I wanted to see if there is a general framework or pattern when creating an enterprise2.0 strategy.
There seems to be no exact recipe when coming up with it since it is a “people project” and not an “IT project”. Check out Kevin Jones‘ (NASA) as well as Bart Schutte’s (Saint Gobain) blogs.
I’ve referenced works from nGenera, practitioners from the 2.0 Adoption Council, thought leaders like Andrew McAfee, Gia Lyons, etc… to see what that general framework looks like.
A Framework For Enterprise2.0 Strategy
It seems that e2.0 strategies can be categorized under Andrew McAfee’s 6 organizational strategies.
The blackbelt session from Susan Scrupski’s 2.0Adoption Council has similar buckets as well.
1. Setting a Clear Goal (building the business use case and getting executive buy-in)
2. Technology Selection (based on goal)
3. Adoption and the Long Haul (setting expectations)
4. Communication & Education (sustenance)
5. Measurement (based against goal)
6. Living By Example
Setting A Clear Goal (Building The Business Use Case)
- “Building the Business Case” is really about making clear “what is it exactly that we are trying to do?”
- There are strategic workshops offered by nGenera, Dachis Group, Jive, and other companies that help us nail down a clear goal.
- nGenera has a paper called 10 Collaborative Intents and Business Values. Collaboration is a big word and this paper helps nail down exactly it is you are going after in collaboration and maps it to various business values. Tammy Erickson takes it a step further and maps it to productivity values from a knowledge management perspective. With the goals defined, you can measure how successful you really are.
- CSC and Claire Flanagan has a great example of laying out a clear business case which helps generate an RFI which leads to technology “bake-offs”.
- A good business case will address the painpoints (what’s in it for me?) and it’s used to get executive buy-in.
- This clear business case will lead into the next step which is technology selection.
- This will also affect the rest of other steps listed above.
My focus is really getting step 1 nailed. I would appreciate any feedback to make step 1 better (frameworks, patterns, best practices, experience, etc…)
Ken, if you need help with Step 1 we have a framework here : http://c7group.com/social-business-consulting-and-integration-services/ – I can’t go into extreme detail here as that’s giving away the farm as C7 Group focuses on social business strategy for social business projects.
During the strategy phase of the project the team will conduct the interviews planned in week 1 and gather supporting information from both inside the enterprise and external sources (e.g., Internet, Gartner, Forrester, Harvard Business Review, associations).
For these interview sessions, we typically provide the client with an interview guide to structure the sessions. At a high level, the sessions are intended to uncover current state processes, desired future state and any challenges currently faced. We also try and find out what the ideal future state would be – if there were no restrictions in place.
When identifying gaps, we look at current state against both desired future state and best practices for this type of project. The future state may be completely “Greenfield”, or undefined. In these instances, the client is typically looking at us as experts to help them define what their vision is.
Generally, this phase of the project will yield the business and technical current state as well as the gap analysis that will make it into the final deliverable.
By: Mark Bean on October 28, 2010
at 3:44 pm
Mark,
Thanks for reaching out! I will definitely run this by the team.
Thanks!
Ken
By: kendomen on October 28, 2010
at 4:13 pm
If you would like to talk I can schedule some time – 916 342 6135
By: Mark Bean on October 28, 2010
at 10:49 pm