sketches of my icebreaker session @ #intra_reloaded – thanks to all participants!

Here are the sketches and the background thinking I’ve used for the Icebreaker Session for INTRA.net Reloaded, Berlin (April 17/18 2012).

WE. ME. (There is no I in team…but there’s a ME if you look hard enough)

Too often social business/enterprise 2.0 initiatives only cover the thinking of collaboration & communication. It makes sense to hunt for the potential that currently lies hidden within unconnected experts and expertise. However, driving adoption from day one requires that new services at the digital workplace address individual challenges and enable individuals to easier achieve their personal goals…

Social business as an enabler for individual success.

… The ME perspective is essential for a successful roadmap towards the connected enterprise. Because only individuals with enough time at hand will be able to contribute to collaborative endeavors. Individual performance enablement is the foundation for joint success.

Where to start?

Key question of everyone I have talked to while wrecking my head over the subject of enterprise 2.0. To find the right starting point for the journey towards a modern digital workplace and a connected organization is essential in order to get as many advocates on board in a very early stage …

4 stages towards the connected enterprise

… Therefore I am suggesting to consider the relationships between people to be an interesting “perspective” on the milestones on that roadmap.

  1. is the most common scenario. An intranet is available and people have (mobile) e-mail and maybe even chat (or even unified communications) available at their workplace. Communication is enabled (but not fully efficient, yet) and the company has a channel to distribute (supposedly) important information.
  2. is the ideal starting point to drive early adoption. Workplace services that enable people with shared goals to achieve their joint success much easier will find their users quickly. Project, sales, product, regional, management or other kind of teams will be grateful for services that make it easier to manage, distribute, enrich and access data and flavor it with contextual communications that turns it into valuable information.
  3. is what too many companies go for at the moment  – and maybe one step to quick. Connecting people to communities with joint a joint practice, expertise or interest feels right. The internal Facebook or LinkedIn is however, a challenge to the majority of employees. It’s additional work, an additional channel, an addition to the already annoying complexity of source of information. Only if the new methods for social and commercial media inspired working (and information management) have been established in operational context, community initiatives can be as effective as they are expected to be.
  4. is the final stage: when markets and companies (or joint market players) merge on one joint digital service. There are organizations our there that already master initiatives such as joint innovation and product development communities with their consumers. For the most companies the challenge will still be to connect the internal assets in a way that the dynamics of including external parties can be dealt with.

Enterprise 2.0 = Leadership 2.0

This goes pretty much without saying. A connected organization and new ways of working require a new way of leadership and management. Many new concepts have to be introduced to the ones that carry responsibility for personnel, amongst them…

Responsibility & Trust

… which go beyond the current level. Employees have to learn that besides the responsibility for themselves they have to act responsibly towards their direct colleagues and a larger network. Personal actions have to be seen and understood as part of a larger picture. Just getting stuff done for the personal achievements is not the only measure anymore. Availability to the team even if presence is not considered to be a benchmark for productivity anymore (which goes for “trust”) has to be understood as an essential factor for joint success. This of course doesn’t mean that people have to be available 24/7 – but absence of one person in the key working hours may not block a whole team from performing…

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