Analysis of a survey on corporate change as perceived by 50 participants working in MNCs and international organizations including: Air Liquide, Alcatel Lucent, Alstom, Amadeus, AT&T, Bouygues, Caterpillar, Cisco, Deloitte, Dupont, Ericsson, France Telecom – Orange, GDF Suez, IBM, Kimberly-Clark, KPN, MAN, Mars, Mercedes-Benz, Microsoft, French Ministère de la Défense, Parker Hannifin, Relais & Chateaux, Royal Bank of Scotland, Sapient, Société Générale, Sogeti, Sony, Sopra, Swift, Thales, Tokyo Electron, Ubisoft, United Technologies, Valeo. Respondents answered in their own names rather than representing the official position of their employers; their answers were made anonymous in the report. Given the number of respondents, findings must be seen as food for thought and provocative questioning, rather than statistically proven trends and issues.
The report covers applications scope, corporate culture influence, strategic fit, change governance, user adoption, lessons learned. It compares views on the change journey from different stakeholders, such as CIO/IT, HR, Communications or early adopters. It gives a unique set of insights of interest for executives, strategists, change sponsors and change agents: what to focus on, and the right questions to ask at each stage the change. It also highlights Early Strategies Enterprise 2.0 Maturity Model.
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