In the last post I described an example of a co-located team functioning effectively across time, which can create its own kind of distance. In their book The Distance Manager, Kimball Fisher and Mareen Duncan Fisher identify six different types of virtual teams based on different combinations of time, distance and culture. I will address cultural differences within teams in a future post and here list Kimball Fisher and Mareen Duncan Fisher’s suggestions for functioning effectively depending on different combinations of time and location. Continue reading →
Virtual Teams: Time Creates Distance
When we think of virtual teams we think of people accomplishing outcomes together across different locations. There are significant challenges to working together this way. Yet there is another dimension to virtual teams that can add to the complexity of functioning like a team. This is the dimension of time. When people work together interdependently, yet operate at different times during the day, a different kind of distance is created that must be bridged. This is true even when time is the only thing that separates team members.
Web 2.0: How to Get it Right (2)
Introducing web 2.0 to your organization does not guarantee success. In a recent study of 50 early adopters, McKinsey Quarterly identified factors associated with success. In a previous post I summarized Web 2.0 strategies for participation. In today’s post I summarize Web 2.0 strategies for best use and Web 2.0 strategies to balance risk. Continue reading →
Web 2.0: How to Get it Right (1)
What are the success factors required to get web 2.0 right in your organization? McKinsey Quarterly studied 50 early adopters to determine what were the critical factors in ensuring web 2.0 is a success. Not all early adopters were entirely successful in implementing web 2.0 applications within their organizations. About half of the respondents reported being dissatisfied with the results of their attempts. McKinsey identified factors associated with success. In today’s post I summarize Web 2.0 strategies for participation. The following post summarizes Web 2.0 strategies for best use and Web 2.0 strategies to balance risk. Continue reading →
Web 2.0 Strategy: Overcoming Resistance
City of Ottawa Case Study: Part 4 of 4
A classic reason for resistance to change is people’s general discomfort with adapting to something new. We usually prefer the devil we know to the devil we don’t. It is no different with staff at the City of Ottawa when presented with the opportunity to contemplate adopting Web 2.0 applications. After years of imposed change, from SAP updates to restructuring and staff cuts, many employees at the City of Ottawa view new initiatives with a high degree of scepticism. Chris Wightman, manager of the e-Media team says that his number one obstacle to implementing web 2.0 technologies/social media at the city is “getting people to change”. He shared five strategies he used to overcome resistance. Continue reading →
Introducing Web 2.0 to Your Organization: Create Opportunities
City of Ottawa Case Study: Part 3 of 4
Introducing Web 2.0 applications for staff at the City of Ottawa required educating and building interest, experimenting and seizing opportunities as they appeared. Once enough support was established, the e-Media team was ready to look for an opportunity to present the value of web 2.0/social media to a wider audience within the organization.
The e-Media Team looked for a proof-of-concept project to showcase the value of social media in the work setting. They needed a high-profile, influential team within the city that could use social media tools and then introduce what they learned to other teams within the city.
Introducing Web 2.0 to your Organization: Seize Opportunities
City of Ottawa Case Study: Part 2 of 4
At the City of Ottawa the policy on surfing the internet is simple: only business-related access is allowed. Consequentially, many staff are insulated from what is happening outside the firewall. So when a public transit strike crippled the city last winter for over 7 weeks, through Christmas and numerous days of minus 40 degree (Celsius) weather, a small team within the City of Ottawa saw an opportunity. This team was the newly minted e-Media team, tasked with introducing social media to city staff.
Web 2.0 Strategy: How to Get Started in Your Organization
City of Ottawa Case Study: Part 1 of 4
Chris Wightman is an intense and sincere man who’s wry humour becomes obvious as you speak with him. He needs it as he has a daunting task ahead of him: to introduce Web 2.0 technology to the vast (over 15,000 employees) and disparate (100’s of business units) City of Ottawa. For an organization as conservative and segmented as the City of Ottawa, Web 2.0 is not an obvious match. Slowly but surely, however, Chris and his e-Media team are making inroads and having an impact. Chris presented his approach at a meeting at Third Tuesday in June, generously sharing what he has learned about getting started and overcoming resistance within the organization. Later I met with him over coffee to learn more about his experience. Continue reading →
Web 2.0 Applications for Your Organization: What’s Your Strategy?
Web 2.0 seminars are popping up everywhere and there is a sense that Web 2.0 applications are the Next Big Thing. Yet, to offer a schmorgisbord of tools for employees with no strategy around why, what, who and how to use Web 2.0 applications is to invite disappointment. In a report issued in 2007, Melcrum Publishing offers concrete strategies to consider when using web 2.0 applications to engage employees, summarized as follows:
1. Consider the implications:
Web 2.0 Applications for Your Organization
Much of the focus of Web 2.0 applications for organizations to date has been with how organizations can connect with their customers. As such, web 2.0 applications are very much a part of many businesses’ marketing strategies. But to leave it at that is to ignore much of the potential for Web 2.0 to change how organizations function.
Web 2.0 is uniquely suited to help employees collaborate more effectively, and to be more productive. As well, the very nature of web 2.0 applications engenders a completely different relationship between all employees regardless of rank, which, when handled well, promises to enable employee engagement and enhance well designed cultural change programs.
This post is an overview of:
Web 2.0 Applications for Improved Productivity
Web 2.0 Applications for Collaboration
Web 2.0 Applications for Employee Engagement
Web 2.0 Applications for Organizational Culture Change Continue reading →
