1. Mastering the E20 Journey
An Organizational Development driven Approach
to the E20 Adoption and Social Business
Transformation
Björn Negelmann – N:Sight Research
@bjoern_n

2. Agenda (30min)
 Decoding Best Practices on
the E20/Social Business
Journey
 From OD theory to
practical implications
for the E20 project
 Developing an action plan
for the E20 project
evolution
Image by Philipp Klinger

3. To clarify my standpoint
to the following discussion
 Talking about how the E20/Social Biz
projects needs to be managed
 Talking about how the OD thoughts
can help to move around the critical issues
and help to advance the project
 Taking for granted:
All projects need a business problem-solving approach
E20 / Social Biz is more than just technology
E20 / Social Biz is just a mean/enabler for
new management ideas (not the new theory
nor the new ideology!)

4. MASTERING THE E20 JOURNEY
TOP 1
DECODING BEST PRACTICES

5. Decoding E20 Adoption Practices
Projects driven by
system changing idea  Clear transformative focus
 Cultural initiative at beginning
 Returning to adoption
groundwork in further steps
Socially
Enhanced & Transformed
Projects driven by Business Model
system improving idea & Organization
 Initiated with a clear supportive
objective to enhance existing processes
TOP 1
 Limited transformational scope at
beginning
 Transformation as indirect effect

6. Decoding Social Technology
Characteristics
The Yang-Character The Yin-Character
 System enhancing  System transforming
characteristics leading to characteristics leading to
direct effects: indirect effects:
 Discoverability  Transparency of
of information activities & information
 Enhancing the  Emergence of
connections informational structures
btw. workforce  Serendipity for
 Scalability of information search
interaction beyond  Openness of
location/time constraints interactions
Not Questioning existing Questioning existing
TOP 1
processes & business processes & business
model model

7. Matrix of Direct & Indirect Effects
of Social Technology Practices
E20 „Social
E20 Activities Tagging Blogging „Wiki“-ing
Effects
Network“-ing
Costs of Costs of Costs of implement.; Costs of
Implementation implementation; costs costs of input time per implementation; costs
Input of blogging activity user; costs of „wiki of socializing per user,
gardening“ costs of administration
No. of tags defined per No.of blog posts per No. of content objects No. of established
time unit or object time unit edited per time unit relationships / scope of
Output social graph
Direct
Effect
Usage of tags to find No. of views per blog No. of content objects No. of comments on
information posts; No. of comments viewed per time unit; user statusses; No. of
Outgrowth per blog posts No. Of discussions on comments on
editing discussion boards
Understanding of Understanding of blog Understanding of Perceived proximity to
information context for context (e.g. corporate products, projects and co-workers;
Outcome used vision in case of a CEO processes understanding of
TOP Indirect
information blog) business context
Effect
New processes & Higher contentedness Product quality, Higher identification;
1
products; cross- & identification of co- Process efficiency cross-departmental
Outflow departmental workers with corporate collaboration
collaboration mission

8. Decoding E20 Adoption Path
Projects driven by
system changing idea
Evolutionary
process driven
by Yang & Yin
forces
Vision of
new Org
Projects driven by
system improving idea
TOP 1

9. Maturity Model as Unterlying
Framework for Project Evolution
Maturity Model
by Cordelia Krooß,
BASF
Business
Piloting Maturity
Transformation
Stage Stage
Stage
Transforming
Postive Evaluation Deliver Effects
towards a
TOP 1
of Piloting to Business
new org. form

10. Key Take-Aways from decoding
the best practices
 Awareness of different stages
during the E20 project evolution
Different objectives to be achieved
Different key performance indicators
Different stakeholders to be involved
 Differentiating between adoption and
transformation actions
Yang: Enhancing Process Efficiency & Performance
to validate the short-term value
Yin: Driving the Organizational Change Question: How are
TOP 1
to follow the long-term objective organisational
development theories
helping on this?

