Enterprise 2.0 adoption

Sponsored by

Enterprise 2.0 Adoption Guide

N:Sight Research GmbH

© N:Sight Research GmbH 2

Table of contents

1. Foreword Carsten Rossi ....................................................................................................... 3

2. Background & Idea ............................................................................................................... 4

3. Strategic Considerations ...................................................................................................... 5

3.1. Changing Principles & Underlying Ideas ...................................................................... 6

3.2. Holistic Transformation versus Set of Small Initiatives................................................ 9

3.3. Challenges .................................................................................................................. 10

4. Company Insights and Expert Knowledge ......................................................................... 13

4.1. Pitfalls to Avoid .......................................................................................................... 13

4.2. Knowledge Management (KM) versus E20 ................................................................ 15

4.3. Enhancing the Information Flow ................................................................................ 16

4.4. Improving Internal Communications ......................................................................... 16

4.5. Fostering Knowledge Sharing..................................................................................... 19

4.6. Enriching Knowledge Retention ................................................................................. 20

4.7. Regaining Business Agility .......................................................................................... 21

4.8. Strengthening Collaboration ...................................................................................... 22

4.9. Enforcing Business Innovation ................................................................................... 23

4.10. Improving Talent & Skill Management ...................................................................... 24

5. Adoption Plan & Management .......................................................................................... 27

5.1. Adoption Archetypes & Pattern ................................................................................. 27

5.2. Planning & Organizing Adoption ................................................................................ 27

5.3. Managing Adoption ................................................................................................... 28

6. Summary ............................................................................................................................ 30

7. Author information ............................................................................................................ 33


1. Foreword Carsten Rossi Instead of a lengthy introduction:

Some questions to myself.

Why are you sponsoring this study?

Because we want to help companies avoid "the endless number of pitfalls (they) are in danger

of stepping in." (See the ideas of Dr. Frank Schönefeld, page 12.)

Why do you think that studies like this are necessary?

Because "education is the key to a successful implementation of E20." (See the explanations

from Luis Suarez from IBM, page 14.)

Why do you give it away for free?

Because "openness is a critical factor for the adoption of Enterprise 2.0." (See the thoughts of

Dr. Thorsten Petry from the Wiesbaden Business School, page 27.)

Why do you invite everybody to distribute this copy to as many people as they know!?

Because E20 is all about "strengthen[ing] information transfer and knowledge sharing." (See the

experiences of Juliette Girard from Renault, page 18.)

What do you hope to achieve by extensively sharing this knowledge?

We want these experiences to "translate 2.0 into real business cases." (See the learnings of Anu

Elmer from SwissRe, page 21.)

Why do you engage in Enterprise and Internal Communications 2.0 at all?

Because our agency’s mission says: "We want to decrease the distance between companies and

their stakeholders."

At the same time, we are enthusiastic evangelists of these concepts because we, as individuals

and as an organization, strive to put them into practice. We live, breathe, and benefit from

these concepts every single day.

Carsten Rossi, May 2011


2. Background & Idea The Web 2.0 wave has strongly spilled over the corporations' boundaries and created a good

deal of discussions about the way businesses have been managed so far and how they will

evolve in the future. Under the name of Enterprise 2.0 social media has found its way into many

businesses. From many examples we can now see what approaches lead to success. The

mistakes that were made at the beginning do not need to be repeated.

The Enterprise 2.0 SUMMIT 2010 has initiated quite some interesting discussions around the

challenges of good practices for Enterprise 2.0 initiatives and their adoption. Other topics for

discussion are the future setup, the design of the organizations and the forms of leadership

within an Enterprise 2.0 company. In order to share ideas and to improve the overall

exploration of Enterprise 2.0, this report extracts the key ideas and insights from the

conference and further research.

This research document is structured into four chapters: The following chapter discusses the

strategic considerations regarding the setup of the Enterprise 2.0 initiative. This includes the

discussion of principles, the scope and the approach of the initiative as well as the key

challenges of setting up an Enterprise 2.0 project. In the following chapter we summarize the

lessons learned from the discussions of the different use case scenarios at the E20 SUMMIT.

This gives an overview of the different starting points and project emphasizes and their specific

challenges as well as success factors. The third chapter outlines and comments on the

discussions about the adoption of Enterprise 2.0 as the key challenge.

As previously stated, this paper tries to summarize, restructure and share the actual discussions

related to Enterprise 2.0. The study indicates the opinions and experiences of the participants

and other sources. This wealth of experience is complemented by the research that has been

done by N:Sight. It provides a wrapped up snapshot of the common opinions and experiences.

The content has to be seen as a recommendation. Each company has different requirements

that must be considered for the adoption of Enterprise 2.0.


3. Strategic Considerations Some examples of early case studies in the field of Enterprise 2.0 were marked by a bottom-up,

unintended approach. Nowadays you will find a strong agreement on a more strategic

approach for future initiatives in order to extend the idea towards an Enterprise-wide approach

with a transformable scope for the organization.

For this reason some differences and new insights to the so far accepted beliefs have been

pointed out in regards to the principles of Enterprise 2.0, the strategic approach, the challenges

and pitfalls as well as the differences, the common grounds of Enterprise 2.0 and knowledge

management.

We saw a lot of activities around blogs and wiki’s at the beginning. Collaboration and collecting

knowledge was the main focus. Some of these activities went very well, but some projects led

to great frustration. There are several reasons for that. People did not publish so much at the

web, like they do today at Facebook and Twitter, but more important was the missing

communication element, like you have with networking and micro blogging. These Solutions

are much more in focus than they were before.

Connecting people with a Facebook-like social network or using micro-blogging seems to be the

approach which works better than other Enterprise 2,0 activities. The activity stream provides

the employees with information and gives you the ability to communicate easily. Knowledge

and information is distributed or received more by accident than planned. And that is the key,

because you do not need to think about whether you have knowledge which is important for

the colleagues and needs to be written on a wiki. Other will find these pieces without looking

for them. Or they can ask, if they need support.

However it doesn’t matter which approach a company chooses, it must fit to the needs and

culture of the company. We see some general approaches which work well, but not always.

