Nearly everydody now admits that the only way to make a social software project succeed (and make people adopt the new tools) and be a source of value is to link it to the core of employee’s day to day job and life. What implies some attention as to be paid to a few trivial things as BPM, worflows, processes…

This does not mean that what exists has to thrown away. There are things that has to be made such a way, tasks that have to be made in a certain order, steps that has to be followed in order to make operations under control, for quality reasons, in order to avoid leaving in a world of approximation. Changing how things are done does not mean changing what is done.

The challenge of any enterprise 2.0 project is not to get rid of all these things but, on the contrary, to find its place inside. Studying the way everyone’s job is done does not mean it has be changed but facilitated. How ? By allowing people to rely on collective, social logics when it’s getting hard, if not impossible, to achieve a good work on their own? (Have a look here too).

So things are not (and above all in the begining) to rethink processes (most of all when they’re mission critical) but to widen their bandwith and increase the knowledge capital they use. That’s what enterprise 2.0 is all about.

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