Is Enterprise 2.0 about selling software or solving problems?...
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Saved by 3 people (-2 private), first by anonymouse user on 2008-06-20
- Faheyr on 2008-09-07 - Tags e2.0 , adoption , barriers , headshift , conference
- Jurijmlotman on 2008-06-21 - Tags enterprise2.0_star5 , headshift , kp_consult , enterprise2.0_state , deli
- Bertrandduperrin on 2008-06-20 - Tags enterprise2.0 , management , adoption , software , enterprisesocialsoftware
Public Sticky notes
Well, we have some smart companies adopting social tools for practical purposes: Wachovia, Pfizer, Lockheed Martin and Bearing Point all shared case studies. So did the CIA, as covered by Stewart Mader, who humorously suggested the way we run enterprises is similar to their own 1944 Manual on corporate sabotage (see also this video interview).
Highlighted by faheyr
Connections will do well because it is a good product. Sharepoint will have a greater install base because of ignorance and laziness among IT departments, but where it actually works for users, this will be as a result of either very expensive customisation or the leveraging of the partnerships mentioned above that provide social features. A default install of Sharepoint, as Lawrence Liu's demo proved, is a very lonely and sad place to be.
Highlighted by faheyr
A prominent topic among hallway conversations at E2.0 was the issue of barriers to adoption and how we overcome them. There was a good thread on the E2.0 community site, and several of the E2Open sessions (well done Ross!) covered this as well.
Highlighted by faheyr
We need to move from providing capabilities (blog, wiki, social network, etc) to providing contextualised solutions to specific business needs that build upon the new behavioural characteristics of social tools and the affordances of social networks.
Highlighted by faheyr
I suspect the best implementations of enterprise social computing in the next few years will continue to be constructed on a base of products (whether a major platform like Connections or a combination of best-of-breed tools), but their real value will be in the way these are moulded to individual and group needs within the enterprise to create truly situated, native tools that support both existing and new ways of working better than enterprise software ever has before. But even that is worth little unless we can also succeed in engaging people and weaving these tools into the social and political fabric of the organisation. Software can't fix that.
Highlighted by faheyr
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