| || |
Scale is the oxygen that feeds collaboration.
“Enterprise 2.0 tools are different from traditional IT systems. Traditional IT enables transactions; Enterprise 2.0 enables interactions.
When we use Enterprise 2.0, we're not transacting with a system; we're interacting with other people. And as Metcalf's Law famously states, the more people there are in that network, the more interactions each individual can have with his or her peers, and the more value that individual derives from participation in the network.
When organizations really embrace Enterprise 2.0, however, they almost always play in multiple sections of the Value Matrix, launching solutions like collaborative intranets, ideation portals, private extranets, Those solutions, almost by definition, require scale.
Scale is the oxygen that feeds collaboration.” (Idinopulos, 2009)
| || |
But scaling a e2.0 pilot is also a trap.
“And by the time you've scaled it, there are huge sunk costs. Anybody taking part in a trial is subject to Staw's Escalation Bias - the more effort you put into something, the more likely you are to show a potentially irrational commitment to it. Social Media is particularly susceptible to this due to the nature of its lobster trap and the flipside of Metcalfe's Law, enclosure.” (Bostock, 2009)
| || |
Beware of Self-Justification and Escalation Commitment
"[W]ithin investment decision contexts, negative consequences may actually cause decision makers to increase the commitment of resources and undergo the risk of further negative consequences” (Staw, 1976)
Bostock, S. (2009, September 07). Kill the pilots: Scale is the oxygen that feeds collaboration. Retrieved September 11, 2009, from @siibo: http://siibo.blogspot.com/2009/09/kill-pilots-scale-is-oxygen-that-feeds.html
Idinopulos, M. (2009, August 27). Enterprise 2.0: Skip the Pilot. Retrieved September 2009, 2009, from SocialText: http://www.socialtext.com/blog/2009/08/enterprise-20-skip-the-pilot.html
Staw, B. M. (1976). Knee-deep in the big muddy: a study of escalating commitment to a chosen course of action. Organizational behavior and human performance , 27-44.