February, 2008

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Success Factors for Enterprise 2.0

Tuesday, February 26th, 2008

Andrew McAfee enjoys the debates (A, B) with knowledge management expert Tom Davenport. Tom who last week after another meeting with Andrew at the FAST08 conference conceded that Enterprise 2.0 brings good points to knowledge management.
Andrew compiled a list of success factors that I would like to comment briefly from my experience (comments in brackets):
Enterprise 2.0 is more likely if…
Technologies

  • Tools are intuitive and easy to use (obvious)
  • Tools are egalitarian and freeform (challenge within a large company)
  • Borders seem appropriate to users (it’s not clear what is meant with ‘borders’)
  • At least some of the tools are explicitly social (agree)
  • The toolset is quickly standardized (agree totally)

Support for the Initiative

  • Incentives exist, and are soft (what is a soft incentive?)
  • Excellent gardeners exist (agree totally)
  • Patient and dedicated evangelists exist (agree totally)
  • Energy and activity are primarily bottom-up (agree)
  • Effort has official and unofficial support from the top (agree)
  • Goals are clear and well-explained (challenge within a large company and for a primarily bottom-up initiative)

Culture

  • People are trusted (agree)
  • Slack exists in the workweek (embed it in your daily work)
  • Helpfulness has been the norm (agree)
  • Top management supports lateralization (lateral management support is a key)
  • There are lots of young people (obvious)
  • There is pent-up demand for better information sharing (do you know a company where this wouldn’t be the case?)

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Conference 2.0 – FastForward08

Sunday, February 24th, 2008

Thanks to Bill Ives’ blog I came across the FastForward08 blog. As not only Paula Thornton outlined this conference has offered a lot of conference 2.0-like interactions.
I just had a view at John Hagel‘s keynote speech. He spoke about the growing pressure for enterprises to move from push programs (treating people as ‘passive consumers’) to pull plattforms (treating people as ‘networked creators’) to address the increasing power of talent and customers.
One of the key for this shift would be to use a new set of performance measures:
1. Return on Attention (e.g. “On the total attention I allocate what’s the productivity I receive?”)
2. Return on Information (e.g. “How much information about myself and how much effort did it require to gain how much value” or “How can we shorten the time between the information collection and value delivery”)
3. Return on Skills (e.g. “Am I able to retain and attract the most powerful contributors to my plattform?”)
So, according to Hagel the future of a company will be determined by the power of its plattform and the returns on attention, information and skills the platform generates for the customers and talents who are part of it.

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