conforming; unadventurous Open to new ideas and approaches; risk-
o
tolerant; non-conforming
Inadequate Systems and Procedures Adequate Systems and Procedures
Systems do not support organization’s goals Systems are in place that support key
organizational processes
Overextended; Too Much on Plate Available Bandwidth/Resources
Employees working at full capacity; unable to Employees are capable of taking on additional
take on additional workload work
From: feedback report to client 11

12. 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
smaller subversive pilot
ActEdge Arno Hesse (CC) 2009
Assess the organization’s Capacity to Change when charting
o
the game plan
p p y p ,
Executives lead Enterprise 2.0 adoption by example,
not mandate
12