Getting Real About Enterprise 2.0
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Transcript of Getting Real About Enterprise 2.0
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200
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0
Getting Real About
Enterprise 2.0
Oscar Berg &
Henrik Gustafsson,
Acando
Picture credit: www.cs4fn.org
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At first we used computers to help us
COMPUTE things
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Then we used them for creating, storing and
exchanging INFORMATION
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Now we have an escalating information
management problem to address
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To address it, we need to see
PEOPLE as the platform
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1.0
E-mailStatic WebsitesDiscussion forumsInstant MessagingChat Rooms
One-way & static
Dynamic WebsitesPortalsCommunitiesAgentsVideo ConferencingWeb servicesCollaborative filteringVOIP
Dynamic & interactive1.X
The web has become social
2.0 Two-way& social
BlogsWikisRSS MashupsPod- & webcastsSocial NetworksSocial BookmarkingFolksonomiesSocial searchMicro-bloggingVideo sharing…and much more
So
cia
l So
ftwa
reE-
commerceHome
pagesSocial
Media
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But in truth, social software
isn’t really about the tools.
It’s about what the tools let
users do and the business
problems the tools address.
Jakob Nielsen, Usability Guru
“
”
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© Acando AB
The social web emerged because it reflects
basic HUMAN NEEDS
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CreatingHandcraft, home movies, jewelry…
ConnectingLove, mating, friendship, alliance,
collaboration, career advancement…
Broadcasting Likes, dislikes, style, thoughts…
Sharing Gifting, commerce, barter, courting,
goodwill…
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Find and
connect with
people across
boundaries
Rapidly share
and find ideas,
experiences
and knowledge
Become aware
of what others
are doing and
get context
Tap into the
knowledge of
your informal
network
Connecting & Sharing
in a business context
Social Network
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Blog
Creating & Broadcasting
in a business context
Communicate
efficiently within
the team – and
with others
Collect feedback
in an efficient
and transparent
way
Introduce new
people quickly to
the team
Avoid
information
being locked in
email inboxes
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11
If you are interested in TOOLS
and TECHNOLOGIES, then
check out these videos…
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Technology is shifting the power
away from the editors, the
publishers, the establishment,
the media elite. Now it’s the
people who are in control.
Rupert Murdoch, Global Media Entrepreneur
“
”
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All businesses are media businesses,
because whatever else they do, all
businesses rely on the managing of
information for two audiences -
employees and the world.
Clay Shirky, author
“
”
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ReachAnyone can reach a global audience
AccessibilityAnyone can create and distribute at
little or no cost
UsabilityAnyone can operate the means of
production
RecencyTechnologies enable instantaneous
responses and dialog
The Internet = power to the people
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http://www.flickr.com/photos/dcassaa/526858870/sizes/o/
#1 The cost of communicating has collapsed
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http://www.flickr.com/photos/dcassaa/526858870/sizes/o/
#1 The cost of communicating has collapsed
#2 The cost of organizing has collapsed
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http://www.flickr.com/photos/dcassaa/526858870/sizes/o/
#1 The cost of communicating has collapsed
#2 The cost of organizing has collapsed
So how does this affect a business?
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97
Work is not a place but
something you do.
Laurie Heltsley, Proctor & Gamble
“ ”
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20
Definition of social capital
The active connections
between people that make
cooperation possible.
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The great promise of Enterprise 2.0
is to uncover and tap into the hidden talent
of your organization’s employees by letting
and encouraging them to enter the stage.
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There's a huge opportunity to leverage
skills and expertise you already have in
your company, but the problem is
finding it.
Rick Hutley, VP Internet Business Solutions at Cisco
“”
Graphic credit: Jessica Hagy
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At the very
least, our
systems should
help us find
each other.
“
”Ross Mayfield, SocialText
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If we happen to find someone,
this is often all we find
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How can that possibly communicate the
richness of people – such as personality,
knowledge, experiences, connections…?
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We need to be able to meet and get to know
each other. Virtually. Only then can we begin
to build the trust which must exist before we
will do things together.
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If HP knew what HP knows,
we would be three times as
profitable.
Lewis E Platt, former CEO of HP
“”
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Old school knowledge management focused
on a burocratic and reactive knowledge
extraction and metrics
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29
People don’t give away their knowledge
unless they feel they get something in
return, if only it is to be seen.
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Knowledge must flow…
and be captured in the flow.
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The application is not the goal…it is an
obstacle between the user and the goal.
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Email is where knowledge
goes to die.
Bill French
“ ”
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How to collaborate?
How to share?
When to contribute?
Anything new?Who knows what?
Where to find
stuff?
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71% agree that it is easier to
locate "knowledge" on the
web than to find it within their
internal systems.
AIIM Industry Watch Collaboration and
Enterprise 2.0, 2009
“”
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How did this event
happen?
Its just a typical
example of
collaborative
knowledge work...
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The social network grew,
trust was built and we
were ready for action.
Hanns Köhler-Krüner
AtleSkjekkeland
OscarBerg
Henrik Gustafsson
OnnoHektor
Lennart Hagberg
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We had plenty of free
tools at our service
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We connected and formed a collaborative space
Quickly form a workspace
Invite external parties
Share existing content
Start collaborating..
within minutes
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We created together and shared using a Wiki
Easily co-author information
Findable body of knowledge
Track and get notified about
changes
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We shared ideas and built awareness using a blog
Publish ideas and actions
Time-stamped and accessible
Collect feedback
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We had conversations using IM, talk and video chat and
micro-blogging
See the presence of your
coworkers
Send a quick message or chat
Video, talk and sharing for
virtual meeting
Conversations can be captured
for later reference
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We discovered new things using a feed reader
Monitor many sources efficiently
Read in a consistent format
Bookmark what you find valuable
Share information with collegues
Perfect thing to do when mobile!
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44
Lessons for business
Embrace the principles and
practices from the social web
and empower your knowledge
workers
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45
Lesson for IT
Embrace the web as a
platform and start
facilitating the organisation
in its Enterprise 2.0
transformation
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The Acando Approach
Think big, act small
Measure, don’t predict
Deliver quick value
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Direction
Enterprise 2.0
TransformationFoundationAdoption
Proof of Concept
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The largest enemy of change and
leadership isn't a “no”. It's a “not
yet“…Change almost never fails
because it's too early. It almost
always fails because it's too late.
Seth Godin, Author
“
”
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Thank you!