Therefore this document contains several examples from the Enterprise 2.0 Summit. They show

different use cases and scenarios.


3.1. Changing Principles & Underlying Ideas

SLATES and FLATNESSES are key mnemonics which described the capabilities and

characteristics of social software and its benefits of use within the corporation at the beginning.

But as the idea of Enterprise 2.0 becomes less technology-centered and more people-centered,

principles have to be reviewed and discussed even more in an outcome-related way.

McAfee's origin SLATES mnemonic

Dion Hinchcliffe created a more refined conception


When it comes to the key drivers and levers of Enterprise 2.0 the following ideas were heavily

discussed at the Enterprise 2.0 Summit:

● From Discoverability to Serendipity: While both mnemonics emphasize only the

discoverability of information as a key capability of social software, the discussions show

that the key business value for Enterprise 2.0 is hidden beyond the just “search & find”

pattern in the non-intentional discoverability of information. Technologically speaking,

this is realized by the socially created ambient intelligence of social messaging, tagging

or bookmarking that provides relevant and valuable business information “in passing

by”. As serendipity comes from connections, there is a need to maximize the potential

interaction points of people to increase serendipity.

● From Signaling to Sense-Making: While providing new mechanisms to give the the staff

access to more and richer information, the need for the contextual relevance must not

be overlooked. On an individual level social software must improve the daily work of the

staff. On the organizational level the use of social software must support the business

processes. On a management level the initiative must help to introduce and adopt

people to new management models.

● From Emergence to Re-framing: While emergence only describes the arising of new

patterns from the multiplicity of social interactions enabled by social software, the real

business values will be created when used for business improvements and business

innovations. Therefore setting the right business context is the key success factor for

Enterprise 2.0. As seen in the practices discussions about micro sharing and the

innovation approach Enterprise 2.0 initiatives can lead to substantial return on

investments, if it is set into the context of supporting the re-framing process of the

business model.

● From a culture of control to a culture of trust: As transparency opens the information

silos and the decision making context, the idea of controlled governance will be

outpaced by reality. In order to not enter a state of dysfunctional chaos the culture of

control must be superseded by a model of empowered self-responsibility combined

with an assimilated collective mind-set. This said guidelines and principles must be

combined with training and competence building on social media literacy. The new

challenge is to find a gradually incorporated balance between security and privacy to

provide enough transparency and to secure intellectual advantages of the enterprise.


● From Transition to Operation Mode: While the biggest challenge for today’s Enterprise

2.0 initiative is how to put the organization on track to accept, use and adopt to the new

socially enhanced business routines and processes, the open questions for tomorrow’s

businesses are: What is the constitution of the future organization? What principles are

driving the future business model? What is the role of today’s management ideas and

functions? As most discussions around Enterprise 2.0 are still focused on the acceptance

and benefiting arguments the impact is still limited to its state of infancy.

Supporting the “reframing”….


3.2. Holistic Transformation versus Set of Small Initiatives

Two models of transformation can be defined towards an Enterprise 2.0 company. On the one

hand the holistic transformation with a top down approach, and on the other a set of small

initiatives with a more bottom-up approach, implementing Enterprise 2.0 in small steps first in

teams and departments.

The Maturity Model

Based on the model of maturity, there are various levels of Enterprise 2.0 which become more

and more mature while they are being set up and developed. In traditional companies social

technology is still in the pilot phase, therefore there is no measurable competitive advantage

gained yet. Next there is a transformation of collaboration happening which leads to a social

technologies integrated enterprise. During and after this period there is a cultural change

proceeding after the technology is integrated into the daily work-life. This leads towards the

adoption into the entire enterprise, a so called participative enterprise. The next step is the

expansion outside of the company, for example open innovation or changing towards more

open enterprise business models. The goals of the whole transformation process are therefore

customer centricity growth opportunities as well as a generally connected enterprise in a

connected society.


Holistic Transformation

The holistic transformation process is a top down approach which originates from the top-

management of a company. The concept hereby is the full and whole implementation of

Enterprise 2.0 into a company at once, gaining all potential benefits through a breaking change

approach.

Set of small initiatives

Many companies start with a set of small initiatives. At the beginning there are separated

“silos” in the company, which do not or only communicate little with each other. It is good to

integrate other “silos” (Intranet, Internet, communication etc.) into it. So it is more of a soft

shift, with people getting slowly started and slowly feeling comfortable. With more people the

tipping point will be reached and the Enterprise 2.0 initiative will get a push forward.

For both approaches there is to say, that Enterprise 2.0 can be seen as a Trojan mice for

organizational change, starting with small but later impressive changes for the organization.

The approach used will depends on the company, the company culture and the size of the

company as well. But no matter which approach is used, both create quantifiable business

improvements like lower operational costs, increasing networked productivity and higher

business agility.

3.3. Challenges

Strategic Relevance not perceived

It is of high importance, that strategic relevance of Enterprise 2.0 is perceived in a company.

Also, it is necessary to find and choose the right persons and departments to take care of the

whole process establishing Enterprise 2.0. A big problem is if nobody really feels responsible for

the implementation process or the development. The company leaders need to understand

how innovation is driven and that innovation and collaboration are highly correlated. In

addition, it is also part of the organizational development, to find the right place within the

company.

Business Relevance not realized

As Dr. Frank Schönefeld stated that it is hard to measure the ROI of Enterprise 2.0 because

there are many other processes affected or changed in the same period of time.. Therefore it

could at least require some effort to measure the success of Enterprise 2.0. At the same time

there is a perception of the business relevance of Enterprise 2.0 needed. It must be presently

obvious what the process-orientated benefits of Enterprise 2.0 are. Further the management


needs to understand, that the results of implementing Enterprise 2.0 are not all based on hard-

facts and that cultural and work-life change are part of the transformation process.

Management blocks the process

Implementing Enterprise 2.0 into established companies means to deal with rigid structures

and old management models, as well as traditional ways of thinking. Often these companies are

characterized by a command and control culture, which is also reflected in their corporate

culture itself. It is a problem when a company tries to stick to their old management model and

does not want to change. In addition companies might try to limit the scope of implementing

Enterprise 2.0, because they do not want to lose control. So if a company or management

refuses to change their behavior, they will not be able to realize the benefits of Enterprise 2.0.

