Anyway, I’ll leave you with the reads that steered the most conversation around Enterprise 2.0 this month and some goodies at the end. Enjoy!
While businesses are still coming to terms with how social affects their business… the discussion has turned increasingly serious in recent years about whether there actually needs to be a Chief Community Officer or Chief Collaboration Officer.
there are many solid bulwarks within an organization’s hierarchy from which to actively drive improvements in communication and collaboration using social software….
It really takes a village, or more properly, an forward-looking organization that is trying to recalibrate itself around the way that the way that the world seems to be shifting.
While it is critical to have collaboration leadership articulated and demonstrated at the senior executive level, the responsibility for enterprise collaboration cannot rest on one person, especially one who is already extremely busy and most likely does not have the nurturing and coaching skills needed for the job.
There is only one person (or many, depending on your perspective) for the job of actively collaborating – YOU! Ultimately, each individual in the organization is responsible for collaboration.
In brief I see the evolutions within the Enterprise 2.0 sphere very much in relation towards the “dissemination of a virus” – not yet fully spreaded but highly contagious to slowly infiltrate the whole organisation, corporation, industry and economy….
for the bigger parts of the corporations we are in a situation where E20 is not only faced with the problem of “siloed” information management to be solved by E20 but even with the problem of “siloed” expert languages to hinder E20 even get started right.
Is your organization a process (several operational steps to get things done) or a network (smart knowledge workers connecting to get things done)? Or is it both?
People with a certain passion and expertise connect and collaborate to get work done. Of course there are operational processes in companies. And if they can be automated, we should do this quickly. However the amount of time and money being put into these operational improvements is, to me, disproportional to the amount of time being spent by knowledge workers on non-operational work.
Conclusions are the same than those I made about the ROI of enterprise 2.0:
– technology has no value by itslelf
– technology should allow to to things that couldn’t be done before
– rules were set to accomote the limits of previous technogies. The new technology has no value is old rules are not replaced with new ones adapted to the new potential that can now be harnessed.