1. Mastering the E20 Journey
Review & Perspectives from E20 SUMMIT
Björn Negelmann – N:Sight Research
@bjoern_n

2. Agenda (30min)
 E20 SUMMIT –
A Book in 4 Chapters
 Recalling the Tales
from E20 SUMMIT 2012
 The Realist calling
for the Renaissance
 Framework & Roadmap
to master the E20 Journey
Image by Philipp Klinger

3. MASTERING THE E20 JOURNEY
TOP 1
E20 SUMMIT –
A BOOK IN FOUR CHAPTERS … SO FAR!

4. E20 SUMMIT –
A Book with four Chapters … so far!
 Key Questions:
Opening Project
Communication  What are the characteristics of
with Blogs the so-called „Enterprise 2.0“?
 Why sharing does „good“?
 Case Studies
Wiki-based
 E20S: SFR, Fraport, BTicino , Motorola
Knowledge
Capturing  E20F: Deutsche Bank, Adidas, Festo, Bosch
 Characteristics
 Departmental driven
Social  Knowledge retention driven
Bookmarking-
& -Rating
Mar 2008 Nov 2009 Oct 2010 Feb 2012

5. Structuring E20 use scenarios in 2008
- based on a strong KM orientation!
E-Learning
Distributing IT-Training Glossare
FAQ
IBM Yellow Pages
IC repository wiki Pro7Sat1
Produkt-Doku
Fraport
UN-Kommunikation
Alles rund
Projektmanagement
um Betrieb Market Intelligence
Ideen- British Telecom DrKW
PLMSynaxon Inventarisierung PIM
Documenting Management ProzessDoku
ProzessDoku Market Information
Cablecom Prozess-Doku QM-Handbuch
ProjektMgmt
Motorola
Kollaborative B Braun QM-Wiki Customer
Vorstands
Innovation assistenten-Wiki Feedback
Customer
Competitive Production Listening SFR
Capturing Information Issues Management
Intelligence System
R&D Planning Operations Production Marketing Service

6. E20 SUMMIT –
A Book with four Chapter … so far!
 Key Questions
Opening Project Innovation  Fostering & Improving the
Communication Management
Collaborative Performance
with Blogs
 Understanding the key characteristics
Collaboration
of social
Management 2.0
Wiki-based  Case Studies
Knowledge  Dt. BW, Rheinmetall, ISO, CSC,
Capturing Knowledge Dassault, OTTO, SUN, Schlumberger +
Management 2.0  Characteristics
Social  Still departmental
Bookmarking- Internal  Very much „silo-ed“ approaches to
& -Rating Comms 2.0 lever social potentials
Mar 2008 Nov 2009 Oct 2010 Feb 2012

7. Understanding E20 as key to lever
new or hidden business potentials!

8. Structuring the use scenarios in 2012
- still „above the flow/process“ !

9. E20 SUMMIT –
A Book with four Chapter … so far!
Improving
Talent & Skill Mgmt.
 Key Question
Opening Project the Path Innovation Enforcing
 Setting to an Biz Innovation
Communication Management
Open & Agile Enterprise Strengthening
with Blogs
 Improving Biz Processes Collab.
Collaboration Regaining
with Social Technologies
Management 2.0 Biz Agility
 Wiki-based
Case Studies
Knowledge Océ, Swiss Re, HP, Hypoport,
 C+W, Facilitating
Capturing Info Exchange
Knowledge TI +
Renault, BCG, BASF, BMW, Fostering
 Characteristics Management 2.0 Knowledge Sharing
 Some already corporate scope
Social Enhancing
 E20 Internal
Bookmarking-initiative as social layer to Info Flow
improve organisation 2.0
& -Rating Comms Improving
Internal Comms
Mar 2008 Nov 2009 Oct 2010 Feb 2012

10. Understanding E20 as an evolutionary
process – like a virus dissemination!

11. E20 SUMMIT –
A Book with four Chapter … so far!
Improving Open Innovation
Talent & Skill Mgmt. Practices. Social Biz
 Key Question Analytics
Opening Project Innovation Enforcing Social CRM
 Understanding the Social Business Excellence
Biz Innovation Practices Social in
Communication Management
 How to create business value systematically?
Strengthening Strengthening Biz Processes
with Blogs
 Case Studies Collab. Collab. Model for
Collaboration
 Alcatel-Lucent, Danone, AXA, Unicredit, Legardère,
Regaining Regaining Biz Trans
Management 2.0 Biz Agility
Wiki-based LdE, Allianz, LaFarge, Dt. Bank, St Gobain, Pernod + Biz Agility E20 Mgr
Knowledge Facilitating Improving Role
 Characteristics Info Exchange Knowledge Retention
Capturing Knowledge corporate scope Social Skillset
 Quite a number with a Fostering Fostering Mgmt
Management 2.0 from Knowledge Sharing Knowledge Sharing
 Projects with sponsorship HR Social Workplace
Social Mass adoption as the biggest challengeEnhancing Enhancing Design
Bookmarking- Internal Info Flow Info Flow
& -Rating Comms 2.0 Improving Improving
Internal Comms Internal Comms
Mar 2008 Nov 2009 Oct 2010 Feb 2012

12. MASTERING THE E20 JOURNEY
TOP 2
RECALLING TALES & BEST PRACTICES

13. In the search for
Social Business Excellence
We need to take the middle No single answer for
management on board and to the whole thing.
show them their new important
role for the transformation. Need to look at the business
value creation of social for
each line of business.
Yves Caseau, Bougyes Telecom Rawn Shah, IBM

