It’s not easy summarizing over 5 years of my thought blogging and reading…this was something I needed to do. I have learnt about many things by reading bloggers, commenting and blogging myself…nothing better than DIY interactive education…I thank Cathrin for giving me motivation to do that…
Here’s the main bits below. I hope it’s OK that I’m re-posting…I don’t want to lose this summary
What is your understanding of the core concept of the Enterprise 2.0 idea?
- A new operating system based on different ideals, designs and structures
- For people to be engaged at work, rather than be seen as assets
- A focus on engagement rather than sharing…through design and facilitation you have better conditions to achieve your goal… sharing and heightened awareness will happen by default
- A somewhat role-based network organisational structure where people connect and are aware, have diverse input, acknowledge and action emergent outcomes, find suitable tasks and people…basically to exploit the collective knowledge to make better decisions and have an innovative edge
- A focus on complexity theory based on experimenting, manipulating for favourable conditions, monitoring and feeding back, rather than an addiction to plans and outcomes, targets and rewards. Being more transparent, adaptive, agile, and resilient
5.) What are the main potentials of the Enterprise 2.0 idea?
- As Euan Semple says these new social platforms can finally legitimise informal networks. Closing the gap between the c-level and the frontline (”we” rather than “us” and “them”), a more transparent, two-way communication, feedback and bypassing the levels of hierarchy. Preventing blockage of information and re-interpretations, welcoming and capitalising on feedback.
- This is a new approach and leveling, and can be amplified by the use of social tools. Two things come to my mind: Improve awareness and the seminal lack of communication syndrome, and co-create change so it’s relevant to the frontline.
- It also means working socially productive in silos and bridging silos using visible and open group tools, and connecting silos via enterprise-wide networks.
- E 2.0 provides workers with tools to communicate and share their exceptions to processes…let’s face it procedures are not clairvoyant, every context brings up unique aspects to current processes.
- E 2.0 leads to social productivity and activities like crowdsourcing are now achievable by connecting and conversing in public by default, rather than private by default (like the current email way). This is a move from PC (Personal computing) to SC (Social computing).
But I’m not too sure how decision making being done in a social way will pan out; if we really want to talk about democracy that is…maybe a committee. It just depends on who owns the firm really.
- And since these interactions happen in the open, everyone learns for free on a daily basis, a pull system where workers pick up signals with their radar.
Referencing Jim McGee: New social tools reprise the concept of observable work that we lost with the coming of the digital era. We now have the potential to tap into the “know-how” and “know-why”, rather than just the “know-what” we get in deliverables and documents. We are interested in the conversations and brainwork. When reading a deliverable we wonder why things are they way they are, what were the many micro-decisions and now we can go back to those fragments if we worked using social tools - this is the real corporate memory. The beauty of it is these fragments can be assembled together (re-mixed) for different contexts. Then the output of that work can be traced back to the artifacts (the workings out) and re-hashed, and so on. The whole idea is not re-use but re-mix…malleable objects that live in a flux…basically fragments as springboards to continuous knowledge creation.
Ahhh, just read Oscar Berg’s post on social tools being our coping mechanism
6.) What are the main challenges, threats and issues of the Enterprise 2.0 idea?
Control…simple as that!
Bottom-up is not enough, we need a new organisational design, a top-down shift in ideals. At the moment we have worker 2.0 and group 2.0, but we need management 2.0 to make enterprise 2.0 happen.
My top 10
- We share with people we trust, and share when we are engaged, rather than incentives and rewards, and now we have new social tools that appeal to intrinsic motivations
- Some managers may feel dis-intermediated, especially those who rely on their status in controlling information flow, whereas managers who slant to the more leadership side of things welcome it. People worked a long time for their authority, and now comes along a way (eg blogs) to be influential by reputation
- Transparency, two-way communication, and co-creation are key to engaged workers
- We currently get rewarded for individual action, not collaboration or group output…or how much we help others on tasks we are not on…or how well we source the right people to help you on your task.