People, Process & Technology not aligned

An important challenge is to find the right settings for the various people, processes and

technologies. Difficulties result from insufficient or bad alignments. Not every technology will

work for every company as there are different people with different backgrounds or different

processes which need specific adoptions to the technology. Tools, processes and structures that

will work in a more office oriented department might not fit for a production department.

Conference about Intranet, Collaboration, Document- and Knowledge- Management Seminars

IOM Summit 2011

Frankfurt, 28. and 29. September www.iom-summit.de


There are many topics which are important for the implementation of software. It is not

different with Enterprise 2.0 solutions. Existing software needs to be connected and the

usability has an influence on the acceptance of the user. Starting with a small user group does

not mean that a solution will also work later with several thousand participants Problems will

be experienced later on, if the results are not properly filtered and do have a good search

function. Therefore it is important to have IT expertise on board.

Adoption & Culture not adjusted

Enterprise 2.0 is not about technology, it is about the culture of people working together and

collaborating. There are cultural issues which has deep impact on Enterprise 2.0. Things like

openness or motivation do have influence how people adopt it. It can be different within a

company depending on country or organizational belonging. In addition there are language

barriers which are a real challenge, especially in Europe.

Depending on where we are from our behavior is different. Hierarchy, autonomy, respect of

rules, willingness to engage in other kinds of relationships at work can differ according to the

local culture and our education. Therefore it is important to be aware of the existing culture

and the cultural change that is caused and wanted by the adoption of Enterprise 2.0.

It is important to select carefully the needed technologies and integrate them into existing

technology. People need some help to understand the tools and the approach behind

Enterprise 2.0. Therefore be aware of teaching and educating your staff using Enterprise 2.0 in

their daily work.

In some companies Enterprise 2.0 is probably not working due to cultural problems. Enterprise

2.0 needs some kind of openness. Especially the top management needs to understand it. It can

work with a bottom-up approach, but it can be stopped by the management when the project

gets some visibility.


4. Company Insights and Expert Knowledge At the Enterprise 2.0 Summit 2010 in Frankfurt we had some talks with experts on the subject

of Enterprise 2.0. These presentations get in touch with Enterprise 2.0 from different angles.

There are different approaches and lessons learned which helps to understand Enterprise 2.0

adoption. It shows which activities are supporting a successful E 2.0 project and which ones

should be avoided.

First there are some general statements about the adoption of Enterprise 2.0. These

statements will be followed by some insight about E20 cases.

4.1. Pitfalls to Avoid

Dr. Frank Schönefeld talked about the endless number of pitfalls companies are endangered to

step in. In his speech at the Enterprise 2.0 Summit he outlined the 7 most well-known pitfalls

and described them to create awareness for all involved people.

Pitfall 1: Nobody don’t care at all

No one feels responsible to take care of the whole issue of enterprise 2.0. It is important that

someone takes the responsibility for the project. This person needs to understand Enterprise

2.0, especially the cultural aspect and to drive the whole process.

You will find more information about this role at the Enterprise 2.0 manager topic study from

N:Sight.

http://www.slideshare.net/nsightresearch/requirements-e20-manager

Pitfall 2: Do not try to over regulate

Let it happen! Enterprise 2.0 is about freedom and openness. It should offer easy to use tools

and structures. People should use these tools in a creative way. They will find the best way to

use it getting the most benefit for their daily work. Sometimes they need some support or a

smooth push, but in general they should be free to use like they want. It is important for the

success that this basic approach of E20 is not constricted too much.

Pitfall 3: It is not about technology

Even if the cultural aspects are very important, it is equally important to choose the right

technology. So it is important to select carefully the needed technologies and integrate them

into existing technology stacks. Although the barriers are lower, be aware of teaching and

educating the staff of using enterprise 2.0 in their daily work. Today only 4 percent feel very

comfortable and are very familiar with all the functions, 70 percent have just started using it.


Pitfall 4: It is about culture

It is not, If you see an “open” culture as a precondition. Enterprise 2.0 does affect the culture of

a company, but it is not the main driver. Applications which support the business processes

bring benefit to the people and they will use it. It is about doing your existing workload

cheaper, better and sometimes in a totally new manner, which was not available before.

Pitfall 5: You cannot measure the ROI of it

In other fields of business life, it is hard to measure the ROI of implementing E20 into a

company. It is possible, but like Dr. Schoenfeld said “You can, if you want to: You shouldn´t, but

if you want to - you can.” But in the end of the day you do not measure the value created and

what is actually behind the content.

Pitfall 6: Information overload

Too much information will confuse employees and reduce their productivity. At the beginning

with a few participants and only little content it is normally not a problem, but participants and

content is probably growing fast. It is important to use intelligent filters, establish a suitable

self-discipline of all the involved people and to increase the media competences of your

employees. In other words, train your staff for the new tools and the new approach for their

daily work-life.

Pitfall 7: Enterprise 2.0 is the Holy Grail

Like Dion Hinchcliffe stated with enterprise 2.0 we’ve found the Holy Grail for everything in the

organization, but maturity is also to be seen as the ability to collaborate within the company.

Being aware of the fact, that enterprise 2.0 is just an approach to optimize communication and

the exchange of knowledge is of high importance.

Additional challenges

In addition to these seven pitfalls, Rob Howard, CTO and founder of Telligent, emphasizes the

importance of aligning online social communities with a company’s business objectives. He

stated that social software is a strategic, scalable way to engage customers while recognizing

and rewarding them for their participation. Successful companies, such as Microsoft, Dell, and

Starbucks leverage social communities to promote brand loyalty, support open innovation, and

increase revenue


For Luis Suarez of IBM education is the key for a successful implementation of E20. It is not just

important to know how to use the tools right, it is also important to change the behaviors of

the staff. It is more different to write and email than a blog. Another point concerns security,

some companies might want to implement guidelines for blogging and messaging.

