The trio of Headshift, IDC and Tech4i2 have released their Interim report on Enterprise 2.0 in Europe. This is a fantastic piece of work in 160 pages. I had time enough go through half of it so far. It covers so many areas and compiles data on geography and economic production in countries due to e20. Thanks to @leebryant and @mikejthompson for sharing this.
Here are some of my suggestions and points:
Pg9 Table 3 - Links between participants –
For traditional enterprise aps the “peer or hierarchical” describes the structure of how people are linked overall, but for E2.0 apps, it focuses on quality of individual links.
That’s two different concepts.
Option 1: include both structure and quality in each box
- Traditional Apps – “Peer or hierarchical, if linkage with others is supported at all. Members have to accept predefined links with others in their workgroup. Strength of linkage unknown
- E20 Apps – “Web of connections. Members choose who they want to link to, and strength of connection depends on interactions
Option 2: Quality only
- Traditional Apps – Members must accept predfined links to others in workgroup, and strength of linkage unknown
Option 3: Structure only
- Traditional apps - Peer or hierarchical, if linkage with others is supported at all.
- E20 - Members choose who they want to link to, and strength of connection depends on interactions
Section 2.3 pg 10
This should also indicate sources which state that Organizational Culture and culture change is a key aspect. If you want you can link to our IBM paper on adoption which stresses that this is not just technology adoption, but actual work culture change.
I think for the Internal case, its missing: building employee loyalty, satisfaction and retention. To this take a look at Salary.com’s 2009 survey of Job satisfaction, particularly at the top reason “why people stay in a company”: “I like the people I work with”
An Internal>External or perhaps External case is keeping in touch with former employees/alumni. This is a variant on recruitment. By having an Alumni community, you may be able to rehire former employees which is much more cost-effective and faster in terms of integrating into the company. This saves time and money over hiring completely new people.
Section 2 & 3 overall
There seems to be a heavy reliance on McAfee’s research only. It’s very one sided. You should cite other sources as well. There are a whole lot of other researchers in this domain too.
Page17 Communities of Interest
A community of practice is a key component of building a “Center of Excellence” within organizations around different topics, technologies, knowledge domains and innovation directions. It identifies company-wide a select group of subject-matter-experts and organizational memory. In short developing centers of excellence within organization supports the overall innovation strategy of the company.
Pg 18 Innovation Management
IBM InnovationJam and IdeaJam system is a managed approach to ideation and discovering employees interested or committed to bringing innovative ideas to life. IBM has had various such Jams since 2001 across different populations: employees only (new product or service opportunities), employees and family (local community development, and work-life balance), and employees, customers and business partners (challenging global issues)
Pg 20 Crowdsourcing
An example is BurdaStyle by German publishing company, Hubert Burda Media. By providing a template system to allow anyone (customers) to create new clothing designs of their own. This is an example Crowdsourcing by Template; it generates new ideas that customers can sell to each other or license to the company Burda itself to produce for the mass market.
See my book “Social Networking for Business” (Wharton School Press, 2010) Chapter 4 on further details.
Pg20 Customer/Public Engagement
Use more European focused social sites. See ManyEyes and comScore data on apps per country
Pg39 4.2 The Role of Leadership
This is missing out that E2.0 allows a variety of different leadership models as microcosms within the overall organization leadership structure. I provide a variety of these models in Chapter 2 of my book.
The significance is that it creates an alternate dimension of leadership hidden underneath the official hierarchical structure of the company. These alternate models can be discovered through Social Network Analysis, or predefined for individual communities and social environments with different groupings of employees.
Pg40 Organisational size
One of the most obvious facts most people forget is that on the Internet, there is practically unlimited population that may participate in web2.0 environments. However, within an organization, there is a definite bound of all the employees involved. What this affects is the notion of the Long Tail: with a bounded employee population adoption need not be a long-tailed graph at all, since you can determine through metrics data how many people are involved, and how involved they can get. The graph changes shape significantly. On the Internet, there is an endless supply of the long-tail on ther otherhand.
Missing is a discussion on the Dunbar number limit that suggests people are able to at most recall 150 peers or friends, and a closer look at why that idea is not necessarily applicable in E20 system.
See Christopher Allen’s post on this: http://www.lifewithalacrity.com/2004/03/the_dunbar_numb.html
Pg77 Employee Privacy concerns
Another actor of the personal social networking is that the line between work and personal discussions is getting quite blurry. E.g., some people use their personal Facebook profile to post both personal content and work related content. It thus becomes harder to tell how people are working because it requires detailed context to decide if any content posted is work related or personal.
Furthermore often employees use their corporate social environment to casually discuss personal ideas, projects and activities. This is not a negative, because it creates opportunities for other employees to find commonality and like-minded peers; in other words it improves chances of building stronger employee-to-employee bonds.
Pg78 “Eat your own dog-food”
How about “Drink your own Champagne” – a more pleasant prospect.
Pg80 Does E20 matter
For 1) or perhaps 3) there are some existing evidence / studies on the impact of e20 on productivity and growth. See Wu, Lin, Aral and Brynjolfsson (MIT & IBM)
It quantifies exact value gain per employee from stronger relationships through e20.
Pg81 Maslow’s ROI Hierarchy of Enterprise 2.0 chart
I know Hutch based this on Maslow’s theory, but using that title for the chart is very incorrect because it suggests that Abraham Maslow (now dead) defined that Hierarchy.
A better name would be “ROI Hierarchy of Enterprise 2.0 based on Maslow’s Hierarchy of needs theory”