Early Strategies blog

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
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Tags: Enterprise 2.0