11. MASTERING THE E20 JOURNEY
TOP 2
EXAMING ORGANIZATIONAL
DEVELOPMENT THEORY

12. Background on Theories in the field
of Organizational Development
Organization consists
Social
The culture of a group
Systems
of a sum of input-
Constructionism
is the result of historic
Theory
tranformation-output
Theory
interactions.
systems
A group is more than A group always adapts
Action
the sum of its Complexity
to external changes in
Research
individuals because of Theory
order to gain
its own dynamics stabability.
TOP 2

13. The theories imply different
actions for changing the organization
Tapping into system‘s Collective action forms
Systems survive: if externally wisdom is a must value => driver for „system to
aware & internally adaptive create energy to change“
Influencer: Language,
Social history, cultural specificity
Systems
Change needs a holistic & Constructionism (anthropologic sources)
Theory
systematic alignment for Theory Discourse & narrative =>
restoring congruence Ludwig von Bertalannffy Mead driver for accepting realities
Katz & Kahn Berger & Luckmann
Change: a participating Search of equilibrium betw.
& collaborative process Action Complexity chaos (creativity) & stability
Research Theory (efficiency)
Individual/group: active
role taking in observation Change cannot be driven
Kurt Lewin (AR) Stacey
stage Tannenbaum (Group Dyn.) Wheatley but must be forstered &
supported
Change Model: Learning by Doing Watch out for level of Support for change processes:
TOP 2
- unfreezing Focus on Group anxiety & power ↑ Connections
- moving Behavior (Group differentials ↑ Diversity
- refreezing Dynamics) Enterprises today: ↑ Information Flow
Complex adaptive systems

14. OD theory leads to specific actions
along the E20 project evolution
Business
Piloting Maturity
Transformation
Stage Stage
Stage
System  Interdisciplinary team  Steering commitee  Steering commitee
Theorie  Focus on less tied  From out- to inside systems  From out- to inside
subsystems  Differ actions for optimiz. systems
& change to next stage
Action  Coinvestigating the  Importance of low-barrier-  Justify by results
Research business benefits of-entry infrastructure (quantitative biz effects)
 Measure & comm.  Enforce social learning  Enforce participatory
effects (user partic.) to promote indirect effects change process
Social  Feedback & Re-Assess.  Build social skillset &  Build new a leadership &
Construct. of project results develop social guidelines mgmt. skillset/models
TOP 2
 Narrative comms. (E20)  Narrative comms. (NM)
Complexity  Fight anxiety to  Fight anxiety to share  Fight anxiety to change
Theory disorder (individ. level) (competitive factor)  Show benefits from
 Transparency of proj. res. workforce diversity

15. Key take-aways: Distinguish actions
for achieving objectives & moving on
Business
Piloting Maturity
Transformation
Stage Stage
Stage
Transforming
Postive Evaluation Deliver Effects
towards a
of Piloting to Business
new org. form
Revision Revision Revision
Change on Change on Change on
indiv. level group level org. level
Re-Assessment Design Re-Assessment Design Re-Assessment Design
TOP 2
Tech. & Org.
Process Transfor-
Adoption mation

16. Key take-aways: Distinguish different
stakeholders & disruption moments
Business
Piloting Maturity
Transformation
Stage Stage
Stage
Critical
Participants Tech Savvy Internal Senior
for stage success
People Networker Leaders
Critical Mgmt. Business
Supporters HR & OE
for change Sponsor Line Mgr.
success
Disruption Disruption Disruption
• Boundaries of • Project Coordination & • HR & OE
TOP 2
Collaboration Management processes
• Notion of individual • Role definition of
& corporate knowledge middle mgmt.

17. Key take-aways: Distinguish challenges
for project owner & participant
Business
Piloting Maturity
Transformation
Stage Stage
Stage
Critical to Anxiety to Anxiety to Anxiety to
Participants Disorder Share Change
Momentum
Performance Change
& Performance
of Piloting Performance
Scale
Critical to Finding
HR & OE
Project Mgr. right Sponsorship
Support
people
TOP 2
Measure Measure Measure
of α-change of β-change of γ-change

18. MASTERING THE E20 JOURNEY
TOP 3
DEVELOPING AN OD CHECKLIST
FOR THE E20 PROJECT MANAGEMENT

19. Need of breaking down the key
objectives to a more detailed view!
Piloting Stage
 Collaborative Business Case (Business Problem Solving)
Maturity Stage
 Professional Social Skillset (Individual Level)
 Professional Social Workstyle (Group Level)
 Collaborative Performance
Business Transformation Stage
 Lean/Kaizen Culture: Mental Model of Emergences & Orientation
to Get Things Done!
 Fluid Organization: Define Org Design as Action Verb!
 Decentralized Leadership: Emergent from Knowledge & Expertise
 Management 2.0: Transparent Governance by OKR Model
 Customer Orientation: Customer & Market Driven Strategy
TOP 3