4.2. Knowledge Management (KM) versus E20

Jenny Ambrozek from SageNet LLC described the dispute between Knowledge Management

and Enterprise 2.0 as a kind of cultural war. So it is necessary to have a look behind the curtain

and to break things down to their roots. Like Simon Dückert (Cogneon) described, first

management was all about hierarchy and knowledge management changed this perception.

So like Luis Suarez said in his presentation, in the last seven years there was a transformation of

Knowledge Management into something different. The Management part of KM is kind of dead,

because it is almost impossible to manage something you do not know, but the knowledge part

is not. And this knowledge part is one of the key points of enterprise 2.0, because at the end of

the day both ideas have the same overall intention, to improving how people work.

The fundamental idea of Enterprise 2.0 is to create value through interaction between people.

It is based on participation. That means people need to be engaged and are contributing. In

contrast to KM where key people within the enterprise predefine the relevant knowledge that

is valuable for the company, in a enterprise 2.0 approach this “work” is done by the employee,

using the wisdom of crowds theory. People are not aware that they are creating knowledge for

the company. It is done more by accident.

Therefore companies and employees have to leave the old way of thinking to control their

knowledge, to control people. Enterprise 2.0 will guide to a learning organization. Like Luis

Suarez mentioned during his presentation, “to persuade people that I am an expert, I have to

talked to them, argued, shared knowledge and learned with them.”

Furthermore he reminded that the approach of KM was ruined and that we might be making

the same mistakes again. Technology is the solution, but you have to build it around people.

People really want to share, so you have to give them the possibility to do it. They should be

able to help each other and be recognized.

In Summary, looking at the results of the discussion after the presentation, it can be said that

KM and E2.0 do not fit. Even though KM and E20 share the same goals they use different

approaches, have different socialization and different values. It is more important that the

people come together and work on the challenges of tomorrow.


The challenge will be to rethink every function in the business, like human resource and

innovation for example, where a new culture has to be created.

4.3. Enhancing the Information Flow

How can you encourage informal information flow within your corporation to support your

business objectives? Dietmar Zipfel from T-Systems shared his experience in knowledge sharing

at the Enterprise 2.0 Summit.

T-Systems decided to use an internal micro blogging system, because the communication

should take place behind the firewall. The whole implementation process is running bottom up,

presenting showcases for the management.

In contrast to the person driven approach of Twitter, T-System decided to use a topic driven

micro blogging solution. Limited input fields are used to keep the status messages short and

concisely. There is an exchange with wiki read & write permission as well as Wiki integration

with a lot of customizing parameters like location based tags.

Micro blogging is often used in projects, teams, departments and internal conferences for

online comments. People use it because it is very easy to understand. Everything is just two

mouse clicks away. It can be integrated immediately into running discussions and late joiners

are able to see the whole story. The reasons people back off using it is that there is actually no

approval by the workers council. Since there is no public usage of Micro blogs allowed yet, it

has only been tested in closed groups so far. There is no surveillance that reads the information

at an exact point in time exactly, so the fear of noticing information too late rises.

The vision is to integrate micro blogging into the desktop as well as into personal profiles of the

internal social network. A mobile access to the internal network is also planned. The next step

here fore will be to convince the workers council to overcome the legal boundaries within the

company since E 2.0 has an image problem due to Web 2.0. (In the meantime, the council

agreed)

4.4. Improving Internal Communications

How can internal communications be supported and improved by social software? Kornelia Kis

from The Boston Consulting Group and Samuel Driessen from Oce shared their experiences and

lessons learned.


The situation at The Boson Consulting Group Marketing Department was a global network of 74

offices in 42 countries with more than 10 different time zones and intensive communication

between the 3 pillars of marketing: Editorial, Global Marketing and Local/Regional Marketing.

Outlook based global communication was completed by the adoption of IT tools like Intranet,

SharePoint and a companywide social software; but instead of helping, these rather caused

problems and resulted into a “communication spaghetti” with many inefficiencies. Compared to

the previous investments, the usages of the new platforms, such as Mindshare, were not

meeting expectations.

To solve this problem and to improve internal communication BCG Marketing’s “mPoint” was

created, bringing communication together into a centralized virtual office space with three

dimensions in regard to the three pillars of marketing. One dimension based on tasks, the

second on the floor plan so people can find each other and the third based on regions,

interests, type of content and functions. Regarding the type of content, there are news,

policies, guidelines, events, expert search and discussions available.

Today people are more and more active sharing their ideas across the world. You have to

choose the software best fitting to your needs and you found the right one when you feel that

your creativity is at the limit. “Less is more” – Optimize your platform to your target

community, instead of maximizing functionality. Integrate your platform into your working

process, allocate your efforts wisely and not underestimate usual pitfalls during the change

process.

The idea of having communities cross functional makes a structured approach easier for the

people using the tools. There are so many processes that have to be transparent. Building a

floor plan is the only way to bring everybody together without that happening. So other

departments will soon take over the “mPoint” approach as well. The approach used by BCG was

top down.

---------

Oce uses Yammer as a tool for micro blogging. There is a big need of horizontal communication

within the organization and they are focusing on the formal structured business/information

processes. Yet Oce has a general interest as well as existing experience in E2.0 and Social media

while focusing on how these two fields interact with Business Process Information.

Starting in rough economic times in 2008 as a bottom up approach the first focus was on results

and learning points. Today 2000 people use Yammer realizing that this could change the way

they communicate. The tool has also been used in a chemical manufacturing plant within a very


structured environment to improve horizontal and vertical communication in order to speed up

lean time.

It is difficult to have reliable figures for success, like money or the improvement of productivity.

Most of the soft facts are leading to it, but it is difficult to measure. They play an important role.

In order to get people to use the tool training is essential. Do not just assume that people will

use it. Moderation is the key. It is a community and will not work without.

There are wikis installed as well. They are good for information processes, not useful for dialog.

So people are starting to bring structure in the different tools, e.g. starting to link to more

detailed wiki information in their micro blogging status updates. Regarding security concerns

due to the use of the free version of Yammer a Security Officer was involved. There will be a

switch to the paid version soon.


4.5. Fostering Knowledge Sharing

How can you strengthen information transfer and knowledge sharing via social networking?