- Different units compete for resources
- Politics and power
- This one can be slowly overcome, and that’s changing routines and habits from email to new tools (as long as the new tool is designed for ease of use)
- A culture that is OK with sharing and learning from failure
- Psychological safety (it’s OK to be wrong or to speak up)
- In the past we only shared finished products in the open, and all the working out and know-why happens in closed email. There is now a change to “work-in-progress / status updates” happening in the open. With this we get more awareness, diverse feedback, reputation building, relationship building, learning… We can look back at a record of how things came to be…peripheral information, the conversations behind decisions. A report doesn’t compare as a raw record vs emails, phone, meetings…but all these things are behind closed doors.
Learnings since the interview
Here’s some snippets about the "real enterprise 2.0"…
|Real enterprise 2.0 is about “service”
"Because service is a person-to-person commitment rather than a goal-to-people one, it engages employees more, make the whole organization more responsive and make them less reluctant about caring about issues that are not directly theirs.
Collaboration is something one do with someone else to achieve something. Service is quite different.
Service is not something one do with another but something one do for another. The final purpose is, of course, to achieve something, but the immediate purpose is to help someone. And that changes everything.
Fostering stronger relationships within the organization has few impact on collaboration because collaboration often commits people to a goal and not to other people. In a collaboration context, people don’t feel they help one another but rather that they’re on the same boat rowing to reach an island they don’t care about.
In a service context, one is directly commited to help the other solve his problem and, then, relationships are more easily leveraged."
- Bertrand Duperrin
"I repeat. Your company does not need a social media strategy. What your company does need to do however, is to incorporate social media into almost every other strategy or plan that it has. This means that social media needs to be a part of your marketing strategy, public relations strategy, HR strategy, customer service strategy and maybe even your finance strategy. Maybe you do need someone to coordinate your company wide social media efforts, but that is not the same creating a social media strategy."
- Asia Digital Map.com
"Management in the 20th Century was about achieving a finite goal: delivering goods and services, to make money.
Management in the 21st Century is about the infinite goal of delighting customers; the firm makes money, yes, but as a consequence of the delight that it creates for customers, not as the goal."
- Steve Denning
"The finite goal of delivering goods and services, in order to make money, was utterly boring and dispiriting…Because that goal dispirits those doing the work and often frustrates those for whom the work is done, it is inherently unsustainable.
The infinite goal of delighting customers is inherently inspiring: helping other people is the essence of moral thinking. It is inherently uplifting for those doing the work, and invigorating to those for whom the work is done. Hence the goal is inherently sustainable.
The new goal of delighting customers is a radical shift in the difficulty of what a firm is undertaking. The goal of a firm is no longer simple and linear and finite. Now the goal of the firm is difficult and complex and infinite. Now continuous innovation becomes a requirement, rather than a distraction and a de-stabilizer. Now we are in a world of continuous experimentation, to find out what works and what doesn’t, in terms of adding new value for clients. Now mistakes, instead of being elements that can be eliminated, are an essential element of the learning process. Now mistakes become crucial and welcome elements of the learning process. Instead of mistakes being punished, now mistakes are welcomed as essential opportunities for learning. Now everyone in the firm is focused on what can be done to add additional value to customers and clients.
The firm is no longer an end in itself. The firm is now “other directed”: it is focused on meeting the needs of the clients and stakeholders whom it is purporting to serve."
- Steve Denning
"Companies have to come to terms with the fact that the traditional model of managerial resource allocation and coordination (mainly coerced through extrinsic motivation in the form of rewards and punishments, such as payments, promotions, demotions, etc.) has become outdated and no longer reflects the social fabric of today’s workforce
Commitment is fickle, reputation volatile, and loyalty scarce. In short: Companies have lost control – over their workforce, their customers, and as a result, their brands. Or, more precisely, as Charlene Li points out in her book Open Leadership, they have never really been in control – what they are actually forced to give up now is their need for control."