20. Need of optimizing each single
step before heading for change!
 Different KPIs for the different stages!
Piloting: Alpha-Change, quantitative user participation
Maturity: Anecdotal (to show effects), quantitative on user & group
level (to show progress), qualitative on user level (to show
improvements)
Business transformation: Quantitative on project & group level (to
document results, anecdotal (to show benefits of new forms of
leadership & management)
 Need for a holistic action plan to succeed at one stage!
Coaching & Teaching: Social Skillset, Social Guidelines, New
Leadership & Management Forms
Communication: Storytelling (Single Business Effects), Usage KPIs,
Storytelling (Group Business Effects)
Role definition & Team Building: Steering Board, Catalyst Camp,
TOP 3
Reframing Staffing Process
Assessment: Direct Feedback, Catalyst Camp, Change Audit,
Corporate Barcamp

21. Need of planning & executing the
change for the next stage!
 Take advantage of the „power“ of key stakeholders
Tech-savvyness for easy-to-start participants
Management supporter for the top-down legitimation
Catalyst for the word-of-mouth marketing
Key senior executives for backing support on middle management
obstacles
OD & HR for the competence on the change management process
(& legitimation for change!)
 Distinguish btw. tech. adoption & org. transformation
Mass Adoption: Building social skillset, seeding & narrative
comms., devolping social guidelines, social learning
Organizational Transformation: Coaching on new leadership &
TOP 3
management forms, need of cultural transformation initiative,
need for a discussion on new compensation & role models

22. Developing an OD checklist
for the E20 project management
Piloting Maturity Biz. Transf.
Characteristics of Stage
Key Objective
Key Stakeholder (Participant & Supporter Level)
Key Challenges
Obstacles & Retardent
Measurable Key Results
Optimization of Stage
Measuring Dimensions for Results
Actions to Optimize & Foster Result
Coaching, Comms, Role, Assessment
Change Planning for next Stage
Needed Stakeholder for Change to next Stage
Actions for Change
Individual Level
TOP 3
Group Level
Enterprise Level
Obstacles & Retardent

23. Key take-aways from the OD approach
towards E20 adoption & transformation
 Differentiated approach towards the
E20 adoption & transformation process
is needed!
 OD ideas help optimize and enhance
the E20 adoption & transformation process!
=> OD is needed for final stage!!!
 Disruption on OD theory: Social technology
has its own Yin factors on board!
=> implies a rethinking of OD approaches!!!
 E20 project needs a systematic management
of optimization & change actions
TOP 3

24. Thank you for your attention &
looking forward to your feedback!
Find presentation at:
http://www.slideshare.net/secret/1qRhV7yNv18TAJ
http://slidesha.re/sbf12bn
PASSWORD: sbf2012
Bjoern Negelmann | N:Sight Research & Kongress Media | @bjoern_n | bn@n-sight.de

25. MASTERING THE E20 JOURNEY
Backup
SOURCES & EXPLANATIONS

26. Backup: Change Measures
α – Change
difference in a measure before and after an
intervention (better distribution of knowledge?
Direct effect!)
β – Change
reassessment of the dimension in question
(new challenge in performance because of better
distribution of knowledge? Indirect effect!)
γ – Change
re-conceptionalization of the key domain
(reframing of notion of knowledge as property
Backup
of the group/org/enterprise)

27. Backup: Planned structure for
E20 SUMMIT 2013
Keynotes Track 3: Discussing Models & Principles for
 Challenges & Potentials for HR in the Social the Future Organization & Management
Business Game (Jon Husband & French HR)  From Social Collaboration to Social Business
 Designing the Social Business Infrastructure Processes (Practices)
(Dion Hinchcliffe)  Building the New Infrastructure for Business
 From Adoption to Transformation Strategies Knowledge
(Roundtable with Practice Experts)  Developing and Mastering the Social Capital
Track 1: Discussing E20 Project (Practices)
Management  Leadership Principles for the Collaborative
 Assessment & Diagnostic Approaches Enterprise
to define the right project objective  Customer-Centered Business Value Management
 Transforming the Social Intranet to the Digital (Practices)
Workplace (Practices)  Fluid & Adaptive Models for the Org 2.0
 Governance & Risk Management for 2.0 Projects Interactive Workshop Track
 Gamification & Engagement Models (Practices)  Adoption Principles (Beginner)
 Models for the Social Business Analytics  Evolutionary versus Revolutionary – Experiences
 Building a new Mindset and Mental Model on the Business Transformation
Track 2: Discussing E20 Practice Experience  Internal Community Management
 Information & Collaboration Management  Action Plan for Supporting the Adoption
 Knowledge Sharing & Retention  Compensation Models for the Cooperative
Enterprise
Backup
 Social Business Process Management
 Adopting to Self-Organizing Systems
 Open Innovation Management
 Talent & Human Ressource Management 2.0
 Social CRM