Nathan @ e-gineer: Building Enterprise 2.0 on Culture 1.0

Some information should be open, but isn’t. Some information needs to be closed and controlled. Some ideas should be discussed in the open, while other ideas need to be carefully communicated.

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Success is defined by what we do, not what we have the opportunity to do. Implementing a Wiki isn’t success, building an organisation that will take collective ownership and collaboratively edit content is.

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Technology creates opportunity for changes of behaviour and helps shift the conversation away from excuses (it’s too hard) to reasons (it’s too risky).

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All knowledge work is either individual or group based, and it is always performed in an individual, shared or open environment.

The Enterprise Collaboration Maturity Model depicts these work models, and incorporates the cultural journey that enterprises take to reach each stage. Currently, Janssen-Cilag provides an open Wiki (high capability maturity) but primarily uses it as Groupware (medium usage maturity).

To continue our journey, Janssen-Cilag needs to become comfortable with the idea that published content is not finalised. Specifically, we need users to:

Make contributions in an open space that are not policy or announcements.
Edit work or information that is owned collectively.

Successful Enterprise 2.0 style collaboration requires both technical and cultural maturity. While technology opens immediate potential, organisations must grow towards new patterns of usage and collaboration.

The two cultural barriers to collaboration

There are dozens of reasons and millions of excuses as to why people won't share knowledge; but they all fall within two areas:

Sharing knowledge adds more work (“I don’t have time to share”); and
Sharing knowledge increases personal risk (“I don’t want to share”).

These negatives cannot be eradicated, but they can be minimised.

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Make contributions in an open space that are not policy or announcements.

Edit work or information that is owned collectively.

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Successful Enterprise 2.0 style collaboration requires both technical and cultural maturity. While technology opens immediate potential, organisations must grow towards new patterns of usage and collaboration.

Highlighted by mariogastaldi

Sharing knowledge adds more work (“I don’t have time to share”); and

Sharing knowledge increases personal risk (“I don’t want to share”).

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Reducing additional work

Collaboration and knowledge sharing take time. The technical process takes time, but more significantly, wording your thoughts takes time.

Tools for collaboration must do everything possible to reduce the friction of contributing. It needs to be so easy to use, that you can literally laugh at anyone who tells you it is too hard (in a nice, let me show you, kind of way). In practice this means single sign on, one-click editing and instant gratification on saving. Hurdles like slow technology, login screens, workflow approvals or training kill collaboration before you even start.

The time taken to correctly phrase thoughts and distil ideas is unavoidable, but can be minimised by changing our expectation of shared content away from “finished product” towards “work in progress”. Publishing information early and often (rather than infrequently and completely) moves authorship away from essays and succinct conclusions towards sharing of insights and decisions. The ultimate method for sharing without increasing work is to move the work in progress into an open environment (share everything by default).

Policy opportunities exist to move (but not reduce) the work of sharing knowledge. For example, information is shared verbally on the condition that the recipient will publish it for wider consumption. He who asks, documents. A solution like this rewards the giver with time, builds knowledge on-demand and provides learning reinforcement for the recipient.

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Tools for collaboration must do everything possible to reduce the friction of contributing. It needs to be so easy to use, that you can literally laugh at anyone who tells you it is too hard (in a nice, let me show you, kind of way). In practice this means single sign on, one-click editing and instant gratification on saving. Hurdles like slow technology, login screens, workflow approvals or training kill collaboration before you even start.

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Reducing additional work

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more significantly, wording your thoughts takes time.

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changing our expectation of shared content away from “finished product” towards “work in progress”

Highlighted by bibliothecaire

Tools for collaboration must do everything possible to reduce the friction of contributing. It needs to be so easy to use, that you can literally laugh at anyone who tells you it is too hard (in a nice, let me show you, kind of way).

Highlighted by mariogastaldi

The ultimate method for sharing without increasing work is to move the work in progress into an open environment (share everything by default).

Highlighted by bibliothecaire

single sign on, one-click editing and instant gratification on saving

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He who asks, documents.

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The time taken to correctly phrase thoughts and distil ideas is unavoidable, but can be minimised by changing our expectation of shared content away from “finished product” towards “work in progress”.

Highlighted by mariogastaldi

The time taken to correctly phrase thoughts and distil ideas is unavoidable, but can be minimised by changing our expectation of shared content away from “finished product” towards “work in progress”.