This case by Juliette Girard, Web 2.0 Program Manager at Renault, discusses successful

approaches to knowledge management at the Enterprise 2.0 Summit.

Renault already has a culture of e-collaboration developed since 2003 with 50,000 users, 8,000

virtual working spaces and 20.000 Web conferences per month. So sharing knowledge is

already a key success factor in the company. They belief that Web 2.0 is an ongoing revolution

with the question how does the corporate culture change if social tools get implemented? So

the question is not „to go or not to go“, but „how to go?“

In 2008 it was possible to go for a big solution. It started when the COO went to Davos to meet

a professor who wrote a book on Web 2.0 and made him aware of the subject. After that a

study was developed on opportunities & risks of Web 2.0. The aim was to have one common IT-

Platform and to capitalize the experience on the usage to help people with their daily work. It

was possible to spread out the Web 2.0 culture towards a successful Web 2.0 strategy building

a strong change management culture. The vision of Renault 2.0 is to inform and have dialog

through blogs, wikis, tweets, intranet, forums and more, to share and innovate as well as

develop collaboration through innovation jams and to build networks in form of online

communities. In order to do that the behavior of employees need to be changed.

Step by step they launched small business communities of six to a hundred people. After that

the project went global. So everybody could start building social networks and communities.

Some KPI’s were defined to measure the activities. Everything has been tried out in a controlled

environment without training for specific user, but they trained the community managers.

These people need to know how to act and react upon certain requests.

The opportunity of using social tools is the development of social links, receiving recognition,

employee motivation and commitment but what are the main Web 2.0 applications for Renault

2.0?:

● Publish & Dialogue

● Network

● Collaborate

● Innovate

There are three examples of how Web 2.0 is used at Renault. Within the department of sales

the integration of new colleagues now happens more easily by simplifying access to the needed


information. In the Women@Renault community which developed within the company,

women are able to boost their careers through sharing and making suggestions and on the B2B

level the possibility for vendors was created to share experience and knowledge.

4.6. Enriching Knowledge Retention

How can you manage the communication within a consultancy arm of Bertelsmann AG, where

people often work at the customer? Dr. Martin Wünsch and Carsten Ripper from Bertelsmann

AG shared their experience with the implementation of the just.connect platform.

Bertelsmann is an international media company encompassing television, book publishing,

magazine publishing, media services and media clubs in more than 50 countries with more than

100.000 employees worldwide. Established as a spin-off from the Corporate Financial Reporting

division Bertelsmann Business Consulting (BeBC) reports directly to the CFO and remains a

wholly-owned subsidiary of the Group. After many years of managing customers within the

Bertelsmann Group, Bertelsmann Business Consulting will now focus increasingly on external

customers as a special provider of consulting services in the areas of reporting and

consolidation. During the dynamically growing consulting business BeBC recognized the need to

manage communication challenges by developing a system that allows the sharing of

knowledge within the company overcoming cultural boundaries.

So Bertelsmann AG decided to implement Enterprise 2.0 based on a pilot for BeBC’s consulting

business. As technical solution Bertelsmann selected the platform just.connect from Just

Software AG.

The aim was to create an interactive communication and cooperation platform across internal

and external project teams, including customers as well as consulting partners. Without being

bound to geographical or hierarchical restrictions staff should be enabled to communicate and

organize themselves in different sub-groups to exchange knowledge resp. experience topics.

Inefficient email traffic should be replaced by open communication and collaboration.

Even as the system is not fully integrated into the company today, there are several learning’s

discovered. A Facebook like web 2.0 approach fosters the acceptance especially by the younger

people in the company. What’s more, new employees have a good chance to get in contact

with other staff and can easily get an overview about any ongoing project.


4.7. Regaining Business Agility

How can we increase business agility of corporations by using social software? Dr. CheeChin

Liew from BASF showed improvements on business processes.

The increasing speed in product development cycles at BASF requires different communication

skills and tools. BASF is a people-oriented organization changing from hierarchies & teams to

ever-growing networked formal as well as informal communities. To support this process the

global platform Connect.BASF for internal knowledge sharing, networking and collaboration

was introduced.

It started out with a steering committee on that topic with a board member as sponsor. The

showcase was demonstrated in form of presentations and demos on special events as well as in

forums. During the launch phase there was a focus on IT implementation, but it is an ongoing

project. Today for example there are connect.BASF days with external, inspiring speakers doing

a lot of demoing and presenting. Consulting is also part of the job, helping departments/groups

understand e2.0 and use tools. Up to the pilot phase BASF had 1000 users.

From that point BASF stopped project communication. Five months later there are more than

15.500 participants. There is no central control and support is done by the evangelists. BASF's

communities grew emergently. "Don't coach them from the beginning" says Dr. CheeChin Liew.

You have to keep the engagement up with a system that works for your needs. The benefits are

that employees can present themselves and be visible (profiles), build up & strengthen network

ties (communities), find experts (tags), share knowledge (blogs), work together (files & wikis).

The communities resent as an emergent structure like following:

● U4O: experts & professions (expertise)

● U4U: social networking (interest)

● O4O: projects & working teams (practice)

● O4U: initiatives & services (dialogue)

One success story is that micro blogging has been used for exchanging studies, adding other

studies, so that the marketing manager can share this info professionally with the whole team.

The second success story is that employees feel connected in an hour of need through a blog

for a donation in Pakistan. Employees could follow the amount of donation and promote a 2nd

stage for helping people in need. The five basic highlights are:


● People-oriented and voluntary character

● Visible commitment from top management

● Leadership by advocates and community builders

● Transfer of communications and workflows

● Sharing of benefits and success stories

4.8. Strengthening Collaboration

In September 2009 Swiss Re went live with an internal collaboration platform. Swiss Re is a

knowledge and expertise intensive business which is getting more and more complex with

customers looking for tailor made solutions. The geographically dispersed teams have a strong

need for collaboration.

The implementation kicked off a lot of changes in the company. Anu Elmer, core team member

of the initiative, stated that “in order for you to go out and swim in the ocean you first have to

learn how to swim in the lake“, implying that it makes sense to learn how to use new

technologies and work in a different way first inside the company.

