Enterprise 2.0 : the truth is in the middle

As you may have notices in my latest posts (and it will continue in the future ones), questions related to enterprise 2.0 (the name does not matter, it’s one more evolution process as there were already many in the past, and a new name for many olds things), it’s not a matter of break but a matter of moderation and articulation.

this is not a Gen Y vs Boomers debate, two generations that are very similar. The tipping point maybe on the intermediate generation, the X.

– that is not a debate about traditional tools vs new tools, but about the need to articulate both where it makes sense, according to the need for producing efficiently. The the example proves it : the technical part of enterprise 2.0 is often built by linking new tools and the old ones that the basis of every corporate IT infrastructure.

– It’s not a debate about new vs old ways to do one’s work. It’s a focus on what structures businesses with a concern for giving more flexibility and the ability to mobilize more relevat resources where and when it’s needed. The whole while ensuring that socialized activities provides a direct return to the core business.

– It’s not something that is done in the back or agains traditional corporate functions but by reconciliating them.

– It’s not about taking from managers the visibility on their staff’s work but providing them with tools in order they should not be submerged by information that prevent them from doing what they’re good at. On the contrary it’s about making them able to focus on what matters to them (helping their staff to reach their objectives) while still having the ability to have an overview on their work when they want and not being a victim of continuous information overload.

– It’s not a qualitative social capital vs measurable financial capital debate, but about using the one to serve the other, and really improve the way value is created and traced through this process.

– it is not a debate between upholders of a new vs an old world, but the search for a zone of convergence where both will work in synergies.

– it’s not a debate between internal and external practices, but about bridging the gap between both.

The list could be more longer. Anyway, it can be summed up in one sentence : start from what exists, be moderate, articulate. And remember that all businesses are different : nothing can be done that won’t be accepted by all stakeholders, culturally, technically and organizationally. Even the “E2.0 rockstars” started this way.

So stop having an exclusion approach and start finding the right middle that fits every different business.

Bertrand DUPERRINhttps://www.duperrin.com/english
Head of Employee and Client Experience @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler
Head of Employee and Client Experience @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler

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