- Tim Leberecht
"If designers embrace the insight that influence is replacing authority as the new currency in the “pull economy” and that the best way to gain influence is to give up control…businesses can use “shaping strategies” to amplify and accelerate the inevitable loss of control in order to avoid employees and customers abandon them….levers of “access, attraction, and achievement” that provide the “creation spaces” and tools for employees and customers alike to design their own destiny, create their own meaning, and thus convert their very own skills and passions into productivity and loyalty"
- Tim Leberecht
“A customer account manager receives a phone call from a client asking why an issue with their service has not been resolved and when it will be. The account manager can query a workflow-supported issue management system and learn that the issue has been assigned to a specific employee and that it has been assigned an “in-progress” status. However, that system does not tell the account manager what she really needs to know! She must turn to a communication system to ask the other employee what is the hold up and the current estimate of time to issue resolution. She emails, IM’s, phones, or maybe even tweets the employee to whom the issue has been assigned to get an answer she can give the customer.
The employee to whom the issue was assigned most likely cannot use the issue management system to actually resolve the problem either. He uses a collaboration system to find documented information and individuals possessing knowledge that can help him deal with the issue. Once the problem is solved, the employee submits the solution to the issue management system, which feeds it to a someone who can make the necessary changes for the customer and inform the customer account manager that the issue is resolved. Case closed”.
ad hoc communication and collaboration systems were the tools that drove actual results
Without the cludgy, structured issue management system, the customer account manager would not have known to whom the issue had been assigned and, thus, been unable to contact a specific individual to get better information about its status
- Larry Hawes
"Every century or so, fundamental changes in the nature of consumption create new demand patterns that existing enterprises can’t meet. When a majority of people want things that remain priced at a premium under the old institutional regime—a condition I call the “premium puzzle”—the ground becomes extremely fertile for wholly new classes of competitors that can fulfill the new demands at an affordable price. A premium puzzle existed in the auto industry before Henry Ford and the Model T and in the music industry before Steve Jobs and the iPod.
The consumption shift in Ford’s time was from the elite to the masses; today, we are moving from an era of mass consumption to one focused on the individual.
The leading edge of consumption is now moving from products and services to tools and relationships enabled by interactive technologies.
Innovations improve the framework in which enterprises produce and deliver goods and services. Mutations create new frameworks; they are not simply new technologies, though they do leverage technologies to do new things. Historically, mutations have superseded innovations when fundamental shifts in what people want require a new approach to enterprise: new purposes, new methods, new outcomes.
The Model T embodied a mutation we now call mass production. It solved the premium puzzle of its time, reducing the price of an automobile by 60 percent or more, and thrived in the emerging environment of mass consumption.
That potential for wealth creation remained invisible to those who clung to the 19th-century framework of small-factory, proprietary capitalism.
In the same way that mass production moved the locus of industry from small shops to huge factories, today’s mutations have the potential to shift us away from business models based on economies of scale, asset intensification, concentration, and central control"
- Shoshana Zuboff
"The true source of value, which had been invisible to the music industry, resided in Apple’s ability to reinvent the consumption experience from the viewpoint of the individual, at a fraction of the old cost
Winning mutations—those that create value by offering consumers individualized goods and services at a radically reduced cost—express a convergence of technological capabilities and the values associated with individual self-determination.
- Shoshana Zuboff
"Collaboration encourages clusters of experts with diverse skills to make decisions quickly. The Next Generation Collaborative Enterprise allows experts at any level to propose, create and execute without hierarchical or geographical constraints.
Priorities are set by clusters of experts that make decisions. Decisions are communicated real-time through social media applications…Individuals are able to apply themselves to the work based on their skills and availability, regardless of their geographic location…Funding is directed based on milestones. Direct accountability is embedded into the social network. Finally, organizational functions become less relevant and ‘Re-orgs’ become obsolete. Leadership is defined as the ability to influence, envision and execute ― rather than the authority to command and control."
- Padmasree Warrior