The collaboration platform is based on Jive SBS. The first groups to emerge on the platform

were groups formed around key customers to foster cooperation between different client

teams around the globe. The big variety of communities also includes several innovation groups

and learning groups such as the Leadership Development Program.

The company has a strong collaborative culture which provided a strong foundation for the

platform. Nevertheless, employees needed inspiration and role models to understand how to

use the new technology and what were its benefits. The goals of the platform included

supporting virtual and asynchronous teamwork, sharing information and knowledge, getting

more agile and responsive resulting in faster innovation processes and solution capabilities. Last

but not least, the platform was to foster a more dialogue-centric and engaging company

culture.

Swiss Re E 2.0 team is of the opinion that in order to initiate an Enterprise 2.0 change you need

to have a business need first and then choose the right technology to adapt to it, not the other

way round. For a change of this kind a very strong legitimation from different stakeholders is

needed. A grass root approach without management support possibly would not gain enough

momentum or could be aborted. Swiss Re therefore combined a top down support with a

bottom up initiative. In order to develop business relevant use cases and community

management skills they started looking for advocates who could translate 2.0 into real business

cases. The change management approach mostly relied on viral peer level promotion.


Furthermore, focus was put on providing an integrated platform supporting daily activities and

on recruiting advocates from core business functions as role models. Another important insight

was the need to to synchronize the change with business needs and company readiness.

Swiss Re’s approach for implementation was to “go small and start fast” – the core team

consisted of 5 people from different units. A pilot run for three months and resulted in

business-relevant content being already available upon rollout and the users immediately

seeing the directs benefits of the platform. After one year the platform became an integral part

of the company with 12.000 users of which 85 % actively participate. 15 % of them create

content, the rest replies, comments and asks questions. The users include members of top

management who join discussions, create blogs and share their ideas.

Today there are around 500 out of 700 very active and vibrant communities. Every community

has their own community manager. They are coached on how to successfully lead a community.

People look for advice, contacts and experts. In order to get even more out of the platform and

the emerging communities it is crucial to coach the community managers and give them official

recognition for their work, e.g. through setting up an annual community award.

4.9. Enforcing Business Innovation

How can we enhance business innovation processes with social software? Stephan Oertelt from

BMW and Alessandra Pelagallo from Telecom Italia discussed different social media approaches

to enforce business innovation.

The innovation platform "Red Square" at BMW represents a virtual market place, a melting pot

for different elements, be it ideas, concepts, or the users of the platform. This creates a basis

from which develops a platform for communication, action and interactive exchange. Red

Square serves as a catalyst for the emergence of new ideas and concepts and expands

inspiration in all directions through the variety which is offered.

These thoughts lead to the first basic idea of the Red Square philosophy, namely openness,

freedom and transparency. In Red Square, it should be possible to allow everything, to take in

all ideas, to promote diversity, so that from this tension and energy, innovation can arise.

Creativity and innovation are only possible if an adequate platform is provided, which is

accessible and free to all and open to diversity. This platform is created and offered through

Red Square.

All employees of the BMW Group have access to this collective knowledge, are able to discuss it

and further develop themselves and thus achieve an optimum. The idea of networking leads to


the next element of the Red Square philosophy. The platform is designed to resemble

a living organism, a growing system that is not controlled from outside, but with development

and dynamics in itself. This is achieved by both content structures (ideas and concepts), and

such structures which emerge between the participants (formation of groups, interest

groups and associations) which are formed.

At Telecom Italia the whole E.20 project is called the Archimede project with the basic function

of collecting ideas from 200.000 employees. When the Open Access was formed there were

20.000 people from different backgrounds, different jobs and skills. The whole idea was a

bottom up suggestion to enhance business processes.

The goals were to involve the targeted 20.000 Open Access Employees and let them define

topics around idea and knowledge sharing with Archimede as the 2.0 evolution of ideas. In

Archimede you can post comments, ideas, suggestions, invitations and you can create groups.

The result has been 2.500 ideas, 6.000 unique visitors, 15.000 accesses and 792 comments

moving from an unstructured system to a structured one by Homogeneity as well as the

evolution of teams and clusters on ideas. A grading matrix has been additionally installed with

the three dimensions Quality, Efficiency and Transparency. There is a full feedback support for

all participants as well.

The outcomes for the company are benefits from projects, action plans, idea implementation

and an organized knowledge system for new start ups. The impact on the implementation of

ideas can be seen as well.

The lessons learned are to work even more on the brand awareness, give more feedback, look

for more top manager’s commitment, involve people and see 2.0 as an opportunity to get

better idea with a bottom up approach while focusing on strategic business topics.

4.10. Improving Talent & Skill Management

How do talent and skill management practices change with the emerging social software?

Franck La Pinta from Societe Generale and Ellen Trude from Bayer Business Services gave

insights into their projects.

Enterprise 2.0 is an opportunity to propose a new social agreement in order to promote new

skills in relationship, cooperation, collaborative approach in the way of working. At the end of

the day, Enterprise 2.0 can be a new model of reference. Enterprise 2.0 provides new


information about employee’s competencies and skills to HR or it is an option for a better

match of competencies, employee’s expectations and internal needs.

The situation at Societe Generale regarding the external environment is tougher legal

framework, a high technicality, low growth and a war for talents. With HR 2.0 the brand is

replaced by your reputation. The online presence is an element of the offer and therefore a

criterion of choice. In order to develop an attractive employer brand you have to facilitate

sourcing and recruitment. Today, the relation between job seekers and companies is totally

impacted by the new behaviors affected by social networks.

The HR 2.0 ecosystem meanwhile exists of e.g. wikis and blogs for job descriptions, for

recruiting or for career paths. Four main objectives structure the presence on „ the outer belt“:

● Focused targeting

● Discussions

● Exchanges

● Relays of our brand

You have to be open and approachable, accept an equal relation, take part in the eco system,

listen and explain more than attempt as well as being proximate and modest.