14. To prove the ROI of E20 initiatives
is a dead simple equation!
Social Value Dimensions: Capturing, Collab. & Discovery, Insight, Transformation
Source: Rawn Shah 2012, http://www.slideshare.net/rawnshah/understanding-social-business-excellence-enterprise20summit-2012-paris

15. In the search for
the model of the next enterprise
Without my network I never The new enterprise needs a
could have made it happen – new leadership paradigm –
the social network scales towards the knowledge
this benefit to a better extend! entrepreneur, farmer of trust
and harvester of skills.
Jean-Christophe Kugler, Renault Richard Collin, NextModernity

16. The new model is a by technology enabled,
lateral and adaptive power system.
Richard Collin, Nextmodernity

17. In the search for
the next generation eco-system
We need to empower the
workforce with social
technology and a new eco-
system to solve problems faster
and more efficient.
Dion Hinchcliffe, Dachis Group

18. The social eco system must provide
a closed loop – to support the change!

19. In the search for
the best adoption & transformation approach
Projects driven by
system changing idea  Clear transformative focus
 Cultural initiative at beginning
 Returning to adoption
groundwork in further steps
Socially
Enhanced & Transformed
Projects driven by Business Model
system improving idea & Organization
 Initiated with a clear supportive
objective to enhance existing processes
 Limited transformational scope at
beginning
 Transformation as indirect effect

20. Understanding E20 as incremental
& evolutionary process!
Maturity Model
by Cordelia Krooß,
BASF
Business
Piloting Maturity
Transformation
Stage Stage
Stage
Transforming
Postive Evaluation Deliver Effects
towards a
of Piloting to Business
new org. form

21. MASTERING THE E20 JOURNEY
TOP 3
THE REALIST CALLING
FOR THE RENAISSANCE

22. The not achieved prove of the business
value can be a show-stopper!
Source: http://www.youtube.com/watch?v=XMTC3qOH5lM
More Vids in our Youtube channel: http://youtube.com/kongressmedia

23. MASTERING THE E20 JOURNEY
TOP 4
FRAMEWORK & ROADMAP
TO MASTER THE E20 JOURNEY

24. Distinguish different stakeholders &
disruption moments
Business
Piloting Maturity
Transformation
Stage Stage
Stage
Critical
Participants Tech Savvy Internal Senior
for stage success
People Networker Leaders
Critical Mgmt. Business
Supporters HR & OE
for change Sponsor Line Mgr.
success
Disruption Disruption Disruption
• Boundaries of • Project Coordination & • HR & OE
Collaboration Management processes
• Notion of individual • Role definition of
& corporate knowledge middle mgmt.

25. Distinguish actions for achieving
objectives & moving on
Business
Piloting Maturity
Transformation
Stage Stage
Stage
Transforming
Postive Evaluation Deliver Effects
towards a
of Piloting to Business
new org. form
Revision Revision Revision
Change on Change on Change on
indiv. level group level org. level
Re-Assessment Design Re-Assessment Design Re-Assessment Design
Tech. & Org.
Process Transfor-
Adoption mation

26. E20 project management is more than just
technology implementation & adoption
management

27. Checklist
for an E20 project management
Piloting Maturity Biz. Transf.
Characteristics of Stage
Key Objective
Key Stakeholder (Participant & Supporter Level)
Key Challenges
Obstacles & Retardent
Measurable Key Results
Optimization of Stage
Measuring Dimensions for Results
Actions to Optimize & Foster Result
Coaching, Comms, Role, Assessment
Change Planning for next Stage
Needed Stakeholder for Change to next Stage
Actions for Change
Individual Level
Group Level
Enterprise Level
Obstacles & Retardent

28. Backup: Planned structure for
E20 SUMMIT 2013
Keynotes Track 3: Discussing Models & Principles for
 Challenges & Potentials for HR in the Social the Future Organization & Management
Business Game (Jon Husband & French HR)  From Social Collaboration to Social Business
 Designing the Social Business Infrastructure Processes (Practices)
(Dion Hinchcliffe)  Building the New Infrastructure for Business
 From Adoption to Transformation Strategies Knowledge
(Roundtable with Practice Experts)  Developing and Mastering the Social Capital
Track 1: Discussing E20 Project (Practices)
Management  Leadership Principles for the Collaborative
 Assessment & Diagnostic Approaches Enterprise
to define the right project objective  Customer-Centered Business Value Management
 Transforming the Social Intranet to the Digital (Practices)
Workplace (Practices)  Fluid & Adaptive Models for the Org 2.0
 Governance & Risk Management for 2.0 Projects Interactive Workshop Track
 Gamification & Engagement Models (Practices)  Adoption Principles (Beginner)
 Models for the Social Business Analytics  Evolutionary versus Revolutionary – Experiences
 Building a new Mindset and Mental Model on the Business Transformation
Track 2: Discussing E20 Practice Experience  Internal Community Management
 Information & Collaboration Management  Action Plan for Supporting the Adoption
 Knowledge Sharing & Retention  Compensation Models for the Cooperative
Enterprise
 Social Business Process Management
 Adopting to Self-Organizing Systems
 Open Innovation Management
 Talent & Human Ressource Management 2.0
 Social CRM
http://e20summit.com

29. Thank you for your attention &
looking forward to your feedback!
Bjoern Negelmann | N:Sight Research & Kongress Media | @bjoern_n | bn@n-sight.de