Kate has shared her slides from the Enterprise 2.0 for Information Professionals conference and also commented a little on the point about innovation that I also mentioned in my reflection post:
"The entire process of adopting enterprise 2.0 is an innovation activity. It is about driving new ways of interacting between people and with new technology. It is about using this technology to enable new connections and to deepen collaborative capabilities within and beyond the organisation.
Thus the implementation of enterprise 2.0 would be prey to all of the challenges of innovation. This means that change management, stakeholder management and project management skills must all be employed to enable adoption within the organisation. Fun stuff!"
Kate is spot on. Unfortunately I find that it is often hard for people to understand (and maybe accept!) that I'm not an IT consultant, but a business and technology consultant. Managing innovation and change management are key components of my skill set (and its these types of non-technology areas I studied as part of Masters in Business & Technology at UNSW).
Personally I apply a few innovation and change management concepts in my work:
- IMA's Accelerating Change Methodology (AIM);
- James Carlopio's change management model (see Changing Gears: The Strategic Implementation of Technology), which has origins in Rogers' innovation theory (see Diffusion of Innovations if you aren't familiar with this fantastic book); and
- Nambisan W, Agarwal R & Tanniru M, 1999, ‘Organizational mechanisms for enhancing user innovation in information technology', MIS Quarterly, vol. 23, no. 3, pp. 365-395.
Even if you don't think change management comes into the equation when it comes to deploying enterprise social computing, bear in mind that at an organisational or management level you will still be moving through a change process even if you aren't managing it actively.
Don't have time read all this theory? Give me a call and I can give you the hour long version over a coffee. :-)