Dec 5, 2013
The whole business world faces the continual pressure of technological innovation, which appears faster and faster. Whether it be social computing (new models of collaboration and ways of working), cloud (a new industrialised model where IT services are just one piece of the puzzle), mobility or big data, these technological revolutions bring huge changes in companies' ecosystems. Companies must view these changes as an opportunity and use digital technologies and IT Transformation to transform their businesses and catch the 2.0 wave.
  • Management 2.0 comes along with the “Enterprise 2.0 concept”, which helps employees, customers and suppliers collaborate, share and organise information via Web 2.0 technologies. However, while running this kind of management sounds promising, it could be complicated for companies used to classic management style (along with informal collaborative tools and transactional IS). Business processes should be selected carefully to ease the transition to a collaborative mode instead of trying to change the company all at once (big bang approach). However, implementing web 2.0 technologies to make the company “social” is not enough; every tool should be used to facilitate the communication and knowledge sharing in order to answer clients' needs, within an interactive information system.

  • For the last century, the industrial model was embodied in management “1.0” with success gained through the standardisation of products, mechanisation and customisation. It was a production-focused approach, where the company was thinking for clients and where employees had to adapt to the company.

    With the rise of Web 2.0 and social technologies, everything converges on a renewal of the relationship with clients, employees, job applicants etc. Networking operating system is imposing itself on companies, speaking to the business, and consequently, its organisation is impacted. How to satisfy clients who can now get information, express and influence themselves on everything through social communities? 

    Human resources are also impacted because the company is not the only professional community for employees anymore: they take possession of their workplace where they can now create, share ideas, learn, leverage their professional expertise and areas of interest within  a friendly (even fun sometimes) environment. Furthermore social media (in particular, Linkedin or Viadeo ) provide employees with dedicated communities where they can not only compare careers, judge and review companies, but also share articles and influence those communities. 

    The Internet, social media and mobile devices press companies to realise they cannot monitor everything anymore; the way they operate makes them miss the potential of their clients and employees in terms of contribution, creativity and responsiveness, especially when they meet outside the company walls.
    Companies need to invest in these new areas to win and retain clients, innovate, hire and retain their employees. In order to remain attractive, they need to change their organisational and management style, and take part in this new broad network for real returns.
    Employees now expect more meaning, involvement, discussion, transparency, initiative and respect from their employers.
    Inspired by social uses, management 2.0 aims to put people at the heart of the company, directly impacting workstreams and processes. This “people centric” approach has two main purposes which ensure a virtuous circle: capture employees creativity and Web 2.0 potential to respond better to the increasing business complexity while reinforceing attractiveness to clients, as well as present and future employees. In other words, management 2.0 promotes human capital as the key factor in business performance.

    Several tools can be used to help the implementation of the mangament 2.0: blog, wikis or even internal community platforms (such as Jive). As long as the employee is given voice, everything goes.

    Here are 12 management 2.0 principles that  have been pointed out by the Management 2.0 hackathon team:

    1. Openness: The willingness to share information and do business out in the open
    2. Community: The ability for people with a shared targetto organise and engage
    3. Meritocracy: An environment where ideas and people succeed based on the quality of their ideas and contributions
    4. Activism: Tapping into individuals' desire to stand up, opt in, and express themselves
    5. Collaboration: The capability of groups of people to work together, divide tasks, and leverage individual strengths
    6. Meaning: The most powerful motivations come from within
    7. Autonomy: The freedom to act on one’s own, making decisions without direction or approval from higher levels of management
    8. Serendipity: The occurrence of events by chance in a beneficial way has always played a fundamental role in innovation
    9. Decentralisation: Rather than a top-down approach where activity and decision-making are closely held in small, central areas—decentralisation allows it to happen anywhere
    10. Experimentation: An environment where ideas can be tested quickly and improved continually
    11. Speed: The unprecedented pace of change and immediacy of information
    12. Trust: An acknowledgement that each of us is acting on good faith and good work will be rewarded

    In the end, management 2.0 is a new challenge for most companies, that rely on the older model, which is not the most efficient nowadays. Through an ever evolving business world, they have to adapt and embrace the company 2.0 model, which could look like this:

  • To achieve proper results, management 2.0 projects have to meet several success factors:

    • Top management should sponsor these projects and be part of a corporate transformation programme
    • Management 2.0 projects have to respond to business challenges
    • Middle level-managers should be positioned as relays and motivate operational teams (since they now have less power and can’t be praised for team results anymore)
    • A few community friendly tools must be carefully selected so they can be easily implemented within the company in order to get everyone involved
    • The change management is essential (to train and guide employees in this new way of work)
    • Idea sharing, success stories and reputation must be integrated with employees evaluation process

  • Feedback on Devoteam experience with Jive

    • Employee community: social intranet & collaboration workplace, integrated with office tools and mobile
    • Great success from day 1 (launched in 2010)
    • 5 000 users: 70% active, 10 languages
    • A strong project governance: 2 change managers, 2 community managers,  10 ambassadors.
    • Per month : 3500 active users, 22% users creating content, 55000  visits
    • 750 files created or modified per day
    • 9’52” spent per visit
    • Key internal processes 100% integrated within Weez: sales and staffing

    Management 2.0 projects can really bring competitive advantage in many ways for those who are willing to change their company model. Devoteam can guide you through this digital transformation because these are challenging projects which have to be led carefully in order to achieve proper results.