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Saved by 26 people (-1 private), first by anonymouse user on 2009-04-12


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Even impressive citations such as the recent TransUnion Enterprise 2.0 case study that claims an eye-opening 50x return on investment (using the most basic ROI formula for calculating returns) are not yet initiating widespread inquiry.

Highlighted by willy48912005

ven impressive citations such as the recent TransUnion Enterprise 2.0 case study that claims an eye-opening 50x return on investment (using the most basic ROI formula for calculating returns) are not yet initiating widespread inquiry.

Highlighted by willy48912005

Determining the ROI of Enterprise 2.0

Highlighted by staticcharge

rks, but does

Highlighted by gkaefer

One is an broad wariness of a new horizontal information technology approach that purports to solve so many problems and will overlap extensively with existing solutions

Highlighted by willy48912005

A second set of issues is related to corporate culture and its fundamentally hierarchical nature, which seems anathema to the flattened, highly social nature of Web 2.0 in the enterprise

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corporate culture

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The central problem? Assets that are intangible, such as knowledge, social capital, and situated technology — which Enterprise 2.0 is primarily focused on — rarely have direct impact to financial outcomes such as revenues and profits. Its their downstream effects that generate the most value to the business.

Highlighted by bertrandduperrin

The central problem? Assets that are intangible, such as knowledge, social capital, and situated technology — which Enterprise 2.0 is primarily focused on — rarely have direct impact to financial outcomes such as revenues and profits. Its their downstream effects that generate the most value to the business.

Highlighted by mariogastaldi

Assets that are intangible

Highlighted by willy48912005

ssets that are intangible, such as knowledge, social capital, and situated technology — which Enterprise 2.0 is primarily focused on — rarely have direct impact to financial outcomes such as revenues and profits. Its their downstream effects that generate the most value to the business.

Highlighted by willy48912005

Enterprise 2.0 is primarily focused on

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“software ROI is only as predictable as the activity for which it is used

Highlighted by mariogastaldi

The problem with this is that it’s very hard to either measure or predict accurately, especially since IT solutions tend to have longer chains of cause and effect than other technologies.

Highlighted by mariogastaldi

While this often builds up accumulated value by its ability to cascade across a business, it’s very unsatisfying from the traditional perspective of investment in X by spending Y to achieve a predicted return Z.

Highlighted by bertrandduperrin

The net result of this lack of clarity is a hold up on the explicit use of Enterprise 2.0 for strategic benefit by businesses, even as the tools are proliferating, often virally, in many organizations.

Highlighted by mariogastaldi

different — ways of running our businesses.

Highlighted by mariogastaldi

there are real limits on the ability to direct emergent systems towards focused outcomes. In the end, all one can actually do predictably is enable the possibilities and not prevent them.

Highlighted by bertrandduperrin

Innovation often comes from where you least expect it and harnessing collective intelligence, the core principle of Web 2.0 as well as Enterprise 2.0, is the very art of eliciting value from emergent systems such as the Web and our intranets.

Highlighted by mariogastaldi

My point is just that it’s difficult to determine where the returns (often the most important ones) will appear when the tools have so many downstream effects. That’s not to say either that Enterprise 2.0 ecosystems can’t be directed to some degree to achieve business objectives

Highlighted by mariogastaldi