Toward Enterprise 2.0 Survey Report now available

Monday, March 1, 2010 – 11:51 am
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This paper and the research behind it is based on an on-line survey conducted between November 2009 and January 2010, targeting MNCs and international organizations. Given the size of the panel (50 set of answers kept), this report is food for thought rather than proven statistical analysis. Financial and technical information was not our focus. Our intent was to study change execution.

Respondents were from the following organizations: Air Liquide, Alcatel Lucent, Alstom, Amadeus, AT&T, Bouygues, Caterpillar, Cisco, Deloitte, DuPont, Ericsson, France Telecom – Orange, GDF Suez, IBM, Kimberly-Clark, KPN, MAN, Mars, Mercedes-Benz, Microsoft, French Ministère de la Défense, Parker Hannifin, Relais & Chateaux, Royal Bank of Scotland, Sapient, Société Générale, Sogeti, Sony, Sopra, Swift, Thales, Tokyo Electron, Ubisoft, United Technologies, Valeo. Respondents answered in their own names rather than representing the official position of their employers; their answers were made anonymous in the report.

The report covers applications scope, corporate culture influence, strategic fit, change governance, user adoption and lessons learned. It compares views on the journey of change from different stakeholders, including CIO/IT, HR, Communications and early adopters. It gives a unique set of insights of interest for executives, strategists, change sponsors and change agents: what to focus on, and the right questions to ask at each stage of the change. It also highlights Early Strategies Enterprise 2.0 Maturity Model.

Purchase it here.

Excerpts here.

Some feedbacks: Cecil Dijoux on HeavyMental and Tech It Easy

Table of contents:

    Executive summary 2

    Introduction: the essence of our findings 5

      A compulsory though tailorable and promising change 5
      Give it a sense 5
      Make it balanced 7
      Sustain the change cycle 7
      Maturity and beyond 8

    Who answered the survey 9

      Respondents 9
      Their organizations 10
      Strategic fit 11
      Strategic reason to implement Enterprise 2.0 11
      Communication pace 12
      Tangible ROI 13
      Intangible ROI 14

    Corporate culture influence 15

      Cultural values 15

    Application scope 16

      Whitch tools are in use 16
      Tools integration 17

    Change governance 18

      Change agents 18
      Executive Champions 19
      Change Program leaders 20
      Cooperation between change leaders 21
      Policies availability 22
      Learning programs and mediums 23
      Top-down versus Bottom-up 25

    User and organization adoption 26

      Change restraints 26
      Employee adoption 27
      Management inducements 29
      Usefulness of adopting Enterprise 2.0 30
      Usefulness to your daily work 31
      Level of satisfaction 32

    Lessons learned 33

      What part of the change works well? 33
      What Part of the change did not work well? 34
      Lessons learned 34

    Appendix 36

      Early Strategies Enterprise 2.0 maturity model 36
      Analyst biography 37
      Early Strategies, what we do 37
      Contact us

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