I’ve never talked about Enterprise 2.0 on this blog before… at least not openly. I know that some of my readers can tell from the lines… and that for others… it’s a UFO. For those who have followed what I pompously christened management 2.0 without even suspecting what it might mean in the future… the move to enterprise 2.0 is just the next logical step. Or rather a necessary preliminary. Sequel because if management 2.O arouses any interest, it will never be as effective as in a company 2.0 that has re-evaluated its fundamentals and therefore adapted its management. Preliminary, because for those who start with purely strategic issues, management alignment becomes a key issue.
In short, I wanted (and I’m going to do so) to gradually bring the discussion into the realm of Enterprise 2.0, but rather than throwing the concept out as a given, I wanted to fulfil my duty to explain and give my vision of the thing, because it’s always more comfortable to arrive at your own conclusions (even if they’re the same as those of others) by having done your own thinking.
So, while I’m waiting for a series of articles on the subject (I’m working on it, but the fact that a day is only 24 hours long is a major constraint), I’m putting the cart before the horse a little so that I can tell you about a subject that’s all the rage among my alter egos on the other side of the Atlantic: ‘how to encourage the adoption of enterprise 2.0 in 5 points’. Over the last few days I’ve read a few contributions , 3 of which I really liked. So there were 15 points in all, and I’ve selected 5 to share with you. I’ve only reproduced the sources quoted, but they speak for themselves. My doctrine on the subject will be published in the coming weeks, but I didn’t want to deprive you of these pertinent thoughts.
My selection of the best ideas proposed in the articles concerned:
1 – Give priority to people and organisation over technology: the heart of the ‘enterprise 2.0’ concept is centred on the individual. Organisational issues are far more important than technical/technological tools. Using blogs or wikis makes no sense without exemplary management. Put all the tools possible into an organisation focused on blind control and denying the individual as a source of value creation and you will fail.
2. Run a pilot: identify a group of people and improve their ability to deal with their professional challenges. Use this group and its results to ‘sell’ the change within the company.
3. Use stories to crystallize needs: storytelling is a highly effective way of proving the effectiveness of a solution. Proof by example, through ‘success stories’, helps to convince and implement. Using testimonials also helps to understand expectations and needs.
4) Understanding needs and risks: social media are not just an extension of enterprise software. They imply profound changes in organisational dynamics because they give a voice and visibility to the individual. If we are not prepared to make the decision-making process transparent, democratic and consensual, the road ahead is likely to be long and painful…
5. Be passionate about what’s important. Too often, we get too passionate about solutions (or worse… technology). Instead, it’s better to be passionate about solving a problem or satisfying a need. Only then will we be able to buy the solution that meets these objectives.ould be passionate about solving the problem, or meeting the need.
Well, I’ve just discovered two others that I’d also recommend (here and here) and I’ve come across a few more tasty points:
6. Encourage people to have fun
7. Work on the feeling of belonging as a driver for the development of new uses
8. Allow more people to talk to your customers and prospects.
9. Reward those who give to others.
10. Ignore or co-opt the CIO.
11. Improve a flawed process.
In any case, I can only advise you to read the original articles.
Related articles:
Social computing and knowledgeworking need new metrics
Enterprise 2.0 is a set of means…
Management 2.0 is emerging. But what about managers 2.0 ?
How to link formal and informal within the enterprise : the “still” company
Efficiency, performance, constraints and things 2.0
Is Netflix the right example of enterprise 2.0 ?
