Internet tools enable organizational transformation from the inside out: the Nokia Siemens Networks case
Anne Deering, Andy Cook, Gillis J. Jonk, Anne van Hall · Strategy and Leadership · 2008
Purpose This paper aims to show that large organizations or geographically dispersed businesses that adopt “Web 2.0” tools to power their transformation process can become as nimble and personal as smaller firms in pursuing their required change. Design/methodology/approach The paper demonstrates how leaders can accelerate transformation using an array of new internet tools – such as discussion forums, wikis and blogs – that allow many people to engage more easily in meaningful interactions., Findings The paper finds that these new web‐based tools are revolutionizing a change process the authors call Transformation 2.0. Pioneering efforts, such as those used in the Nokia Siemens Networks (NSN) change process, highlight the possibilities and concrete benefits Transformation 2.0 can deliver; this case is described in detail in this paper. Practical implications Transformation 2.0 provides the tools managers need to build momentum behind a change process rapidly and in ways that energize and give voice to virtually every person in a large organization. In addition to Nokia Siemens Networks, organizations such as Del Monte Foods, Eli Lilly, the Girl Scouts of the USAand Northwestern Mutual Life Insurance are successfully forging Transformation 2.0 collaboration initiatives. Transformation 2.0 allows companies to communicate with the problem solvers in their organizations at all levels and to work together to make transformation happen. Originality/value Transformation 2.0 allows companies to communicate with the problem solvers in their organizations at all levels and to work together to make transformation happen.