If Culture eats (Enterprise 2.

0) Strategy 
f b kf t
for breakfast …

… how do we take culture on?

o Hesse (CC) 2009

Enterprise2Open
Unconference at Enterprise 2.0
at Enterprise 2 0

ActEdge Arno
June 24, 2009 in Boston
Arno Hesse
ActEdge – innovating engagement
ActEdge innovating engagement
arno.hesse@actedge.com
Twitter:  @ahesse
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So what is Culture?
Shared Set of
Shared Set of …

Perceptions
p

Assumptions Values … that

guide …
Judgments

o Hesse (CC) 2009

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Beliefs Behavioral 
Patterns
Actions

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Culture – Illustrative Examples

Failure: blame the 
market!

It’s all about the  Team before 
numbers individual Perceptions
p

Assumptions Values
Best numbers = 
… that promotion!
guide …
Judgments

o Hesse (CC) 2009

Experience  Boss always 
matters leads meetings

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Beliefs Behavioral  Fine‐tune accoun‐
Patterns ting systems

Actions

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Culture Check: Where is your organization 
before Enterprise 2.0?
Enterprise 2 0?

Ass mptions
Assumptions Values

ƒ …. ƒ
ƒ ƒ
ƒ ƒ
ƒ ƒ
B li f
Beliefs Behavioral 
Behavioral
Patterns

o Hesse (CC) 2009

ƒ ƒ

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ƒ ƒ
ƒ ƒ
ƒ ƒ
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E2: What Culture Aspects Matter?

Exercise:

1. E2 Outcomes: Which culture aspects will be affected (in a successful implementation)?

2. E2 Inputs: Which culture pre‐condition will support or hinder an implementation?

Working Together Individual’s Environment Organization’s Stance

Teamwork Autonomy Adaptive Nimbleness

Information Sharing Accountability External Market Focus

o Hesse (CC) 2009

Trust Creativity and Innovation Aggressiveness

Politics Bureaucracy Customer Driven

Customer Driven

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Silo Mentality Hierarchical Risk‐Taking

Subset of Culture Assessment instrument (overall 36 scales)

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Enterprise 2.0:  Promise or Threat?

o Hesse (CC) 2009

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Marketing example from Whitney Michael’s Whitepaper on Enterprise 2.0

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Enterprise 2.0:  Promise or Threat?

We say…

Flat Organization!

Some hear …

Fewer Promotions?

Didn’t I do the right things all 

o Hesse (CC) 2009

those years to get ahead?

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Enterprise 2.0:  Promise or Threat?

We say…

Agility! Flexibility!

Some hear …

Nothing to count on anymore?
Now that I finally figured out 
f yfg

o Hesse (CC) 2009

how to work the system, 
everything will be in flux?

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Enterprise 2.0:  Promise or Threat?

We say…
Open Borders! 
Transparency!

Some hear …

Even more interference?

You mean the guys from audit 
You mean the guys from audit

o Hesse (CC) 2009

can see EVERYTHING?
They can’t handle the truth.

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Select the right Change Agents
Your Champions of Change

The Micro‐
The Micro‐Political
The Micro Political Forces of Change
Forces of Change
Blockers Snipers Followers Cheerleaders Visionaries

?
X ?
Ö
? ? !
? !
X ? ?
Ö

Owners of  Behave like  Underlying  Relationship- Driven by

opposing  ‐ often  followers until  resistance to  oriented and vision: intrinsic
rational ‐
ti l visions.
ii ti
triggered
d by glitch
b lit h change until 
h til motivated
ti t d bby motivation
ti ti

o Hesse (CC) 2009

Triggered by  benefits proven anticipated
provocation. benefits

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Isolate (distract) Allocate to  Surround with 
Leave alone for now visionaries cheerleaders
Keep as anti‐
Phase 1: example Round some up around change 
R d d h E
Empower, provide resources
id
champions
Separate from others
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 Assess the Organization’s Capacity to Change
Which unit to choose for the initial pilot?
Capacity to Change
Indifferent to External Environment In Touch with External Environment
Limited awareness of customers, competition Scrutinizes and responds to customers,
and market competitors and broader market conditions
Indifferent to Internal Environment In Touch with Internal Environment
Not open to assessing and learning from Actively solicits feedback from within the org;
organizational experience modifies the organization to promote excellence
Doubts about Senior Management Confidence in Senior Management
Senior management is perceived as not Senior management is admired; perceived to be
working as team and not worthy of trust trustworthy and to work as a team
Lack of Confidence in Employees Confidence in Employees
Rigid and conforming policies; lack of trust in Limited bureaucracy; high levels of trust in
employees employees; employee independence is valued
Fixation on Financial Results Relevance of Broader Meaning
Organizational goals are limited to financial Inspiring organizational vision and mission;

o Hesse (CC) 2009

results; goals do not inspire goals expand beyond financial results
Procedural/Bureaucratic Aggressive, Risk-Taking
Risk-averse; conforming; unadventurous Open to new ideas and approaches; risk-

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tolerant; non-conforming
Inadequate Systems and Procedures Adequate Systems and Procedures
Systems do not support organization’s goals Systems are in place that support key
organizational processes
Overextended; Too Much on Plate Available Bandwidth/Resources
Employees working at full capacity; unable to Employees are capable of taking on additional
take on additional workload work
From: feedback report to client 11
Culture Change Takeaways for E2

Purpose! Enterprise 2.0 is the answer to what question… ?

If Culture matters, include culture expertise in Enterprise 
2.0 deployments (and sales)
p y ( )

Soothe the anti‐bodies by proofing the benefits in a 
smaller subversive pilot
smaller, subversive pilot

o Hesse (CC) 2009

Assess the organization’s Capacity to Change when charting 

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the game plan
p p y p ,
Executives lead Enterprise 2.0 adoption by example, 
not mandate
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