Why Do So Many Change Management Initiatives Fail?

Claire Schooley

The data shows that 70% of corporate change efforts either totally fail, have lukewarm results, or the change never becomes an integral part of the company culture. As I talk to clients about their change efforts, what’s worked and what hasn’t, some clear patterns emerge.

  • Change is not an event — it’s a process. You make plans for the executive to announce the change to employees. The executive talks about why it’s important for the company to make the change, what the change will look like, and the assistance the company will provide employees during this transformation process. The executive responds to employee questions and recommends that employees discuss any additional questions with their managers. A thoughtful speech, well delivered with empathy around challenges of change . . . it’s good, but it’s not enough. The executives have been thinking about and planning this transformation for weeks or months and know it well. The employees are hearing about the change for the first time, in this hour-long, all-hands company presentation. Anxiety, shock, and fear are typical reactions. Rather than this one-time announcement, make sure executives explain that today’s meeting is the first of many that will be held periodically using different media (web, in-person, email, social network, etc.) to provide updates and answer questions. Remember, half the audience may have heard nothing beyond the statement that major change is going to happen. Fear set in and they began to think about how this change will affect them.
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Internet Escapes Tighter Governmental Controls — For Now

Dan Bieler

Dan Bieler, Enza Iannopollo

Boring as it may appear, the World Conference on International Telecommunications (WCIT), which just took place in Dubai under the auspices of the International Telecommunications Union (ITU), matters to all Internet users globally. To us, the three most important questions that were discussed are:

  • Should national governments have greater influence over the global regulation of the Internet?
  • Should over-the-top providers (OTTs) like Google and business networks be governed by international telecom regulations?
  • Should the underlying business model of the Internet change from a free and neutral exchange of data to a “sender pays” model?
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Asia Pacific in 2013: Hype, fear, panic and paranoia drives the “googlization” of business intelligence and analytics

In a previous post I highlighted that disruptive technologies don't even need to be implemented to be disruptive. The mere fact that vendors and other organisations are either creating or being swept up in the hype can be a major disruption to any organisation. 

In our soon to be released research on Asia Pacific Trends for 2013 we highlight a number of disruptive trends that are affecting organisations all all types and sizes - whether commercial, government or not-for-profit. None is more profound than the impact that big data will have on Asia Pacific organisations in 2013. The Asia Pacific region has a very broad spectrum of capabilities, maturity and variations in its outlook and optimism. Big data and deep analytics are two areas where we see significant disruption occurring. The Asia Pacific 2013 trends report highlights some of these differences in Asia Pacific and calls out specific implications for specific markets. There's also more detailed information in our Big Data in Asia Pacific report, also due out shortly.

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Prepare to make compromises when selecting a CIO

Marc Cecere

Look over a list of CIO requirements and you come up with Superman. Great skill in communication, strategy, business knowledge, IT knowledge, consistency with culture, operational knowledge, and ability to MacGyver a storage array with left over parts from an outdoor grill assembly. In short, these descriptions provide little guidance when selecting candidates – they demand everything.

I’ve had the opportunity recently  to help companies choose their leaders of IT; specifically the CIO, leaders of the PMO and infrastructure. As someone who has redesigned hundreds of IT shops, I’v often been asked to identify attributes of successful IT leaders.  I’ve found you need two pieces of information to determine the type of skills you need for your IT leader:

  1. What are the problems and opportunities the organization will likely face over the next couple years?
  2. How capable is the current staff at handling these?
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From Russia With Open Data: Discussion At Moscow Urban Forum

Jennifer Belissent, Ph.D.


I was invited by the Moscow city government to participate in the Moscow Urban Forum, a conference designed to bring urban policy experts together to discuss opportunities for Moscow. Last week's event brought together primarily city leaders, urban planners, and architects with a few innovation experts and artists thrown in. There was a lot of talk of global competition and promoting the creative class in a city. But interestingly (for me at least), there seemed to be few from the ICT sector and little discussion of how to leverage technology across the city. 

Despite the relative absence of technology as a main theme in the plenary sessions, there was a breakout on open data, which included city leaders from London, Barcelona, the Netherlands, and Moscow. The speakers all touched on some similar themes of internal use, external interfaces, a model of attracting business, and a comprehensive platform. These map to several of the themes of my presentation a few weeks ago at the Smart City World Congress in Barcelona — improved decision-making, transparency, greater citizen engagement, improved services, and economic development. Different cities highlight different aspects more than others. According to Sergio Jerez, Barcelona, for example, has focused on data as an opportunity to promote entrepreneurship. In his words, “open data is a new raw material for society and economic development.”  

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SAS Uses Social Collaboration To Keep Employees Connected And Engaged

TJ Keitt

My colleague Ted Schadler and I published several case studies in our recent report, "The Road To Social Business Transformation Starts With A Burning Platform." What follows is one of those stories -- SAS's social collaboration platform, The Hub, designed to capture conversations that were leaking out into the public social sphere as employees attempted to share information. Here's the story:

SAS is a company noted for its focus on its people — it has appeared in every one of Fortune's lists of "100 Best Companies to Work For" during the list's 15-year history. And it's no wonder: SAS's perks include intramural sports leagues and a subsidized healthcare center. SAS's commitment to its people, though, goes beyond their health and well-being. The Cary, N.C., software vendor also wants to ensure that its people have tools that keep them connected and engaged, allowing them to stay productive and informed.

