Coniecto » An interview with Jenny Ambrozek 20101012 10:57
From DiWiki.com
There is a difference between organizations who embrace Enterprise 2.0 and those who resist. This slide was developed by my blogging colleague Victoria Axelrod , who explains there is no culture when a company starts up. It derives from the values, beliefs, practices, the key players act out as they interact with the marketplace (stakeholders) to make their business happen. That complex, messy human process is captured in the slide as the interaction of the 4 S’s: Strategy, Structure, Systems and Shared Values. Because an organization’s culture develops through interaction and is dynamic, not static, it cannot be dictated, making “culture change” almost impossible.
Given those complex interactions, my workshop builds from the 1990’s Xerox Parc Research that identified the simply profound principle: “Organizations are webs of participation. Change the patterns of participation, and you change the organization.” (John Seely Brown & Estee Solomon Gray 1995 “ People are the Company, Fast Company.)
Look around for a moment and envision the companies who are identified as Enterprise 2.0 leaders. Those companies have accepted the value of allowing employees different patterns of participation, of more open knowledge sharing within their organization and beyond—bringing outside partnerships and knowledge into the organization.
By viewing organizations as networks, we can draw on knowledge from social network science to intentionally facilitate the networks and patterns of participation essential to achieving a business objective. A “Social Networking Culture” is a by-product.