In order to start an Enterprise 2.0 initiative you have to first build up Social Media Competences

within the company says Ellen Trude from Bayer Business Services. Offer a workshop or an

information presentation about your own experience and ways of using Web 2.0. But in order

to do that you have to define the target group and targets first.

The idea behind “Enjoy Social Media” is to provide the users with enough Social Media

competences so that they can act upon independently in the Web 2.0 environment. Therefore a

Social Media Skill Matrix with the three layers “Knowledge”, “Skill” and “Approach” has been

developed, the project got approved and the budget provided in order to build a learning

environment designed through workshops.

Social Media Education at Bayer formally consists of a Project competences Matrix, a learning

environment, workshops and customized solutions as well as presentations. The learning

environment consists hereby of the curriculum, standards for the „virtual trainers“ and the

platform itself. There are 5 different learning steps separated into 2 different levels (Discoverer

& Explorer). The learning steps are:


● Watch User Generated Content

● Join User Generated Content

● Collect & Share User Generated Content

● Critic User Generated Content

● Create User Generated Content

There are specific assignments to be fulfilled at each level for the participant with the

Discoverer Level taking up to about 20 hours of time and the Explorer Level up to about 50

hours. The course is kept general for everyone and not specified to certain job positions so

people can find out on their own how to use Social Media for their specific job purposes best.

The project has so far been established with several project partners working on technically

setting up the learning environment in the “mixxt” community platform, developing online

sessions and training the moderators on how to facilitate and lead the participants through the

program. Additional partners are concerned with the facts of setting up resources for the

learning environment in order to make it easier for the participants to follow through the

assignments. The role out of the learning environment is supposed to happen this year. (The

learning environment is active now)


5. Adoption Plan & Management

5.1. Adoption Archetypes & Pattern

In their presentation of “Exploring the Adaption Archetypes” Alexander Stocker and Alexander

Richter described their developed pattern of understanding of enterprise 2.0.

Out of their research about the adoption of Social Software they developed a grounded theory

approach which led to two different archetypes. The presentation is based on a study of best

practice cases and is a result of the evaluation of these cases.

First, there is the archetype of exploration.

It is specified through a continuously identifying process of feasible usage scenarios for IT-

services which are suitable for any use. Here, the potentials are often not clear in the forehand;

the implementation is part of the exploring process and can be seen as a learning process with

a bottom-up approach.

Second, there is the archetype of promotion

This archetype is specified through a coordinated communication and a targeted training of IT-

services with the focus on certain modes of use. In contrast to the archetype of exploration,

there are clear expectations on how to use it. The decisions are made by the management,

which have envisioned a specific use case with a certain goal for using these tools. Therefore it

can be said, that this archetype is common in a top down approach.

As they stated, these two archetypes are found combined in some of the company. Some

started with the bottom-up approach like the first archetype and changed later on to the top

down approach. An adoption of both, exploration first and switching to promotion seems to be

a successful way.

5.2. Planning & Organizing Adoption

Luis Suarez from IBM set up 5 conceptual stages of an adoption process. In stage one the value

of enterprise 2.0 must be discovered and learned. The possibilities of this approach must be

clear. In the second step, it is necessary to recognize the use for business. How can it be used to

support process with the most benefit? The third stage is the “all together”-approach. People

must learn to work together and have to internalize the benefits of enterprise 2.0. Step four is

to set up integrative workshops to further establish the culture of enterprise 2.0 in the

company. In the fifth stage there will be a shift in the perspective, the culture of enterprise 2.0

is installed and all the benefits of enterprise 2.0 can be received.


There are different levels of maturity within the company. In the road ahead, change

management is a big issue, because change of behavior takes time.

5.3. Managing Adoption

Critical success factors and key findings

In his presentation Prof. Dr. Thorsten Petry from Wiesbaden Business School spoke about

critical success factors for the adoption process of enterprise 2.0. Openness is a critical factor

for the adoption of Enterprise 2.0. Especially management has to be open as a role model.

Enterprise 2.0 works best with a mixture of bottom-up and top-down approach.

Another critical success factor is the definition of clear responsibilities. Clear and central

responsibility for the topic is often missing in companies. Also the corporate management is

rarely in the driver seat of the implementing process. This leads to the third critical success

factor the maintenance of control of the implementation process. If the management or the

responsible department loses the maintenance of control, the process will stagnate and the

whole approach is in danger to fail.

Cécile Demailly gave an overlook to possible early strategies how change can happen towards

enterprise 2.0 and stated three key findings.

1. give it sense

2. make it balanced

3. sustain the change cycle

First, one has to think about what best fits the company and its culture. It is necessary to be

aware of the fact that technology is also important, but it is not only technology. The

organizational level has to support the strategic vision and the change must help on the daily

work, so that people accept the implementation and changes in their workplace. And also the

management level must support the new management model. It is important to find a good

balance between the different parts.


According to Cécile Demailly there are four distinct phases to sustain the change cycle:

Phases 1: Awakening the focus on connecting the change towards enterprise 2.0 with the

organizational culture and strategy.

Phase 2: Envisioning the approach of enterprise 2.0. Pick up an apprentice, start with a test

phase and set up the change governance. Also in this phase you start to recruiting early

adopters to develop a working structure.

Phase 3: Re-architecting. Now it is necessary to put the tools together and make them work

well for you staff. Also people should be able to try it out.

Phase 4: Leveraging and stretching. Learn from the input of your users and overwork the

structure and tools. The goal is to create an intuitive structure with tools that are needed and

wanted.

www.e20-summit.de

European Conference about

Enterprise 2.0

Expert Talks

and Praxis Cases

Enterprise 2.0 Summit 2011

www.e20-summit.de Paris, 16. - 18. November


6. Summary Early times of Enterprise 2.0 are gone. Now companies are presenting their cases based on a

maturity level. At the beginning many Enterprise 2.0 initiatives started as grass root projects.

Enterprise 2.0 was new and it was simply trial and error, the destiny of early adopters.

Sometimes the management was involved, but mostly it was just done by a department or a

team driven by web 2.0 evangelists. Some of these projects “infected” the whole company and

changed the way people work together. Some of the projects just died or stagnated. Companies

learned from these experience and we can determine an Enterprise 2.0 maturity now.

