Enterprise 2.0 Change Management
Its quite interesting to see how some companies go ahead with big transformation projects and spend millions of dollars on IT systems that provides them with all these cool new functionality, more streamlined business process and better management of the business in general but fail to realize that no matter how much you spend on whatever cool systems, it will be pointless if change management is not done properly. Ultimately, its people who are running the systems.
In Enterprise 2.0, change management is even more important. Fundamentally, Enterprise 2.0 changes the way people work and interact with other colleagues, suppliers and/or clients. Stakeholders need to understand the shift in work habits, communication standards and also the soft skills needed to manage relationships online. No matter how great a technology can be, it is only as good as the person who controls it.
So how do you perform a good change program with enterprise 2.0? First of all, users need to be convinced that Enterprise 2.0 works and it will make their life easier. No one should force anyone to use any system.
Secondly, overview of the tool should be provided, a clear roadmap, timelines and instructions should be provided. Thirdly, training should be provided. If the tool is easy to use, you can consider sessions like lunch and learn. Fourthly, online help, documentation and easy access to an adviser is very crucial. Finally, as many Enterprise 2.0 evangelist would say, you need champions and I believe the more the merrier.
Rafael Navarro said,
Sean,
Congrats for your blog. I definitely agree in what you say. However, I was expecting a bit deeper research in change management tips and guidelines to implement and deploy E2.0 initiatives. I will be following your say in the future.
(apologies my blog is bit out of date. however, my shared RSS feeds are updated weekly)
All the best,
Rafa.
Sean Lew said,
Hey Rafa,
Thanks for dropping by. I do agree there is alot more to change management. Without project specific details, its hard to talk about it at a high level. The key is to tailor a specific solution to the situation and environment. If you have any specific questions, please feel free to ask.
rick maurer said,
Sean –
I am always glad to see change management given a seat at the table, especially in changes that involve technology where it is often absent.
I agree with the points you make, and I’d like to add a thought. In my own work, I found that people either resist or support change for three reasons:
They either get it or they don’t. (Level 1)
They either like it or they don’t. (Level 2)
They either trust the leaders or they don’t. (Level 3)
Too often change management is limited to Level 1 – making sure people understand what it is and know what they are supposed to do. These things are important, but Levels 2 and 3 are the real killers.
Level 2 resist suggests that something about this change scares people. And since fear is an emotional response Level 1 data and plans isn’t a good match for the raw energy of emotions.
Level 3 has nothing to do with the change itself and everything to do with people’s trust and confidence in the leaders. Sadly, this issue is seldom addressed in change management strategies.
I look forward to your next post.
Rick Maurer
http://www.beyondresistance.com
http://www.changemanagementnews.com (blog)
Sean Lew said,
Hi Rick,
Fantastic comment. I know of the first two levels but never thought of level 3. How can you address a level 3 issue? I guess at a high level its really everything a successful leader should do and all but what are the specifics?
You’ve got a great blog by the way!
Change Management Senior Consultant – Towers Watson « Executive Leadership, LLC – Career Opportunities said,
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