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06 Apr 09
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Try this test developed by Morten Hansen, Professor of Entrepreneurship at the INSEAD Business School. How many of the statements reflect the situation throughout your business?
1. Employees are willing to seek help from outside of their organisational unit, even if this might suggest that they are not performing well.
2. Employees are able to locate colleagues with information and expertise with the minimum of effort.
3. Employees feel that they have a duty and a freedom to help others even if there is no immediate benefit, and indeed even a short-term impact on their own work performance.
4. Employees promptly acknowledge telephone calls and
e-mails requesting information.
5. Employees willingly work together with colleagues from other units to solve specific problems.
6. The organisation has clearly stated principles related to the value of teamwork and cooperation.
7. An important element of induction programmes is to give new staff experience of working together in teams from different units, and with staff who have a range of expertise.
8. Recruitment, development and evaluation procedures provide an opportunity to review and reward collaborative working and knowledge exchange.
9. Examples of good practice and success in knowledge exchange are given wide publicity and recognition.
10. Managers who do not support and participate in collaborative working do not gain promotion to senior management positions.
Unless you can score at least six then your business is going to have to work very hard to get the best out of Enterprise 2.0 applications. -
The 'return channel' to a request for help published on the intranet is rarely the intranet itself, but instead is a telephone call or an e-mail. This tends to inhibit connectivity. With a blog or a wiki, information can be added instantly to the web page and that is certainly an attractive feature of these web technologies.
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Without effective search, wikis become information black holes, and search costs money even if the wiki software is a free open source application.
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Many companies already have a range of collaboration applications, including portals, e-rooms and discussion forums, but rarely any strategy about how these are going to be linked together and managed for the good of the enterprise.
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1. Start with just one or two projects and be patient in ensuring that these have an impact before moving forward with more projects.
2. There must be a clear business requirement and some metric that can be used to evaluate the outcomes of the pilot trials.
3. Don't try and change corporate culture with technology but pick areas that are ready to try a different approach.
4. Each pilot trial should have a sponsor at a level senior enough to push on with the project against the inevitable sceptical comments.
5. Publicise all the outcomes as widely as possible across the business.
6. Be prepared for failure and learn from it.
7. Be prepared for success by having the next set of projects already mapped out.
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17 Jan 09
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30 Oct 08
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23 Sep 08
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19 Sep 08
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17 Sep 08
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1. