Evolution of E20 at IBM – Rawn Shah and Jeanne Murray

  • Stages of adoption: a winding roadp to enterprise adoption, frustrations and glories
  • Business imperatives for smart work: productivity, finding the right information to do their job, restructure the way we work, being more efficient, building relationships with people
  • Capitalizing on complexity (IBM Global Chief Ex Off 2010)
  • IBM a globally integrated enterprise: 400K countries, 170 countries, 40% work away from traditional offices, 73% of managers have remote employees, 60+ sw acquisitions in 10 yrs, 50% of employees less than 5yrs in the company
  • Enterprise collab contexts: intranet with other employees, internet world with customers and partners
  • Social sw adoption: profiles 100% employees, 1m+ searches per week, 4.199 public and 7.410 private online communities with 222K members, 34K wikis with 471K unique readers, 70K blogs, etc
  • BlueIQ team to raise collective intelligence of IBM through social software to achieve business vale (productivity, relationships, efficiency), most value of client-facing teams and implementation behind the firewall
  • BlueIQ adoption methodology: look at the whitepaper http://drop.io/rawnshah
  • BlueIQ throughout enterprise:1200 ambassadors working at different levels individual, team, community, executives
  • What we’ve learned: It is a bad plan that admits of no modification (1st cent BC)
  • Bringing people through conceptual stages of adoption: we see business need, articulate value, provide common tools, integrate with workflow, change the mindset accordingly . People are in different stages
  • Stage 1 See value: opportunity (we see business need), objective (gain business value from social networking), biz drivers (this happening externally, driven as internally innovation). Glories: early success in marketing, research innovations gathering speed, proof of concepts for new product development. Frustrations: tools not ready for prime time, zealous affiliations to tools, early adopters easily dismissed, not valued.
  • Stage 2 Recognize business use: opportunity (we need to articulate the value), objective (connect people to expertise), biz drivers (creating info sources and repositories, developing projects, tools and infrastructure). Glories: + connected people means new ideas, free exchange in more open networks, functions vetted by adoption. Frustrations: hard to differentiate the use and value of sometimes alternative tools, many streams of information, randomness (what if I’m missing something)
  • Stage 3 All together now: opportunity (we need common tools), objective (simplify infrastructure, provide flexibility), biz drivers (clarify what tools to use for what task, integrate with existing workflows). Glories: faster execution among connected teams once common tools are in place, sanctioned tools environment brings stability and adoption. Frustrations: early adopters talk among themselves (so how to get broader adoptions), multiple tools for multiple task outside the normal workflow still exists, people still doing it in the old way. Transition is not complete. How do we integrate into enterprise processes. Broader participation across the organization would accelerate value.
  • Stage 4 Integrate workflows (many still year): opportunity (we need better processes), objective (integrate social tools into business processes), biz drivers (gain adoption outside early adopters, streamline workflow). Glories: social tools fit into existing workflows and are standardized, faster to execute workflows that require social interactions, social tools reshape workflows. Frustrations: some workflows change completely and unpredictably, new business processes don’t necessarily mean new thought processes. Way of working needs to evolve as well removing old habits and culture of abundance drives need for new mindset
  • Stage 5 Shift perspective: how to transform the way we think and act in order to take advantage from the new environment. opportunity (we need to change mindset), objective (change mental model to sharing and abundance), biz drivers (many channels and many trusted sources to find knowledge, multiple ways to find). It’s about the way to leverage the network, job profiles, how people differentiate and compare to each other. Glories: serendipity, social memory, stimulating knowledge flow high trust and confidence in peer capabilities but how to manage all this, how to train people to take advantage of this, trust is very difficult to build and yet needed to provide transparency (most organizations are not prepared for this). Frustrations: that’s a behavioral change. Keeping up with information flow, uneven participation in the network (that’s ok but you cannot have all the value), some people are not comfortable with this new model, with redundancy and you have to balance and coordinate online/offline to make everything accessible to other people that need information
  • To move across stages you need guidelines and governance (from ad hoc to enterprise risk assessment and governance policy), support adoption (from ad hoc evangelism, to formal adoption program, to transformed processes), measure (from participation, to behavior and attitude), infrastructure (from experimentation to business agile hosting)

Emanuele Quintarelli

Entrepreneur and Org Emergineer at Cocoon Projects | Associate Partner at Peoplerise | LSP and Holacracy Facilitator

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