Highlighted by cristo

Publishing information early and often (rather than infrequently and completely) moves authorship away from essays and succinct conclusions towards sharing of insights and decisions. The ultimate method for

Highlighted by mariogastaldi

The ultimate method for sharing without increasing work is to move the work in progress into an open environment (share everything by default).

Highlighted by cristo

sharing without increasing work is to move the work in progress into an open environment (share everything by default).

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Collaboration and knowledge sharing increase personal risk by creating a published, traceable flow of inputs (My mistakes are permanently recorded!) and making past information less valuable than new ideas (What if they don’t need me anymore?).

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The solution is to encourage content contributions that are finished enough to be low-risk publishable, but are not so big as to never reach completion.

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In fact, most people are comfortable with publishing or sharing "finished product".

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Unfortunately, most knowledge work is a constant work in progress without a clear end-point and thus never reaches the point of being shared.

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The solution is to encourage content contributions that are finished enough to be low-risk publishable, but are not so big as to never reach completion.

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flow of information

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is far less risky than publishing final knowledge (I own the final decision)

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A focus on capturing the flow has many advantages:

The system always contains the latest information, building trust and adoption.
The process is easy to enforce and success is readily measured (by monitoring email announcements, the only alternative).
Work and risk is minimised for contributors.
Through search, archived flows become a rich and readily available stock.

Over time, the flow of decisions and insights washes over the organisation, helping each person refine their mental map and build a personal body of knowledge. When new items fit their mental model, they can be increasingly confident and aligned in decision making. When news doesn't fit their mental model, they can seek clarity or raise an area of concern.

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The system always contains the latest information, building trust and adoption.

The process is easy to enforce and success is readily measured (by monitoring email announcements, the only alternative).

Work and risk is minimised for contributors.

Through search, archived flows become a rich and readily available stock.

Highlighted by mariogastaldi

Individuals and interactions over processes and tools.

Ease of use over comprehensive training.

Flexible tools over completeness.

Responding to needs over creating demand.

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Individuals and interactions over processes and tools.

Ease of use over comprehensive training.

Flexible tools over completeness.

Responding to needs over creating demand.

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following values for building Enterprise 2.0 collaboration systems:

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(That is, while there is value in the items on the right, we value the items on the left more.)

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Individuals and interactions over processes and tools.

Ease of use over comprehensive training.

Flexible tools over completeness.

Responding to needs over creating demand.

Highlighted by mariogastaldi

Individuals and interactions over processes and tools.

Ease of use over comprehensive training.

Flexible tools over completeness.

Responding to needs over creating demand.

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Training in systems is important, but only after we've done everything possible to design for zero training.

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Always sacrifice features and power for ease of use

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First we will make internal blogging available to all employees.

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In reality, people like to push and abuse tools that are comfortable, flexible and part of their every day work (e.g. email, Excel). Wiki's, blogs and search are great examples of simple tools that can be used for a myriad of purposes without needing a million customisations or extensions.

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Second, we'll add a Twitter/Facebook style status capability to the people directory which has a history and can be updated via SMS.

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meet an existing need. If you build it, they won't come. But, you can build it around where they already are.

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To encourage an organisational shift along the enterprise collaboration maturity model, Enterprise 2.0 leaders should focus on capturing the flow of information. Over time, the flow builds not only a stock of searchable knowledge but also a reputation as the source of fresh ideas and trusted up-to-date content.

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Overall, the aim is to build on the strengths of JCintra by adding ideas and project milestones to the flow of information that washes past people on the Intranet home page. With time this will build a powerful stock but, most importantly, it immediately provides ideas and stimulation to drive interactions between individuals.

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both technical and cultural maturity

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Janssen-Cilag has adopted an open Wiki with the potential for collective ownership, but usage remains dominated by individual contributions to a shared space

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To encourage an organisational shift along the enterprise collaboration maturity model, Enterprise 2.0 leaders should focus on capturing the flow of information. Over time, the flow builds not only a stock of searchable knowledge but also a reputation as the source of fresh ideas and trusted up-to-date content.

Highlighted by mariogastaldi

echnology piece is about 5 to 10 percent of the effort, changing the way work is done is the 90 to 95 percent of the effort

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