Implementing Enterprise 2.0 for the Federal Government Part Six: Lessons Learned


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This is the sixth and the final part in a multi-part series on how the federal government is implementing Enterprise 2.0. This was done through extensive interviews with Booz Allen Hamilton who has led many of the efforts for various Government agencies. The full series on Enterprise 2.0 for the Federal Government(which includes additional information and specific examples) can be downloaded(registration required) for free. I recommend that you start with the first post: Implementing Enterprise 2.0 for the Federal Government Part One: Business Drivers, the second post: Implementing Enterprise 2.0 for the Federal Government Part Two: Who Drives the Tools?, the third post: Implementing Enterprise 2.0 for the Federal Government Part Three: Obstacles, the fourth post: Implementing Enterprise 2.0 for the Federal Government Part Four: More Obstacles, and the fifth post: Implementing Enterprise 2.0 for the Federal Government Part Five: User Adoption.

Today we are going to continue our discussion on Enterprise 2.0 with lessons that the Federal Government has learned during various Enterprise 2.0 implementations.

At the end of the day staff are going to experience a shift from a vertical to a more horizontal type of communication. No longer will they need to climb a communication ladder to find senior members with the right knowledge, it will be directly available through existing conversations, profile information and if not already written down easily found through a series of easily accessible subject matter experts, as found in the new tools. Through these same tools leadership will be able to ascertain the organization’s pulse more easily and make more informed decisions through strong analytics that help to filter out irrelevant information.

As we have highlighted throughout the document the key to success is to start by looking at the business requirements. This will allow organizations to figure out what they already have in place versus what needs to be purchased. Instead of always focusing around ROI and dollars and cents, it is important to look at engagement as a valuable (if not THE most valuable) metric for success. It is difficult to predict or to measure the return of something that involves human behavior and interaction because you never know when someone is going to share an idea or contribute something valuable to the organization. For some federal agencies they look at ROI in the context of saving lives or being able to quickly locate the right piece of equipment for an Apache helicopter.

Organizations must put results in the context of the organization and how it is helping people and the business meet needs, goals, and objectives. The reality is that organizations should be asking, “what is the cost of NOT getting involved in E.2?” There is no way to put a price tag on unlocking the power of your people. You have to trust your employees and have faith in them. Employees are the most valuable asset you have, so focus on how you as the employer can do a better job of allowing them to do what they do best?

If you have enjoyed this series on implementing enterprise 2.0 for the federal government then check out a similar series on Penn State, Oce, Vistaprint, Intuit, along with 50+ other enterprise 2.0 examples and stories.

Hope you are finding these case studies and examples valuable!

Republished with author's permission from original post.

Jacob Morgan
I'm a best-selling author, keynote speaker, and futurist who explores what the future of work is going to look like and how to create great experiences so that employees actually want to show up to work. I've written three best-selling books which are: The Employee Experience Advantage (2017), The Future of Work (2014), and The Collaborative Organization (2012).


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