Enterprise 2.0 culture change (2)

admin — Tue, 19 Jan 2010 12:45:35 +0000

I love the paradigm shift and the evolutionary human emergence that is happening in the world and what this means to how we do business. Earlier I reported about the insights from Nick Milton from his Knowledge Management perspective, now I’d like to point to what Arnold Beekes wrote on his Service Innovation blog.

Old culture	New culture
Purpose: To make as much profit as possible.	Purpose: There is meaning, a purpose in the organization and in the work itself
Management Style: Managers give commands to employees on what, when and how to accomplish goals. Managers control employees.	Management Style: Managers coach their employees as and when asked for. Employees determine how they will reach their goals. Employees are given responsibility and trust.
Customers: Product-out push. Transaction focussed	Customers: Needs driven. Lifetime value
Rewards: People are only interested in their salary	Rewards: Employees want more than a great salary. They are interested in having a more fulfilled life, less stress, and more decision-making authority within their job
Metrics: Mainly financial; profit and shareholder value	Metrics: People, planet, profit and stakeholder value
Workplace: The standard workplace is defined by managers	Workplace: Employees define/design their own workplace
Working hours: 9-5, 40 hours per week, on-site	Working hours: Defined by employees, based upon goals achievement, on-site or remote/mobile
Training: There is limited room for professional development	Training: If people grow (professionally and personally), the business grows
Information: Info is distributed according to your position	Information: Info is distributed according to your needs
Innovation: We have all the know-how inside	Innovation: We use the available know-how of the marketplace

Enterprise 2.0 culture change

admin — Sun, 25 Oct 2009 19:12:48 +0000

What cultural changes need to happen to make Social Computing (or Enterprise 2.0) a success? Nick Milton gives some insights from his Knowledge Management perspective…

Old culture	New culture
I know	We know
Knowledge is mine	Knowledge is ours
Knowledge is owned	Knowledge is shared
Knowledgde is personal property	Knowledge is collective/community property
Knowledge is personal advantage	Knowledge is company advantage
Knowledge is personal	Knowledge is inter-personal
I defend what I know	I am open to better knowledge
Not invented here (i.e. by me)	Invented in my community
New knowledge competes with my personal knowledge	New knowledge improves my personal knowledge
Other people’s knowledge is a threat to me	Our shared knowledge helps me
Admitting I don’t know is weakness	Admitting I don’t know is the first step to learning

If it’s true that this shift is still to happen for most people in most companies, I get worried about the global challenges we are facing. Personal development goes through the stages from ego-centric, to ethno-centric, to world-centric. In my humble opinion, the next cultural shift, such as Nick Milton described should happen within organizations, is needed between organizations of all kinds. I’m fascinated how to make this happen and facilitate such organizational and cultural change.

iObserve » cultural change

Enterprise 2.0 culture change (2)

Enterprise 2.0 culture change