I like to share with you a few paragraphs from a book chapter which showcase ERM's recent use of Web2.0 tools to engage all staff to shape our company's future strategy. The title of the book is
Delivering business-critical knowledge management.
"At Environmental Resources Management (ERM), we don’t start with Knowledge Manageemnt (KM), we start with business issues and then look at ways in which the KM team can resolve them. Knowledge sharing requires very good two-way communications and it has to be carefully designed rather than leave it to chance,” Bonnie adds. “You may unintentionally bring ineffective face-to-face communication practice online, and as a result, the loudest voice may dominate the discussion, the ‘shy’ people do not have their voice heard, and the senior leaders may broadcast rather than listen. ERM continues to find ways to allow genuine dialogue by paying attention to these issues.”
“I have been asked to partner with the senior leadership and strategy development team to help them leverage the company’s collective knowledge, insight and ideas to help shape the future strategy of the company,” Bonnie explains.
The aim of the project is to enable leaders to gain insight from the company to inform the strategic plan – some staff input may confirm existing thinking, while other insights might challenge leadership assumptions. “It will help them to focus on the issues that are being raised by our staff worldwide,” says Bonnie. “There may be an area that they haven’t paid close attention or even considered.”
The discovery phase of the strategy development process, which has just closed, ran from mid-September to mid-November 2009 – a period in which Bonnie was responsible for collecting masses of employee ideas from multiple channels. “We have used as many Web 2.0 tools as possible – for example, a range of blogs and discussion forums; a confidential e-mail box; a tweet site, called ‘strategy tweet’, so people can Blackberry tweet in very short ideas of 140 characters; a hotline, where people can call in and record their ideas; as well as a narrative database in which people can tell stories based around our prompting questions.”
Bonnie and her team also organised another CEO Jam, this time round comes with an audio component, where Bonnie acted as ‘DJ’ facilitating a ‘live radio show’ allowing senior leaders to share what they have learn from staff (4 weeks after the consultation began) and to invite staff to call in and share further insights directly with the leadership team. This “CEO Jam” was broadcasted live on ERM knowledge sharing platform (Minerva) and for the staff who missed the event they can listen to the replay after the event.
While senior leadership will make the final decision over the strategic plan, collecting firm-wide insights and ideas is considered vital to the process as it is the staff who are out meeting clients every day and who have the practical insights to help inform business strategy. Allowing staff to contribute to the process will also help ERM gain the buy-in of employees to the final strategic plan.
I am happy to discuss if you want to find out more about this project.
Best wishes,
Bonnie
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