The impact of E2.0
This post has 4 parts discussing the impact of Enterprise 2.0 on:
- People, Management and Organizations
- The way we handle information
- Business Processes
Even though they build on each other to some extent, you may jump to the part that you think is most relevant and make your comments.
1.0 On People, Management and Organizations
Peter Drucker‘s ideas:
- Drucker believed that employees are assets and not liabilities. He taught that knowledge workers are the essential ingredients of the modern economy. Central to this philosophy is the view that people are an organization’s most valuable resource and that a manager’s job is to prepare and free people to perform. 
- “The purpose of an organization is to enable ordinary humans beings to do extraordinary things.”
- ‘There is an enormous number of managers who have retired on the job‘‘
- “Knowledge has to be improved, challenged, and increased constantly, or it vanishes‘…
This is a big topic in itself and obviously not just an E2.0 implementation/tool issue alone. The organization need to define how they want to work with people and define the value of the people asset (see: The value of the knowledge worker). For example a conscious strategy/attitude towards : What is rewarded, and how is it rewarded? How are recognitions done, etc. How do we leave people feeling valued? Are the right mechanisms in place to achieve this aim?
An example: would/could this typical example from the financial crisis year of 2009 be handled differently with a Drucker view on Management: A setting that a company based on intellectual property is more worth (on the stock exchange) after going through a cost reduction process, where personnel is defined as the biggest cost and therefore needs to take the biggest chunk of the reduction, leaving workers wing-clipped with regards to previous benefits – wondering what defined value they had for the company (owners) – with the inevitable result of less goodwill among the workers – that a knowledge company in that state is more worth on the stock exchange is a big paradox or should we say it’s a big deception? That company does certainly not have more intrinsic value. The production of the people asset will certainly not have improved.
Management 2.0 :
“Enterprise 2.0 unleashes the potential of corporate resources by shifting control. While management does not go away, it is not an activity in the hands of a few.
Gary Hamel suggests, “Management is out of date. Like the combustion engine, it’s a technology that has largely stopped evolving…” Management is not a group of people with a title, it’s “the capacity to marshal resources, lay out plans, program work, and spur effort” and “is central to the accomplishment of human purpose.”
(Paula Thornton in E2.0: Unleashing the Potential (http://bit.ly/fXuYh )
“I think the way we define job roles and responsibilities today is archaic and nonproductive. As collaborative networks develop, new patterns of value contribution will emerge. We will need to find ways to adequately track and reward micro contributions. The kinds of behavior that make a network hum, at least in some cases, will be quite different from what we’re used to.”
“The other day someone was telling me the story of some new initiative she was advocating and how the manager she reported to wanted to see how it would all work…. She needed the whole thing laid out in front of her before she could approve it. And my friend said with some frustration…. that’s impossible. I cannot design it in detail–the individuals involved will do that.
As managers and leaders, we need to abandon the hubris that we can design the perfect process or organization. The best we can do is facilitate a process from which can emerge goodness and, over time, excellence.”
The real innovative winners are:
The W.L Gore case:
- MIT Sloan Management Review – Creating a culture of innovation (http://bit.ly/1au6Ob)
- Wall Street Journal Management 2.0 – W.L. Gore: Lessons from a Management Revolutionary
- Wall Street Journal Management 2.0 – W.L. Gore: Lessons From a Management Revolutionary, Part 2
The Toyota case:
- Quoting ceciiil in “Enterprise 2.0 explained to our managers in 10 principles”
“This a similar trend to that of Toyota workers on assembly lines. In this company, recognized worldwide for its amazing processes, the employee contribution to innovation is permanent :
The average Toyota employee Contributes more than 100 improvement ideas each year. That quickly adds up to millions of ideas. Certainly most of them are incremental ideas, in fact, most of them probably are not even new ideas. But while the actual ideas are important, even more important is the culture In which this spirit is nurtured.
- It is not only a matter of innovation, but also recognition, rewarding and job commitment. This is pure Management.”
2.0 Information Management
From data in dispersed email boxes and in print centric documents/files in DMS/file-servers to data in content-centric Hyperlinked Information Items (see: From Enterprise1.0 to Enterprise2.0 way of working and The life of an Information Item)
Traditional hierarchy approach to Taxonomy or the Tagsonomy approach – populate upfront vs structure & data emerges see: 19 November 2009 | Ontologies & Tagsonomies at Taxonomy Boot Camp
Today: The End of .DOC!
“…today’s most widely deployed platforms and tools are still dominated by conceptual models based on a foundation of digitized file cabinets and traditional documents. This is all about to change, as the rapid growth of blogs, wikis and other market dynamics are helping information workers to more fully exploit the advantages of beyond the basics hypertext along with compound and interactive document models”
Peter OʼKelly, Senior Analyst, Burton Group, October 2006
Data and content that we today develop in MS Word or Powerpoint will be HTML based in stead –> not so flashy Powerpoints (some will not like that), but the collaborate development of content will be much more intuitive and effective. We are firstly concerned about content , then we worry about the look/presentation part of it (see: Developing content , Emergence and Collective Intelligence)
3.0 Business Processes
This post was published before this section was finnished ….
However here are some examples from: Where Business Process Meets 2.0
the move away from a transaction-based economy to a trust-based relationship economy. He refers to as this as a “passionate community.” His words:
In sharp contrast, passion holds the key to creating and shaping relationships that will help us thrive in a rapidly changing world. It motivates even the shyest of us to reach out and connect with others in ways that become catalysts for creativity and growth. Passion fosters a uniquely strong and productive bond that provides both the stability and stimulus needed to continue to grow and succeed in a constantly changing world.
4.1. New IM Strategy
Has the time come when we can demobilize/divest the massive infrastructure and support built around serving content emails and file/document based data structures? As the internals of the company moves towards Internet like functionality/operations, and data are increasingly stored in Hyperlinked Information Items, the internal IT infrastructure and technologies will look more like f.ex Google’s web park to serve Cloud based computing.
4.2 Server side
We should carefully consider whether we should upgrade MS server parks – ie the big question is whether Enterprise 2.0 for us is the MS Sharepoint 2010 way or some alternative more pure and mature E2.0 tools. There’s no doubt that the hardware and software requirements of SharePoint Server 2010 are a lot more demanding than most pure Enterprise 2.0 tools/environments out there that requires a Java VM environment and perhaps some database and search engine connections and that’s it. It’s also true that the SP2010 offers more features/functionalities and integration with MS Office etc. The question is what makes us most effective at what cost. The point of this post and blog site is to argue how simple Enterprise 2.0 environment and functionality will make us more effective, and thus pure E2.0 technology is what we need.
4.3 Client Side
Another question is on the client side: If more and more of our work, development, collaboration will be done in a E2.0 collaborative workspace, do we really need to spend so much time and money investing in client side technologies/environment. The only thing we need is a good browser environment and this could be served on a Windows XP, a Linux, a Terminal server client, a Google Chrome OS/browser, or even on a Mac or iPhone, whatever. The big question is: Do we really need massive investments in Windows 7 with accompanying PC upgrade? Our existing PC hardware park could easily support a Linux Ubuntu or Google Chrome OS foundation. (However it’s always fun to get a new PC or Mac toy, and at some time PCs need to be upgraded, but it doesn’t have to be driven by MS software requirements anymore …)
What do you think?