In 2009, this desire manifested itself in Senior Director of Internal Communications Karen Lee's push for creating a new platform for the corporate intranet. IT Senior Director Tom Sherrod and his team had worked closely with Karen and her team to roll out an intranet with many embedded tools, such as blogs and wikis. But Karen and company felt something was missing — they wanted a "more social intranet" that provided more information about people, such as pictures.

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Big Data in Asia Pacific: Why you don't even need to own disruptive technologies for them to be disruptive

I've been spending the last few months doing research and a number of speaking engagements and webinars on the evolution of Big Data in Asia Pacific. What has become clear is that APAC organisations are struggling with the disruptive forces of big data - whether they have actually implemented it or not.

Disruptive technologies are often assumed to be disruptive because of the transformational benefits they might bring to those organisations that actually implement them. However, this research has highlighted that disruption exists simply because the concept exists. Whether the term relates to something physical or real (or not), it's still becoming disruptive to the organisation. We've seen this many times before - cloud computing, radio frequency identification tags (RFID), electronic market places - the list goes on.

How companies choose to cope with this disruption...or how they attempt to challenge it head-on...is particularly interesting. For some, it's a case of complete denial - "there's nothing new or different about this technology (or the problems that it's supposed to be solving)...so we don't need to do anything". For others it's a case of failing fast and pushing the bounds of what is, or what is not, possible. Whether Big Data is the underlying driving force or not, really doesn't matter. It's a catalyst for change that brings a change in thinking, a change in organisational priorities and a change in operational and project budget allocations.

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Minnesota IT Bolstered Cross-Agency Collaboration With Microsoft Office 365

Ted Schadler


This case study is from TJ Keitt's and my social business playbook report, “The Road To Social Business Starts With A Burning Platform.” A social business uses technology to work efficiently using a common collaboration platform -- without being constrained by server availability or storage capacity. Here’s the story.

If you've already consolidated dozens of email systems from every vendor and era onto a single managed instance of Exchange 2007, made the shift to support 70 or more state agencies by operating as an ISP, and crunched 20 SharePoint instances down to a single scalable data center, what else is there to do? After all, you've already achieved a high state of IT operational efficiency and process optimization.

If you are Ed Valencia, CTO and Deputy Commissioner, and Tarek Tomes, Customer and Service Management, Assistant Commissioner, the State of Minnesota’s IT department (MN.IT), you step back and ask, “Has what we’ve done really helped the business communicate and collaborate efficiently and effectively?” They knew they could do more by moving their collaboration workloads into the cloud.

So they took a gamble that Microsoft's Office 365 Dedicated offering was ready for the State of Minnesota. Office 365 Dedicated has opened new doors for people throughout the State of Minnesota government. Agencies can collaborate with one another because the common collaboration platform integrates the disparate directories of the different government entities. For example, the Governor can send a message to every agency in the executive branch through this common platform.

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Which Social Metrics Have Value?

Nigel Fenwick
For social media evangelists, the question on everyone's mind is this: "How do we effectively measure the business value of social initiatives?" 
Even when we get close, there's always that pesky issue of causation vs. correlation — can we really prove causation even for examples with high correlation between social initiatives and business outcomes? (Read Freakonomics, or watch the documentary, for insights into the challenges of causation vs. correlation.) 

Every day there is a plethora of "social media experts" offering advice on how to win using social media (and nearly all of it is posted on social media). In just a single edition of SocialBizBuzz on Dec 5 21012, you could read: Alistair Rennie from IBM writing in The Huffington Post on the differences between social media and social business; Francis Gouillart writing in the HBR Blog Network on the value of co-creating through social; and Mashable's Todd Wasserman opining on how most social media marketing is a waste of time

The wonderful parody of social media expertise produced by The Onion (see video) hits the nail on the head ... without real metrics how can anyone claim social initiatives deliver value?
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Speed-Based Pricing Points The Way For Carriers To Respond To OTT Attacks On Communication Services

Dan Bieler


This summer Switzerland’s incumbent carrier, Swisscom, launched a simple but revolutionary new mobile tariff, Natel Infinity. Infinity is a speed-based tariff that comes in the versions XS, S, M, L, and XL, which represent download speeds ranging from 200 kbit/s to 100 Mbit/s. Prices range from CHF59 to CHF169 per month (€49 to €139). Significantly, the tariff throws in unlimited national voice, SMS messaging services, and data usage without any additional charge (XL even comes with unlimited international calls to most destinations and SMS).

The idea is simple: The greater your urge for fast mobile services, the more you pay — irrespective of which apps you use and how you wish to communicate. All that matters is speed. In this respect, Swisscom has replicated for the mobile world a tariff approach that is already fairly common in the fixed-line world. I believe this move by Swisscom is noteworthy in two respects:

  • It effectively pulls the rug from under the OTT voice and messaging services like WhatsApp and Tango by removing the arbitrage potential created by time- or distance-based pricing schemes.
  • It brings in line capital spending on and actual demand for network infrastructure capacity.
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