There are two major approaches which can be seen at successful Enterprise 2.0 projects. You

can find a holistic approach, driven by the top management, and a set of small initiatives driven

by a bottom-up approach. Both can lead to a successful Enterprise 2.0 adoption.

The holistic approach is driven by the management and the goals are set. Ideally, a team was

appointed which accompanies the whole process. Everything can be prepared before you start

with Enterprise 2.0. It is recommended to start with an open project communication, as a good

example for the way Enterprise 2.0 is working. It is also a good way of finding evangelists. They

will start to comment early. Probably it is good to invite them as team member. It is better to

have enthusiastic team member than having a team of people who are member, because it part

to their job role.

But even with a holistic approach it is a good approach to start with small projects and testing

the tools. These small projects can be done more easily than to do the same in the entire

company. Failures do not have the same impact and you can start with departments or

business units which see Enterprise 2.0 as a good tool to support them. Other can learn from

these good examples and you will get an organic growing which can be pushed by the project

team. But at some companies it is better start with the whole company.

The bottom-up approach has been tested with positive results. With many of the Enterprise 2.0

tools also small teams will recognize benefits for their daily work very soon. Otherwise you do

not probably see the whole picture. There are only the benefits for this group in focus. It is

recommended to have at least the backing of one or more members of the top management.

Otherwise there is a risk that the project will be stopped when getting awareness. Many


companies changed from the bottom-up approach to the top-down, after the first projects

were done successfully and the management saw the benefits.

There is a big discussion on whether it is important to see the entire company or using flexible

solutions which addresses teams and organizational units. Generally it seems that the holistic

top-down approach is the better one, but it must fit to the company culture.

There are some discussions as well whether there is a need to have an open minded culture

starting with Enterprise 2.0. That means some kind of “E20 readiness”. It will be difficult to

changing the culture without tools which allows transparency and to give employees a voice.

It sounds like a hen and egg problem, but it is not. Generally you should start with Enterprise

2.0, because that is the way people will change their behavior. They will learn to communicate

and collaborate. It will change the way people work together. So every Enterprise 2.0 project

will be a change project. This needs to be clear at the beginning and it needs to be handled like

any other change management project.

In a company with a very strong hierarchical thinking and a top management which forbids any

intervention of staff you should think about Enterprise 2.0 carefully. It will be definitely a tough

project than with the good possibility to fail. It needs at least certain openness and a willingness

to respond to demands of employees. You can’t provide a comment function and invite

employees for example and just work than before as you didn’t hear the voice of your staff.

They won’t comment any more and your project is dead. So it’s not really necessary to have an

Enterprise 2.0 culture at the beginning, but you should know the culture of your company

before you start.

Whatever approach you choose, you need to define a clear responsibility. Someone needs to

push and control the project. Not everything needs to be done by this person, but someone

need to take care. This isn’t different from any other project.

Read more at the Enterprise 2.0 manager study:

http://www.slideshare.net/nsightresearch/requirements-e20-manager

The discussion about Enterprise 2.0 moved to a more culture driven discussion, because it

affects the culture of a company and it is working only, if you take care about the motivation of

the employees. Some people are supporting the opinion “it is all about culture”, but that’s not

true. The Enterprise 2.0 solutions need to fit into the company. It needs to be integrated into

the IT landscape. The tools should have a good usability. It helps to keep the barrier low. People

will use the tool only, if they can easily use it and if they are getting the information which


supports their work. Probably, it is helpful to run a usability test, especially when the Enterprise

2.0 applications are integrated into an existing Intranet, for example.

For some tools, like Wiki’s for example, it is not recommended to start with an empty version.

People need at least some examples to understand how it works. It is also a problem for people

to be the first to create content. It is a good approach to go through the existing tools for

content which can be moved. By doing this, you will find relevant content for the Wiki which

does not need to be created again. You should not forget to update it and remove it from the

old resource. Otherwise you will have the same content at two places and you will get two

versions of it after some time.

At the beginning of Enterprise 2.0 many people thought it was user generated content and you

did not need to take care. This is not the case. People need advice and support, thus if the tools

are very easy to use. In small companies it can be done centralized. In bigger companies or

groups you need to do it via community managers. These people need to be well trained and

need a central support, if they have problems.

Communication from the beginning of a project is important as well. Employees need to be

involved. So that it is easier to motivate them. Using Enterprise 2.0 tools like a blog or micro-

blogging is a good role model as well.

It is not a bad decision, to install a steering committee for the project. At least one member

should be somebody out of the top management. You will get the right awareness and the

decisions will be valid. It is also good for your own resume.

The benefits of Enterprise 2.0 have been shown in many projects. One must make sure that the

right elements are chosen that fit to the company and its culture. Allow Enterprise 2.0 some

independent development. Not every use case can be seen at the beginning, but the employees

will find it. It is also advantageous to show good examples for the use of Enterprise 2.0.

We know a lot about the Enterprise 2.0 adoption nowadays, but you need to be sensitive about

the corporate culture. Not everything works for every company.


7. Author information Author: Joachim Lindner

Joachim Lindner has more than 13 years experience in marketing and communications. For

most of that time he dealt with the subject of online communication. Many successful intranet

and enterprise 2.0 projects form the basis of his experience.

Twitter: http://twitter.com/JoachimL

Many thanks for the research assistance to Milos Vujnovic and Tobias Brenner

The study was published under the Creative Common license. The content can be used

completely or in parts by naming the author.

Enterprise 2.0 adoption from N:Sight Research GmbH is under a Creative Commons

Namensnennung 3.0 Unported Lizenz.


The study is a product of the:

N:Sight Research GmbH

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81541 München

About N:Sight Research GmbH

N:Sight Research GmbH is an independent research and consulting firm based in Munich.

N:Sight publishes studies and professional information on the topics internet, intranet,

knowledge management, Enterprise 2.0 and social web. N:Sight analyzes best practice

scenarios and tools with empirical and qualitative methods.

In addition to studies, N:Sight also provides seminars and strategic business consulting on the

basis of the research results. N: Sight Research GmbH is a subsidiary of the Kongress Media

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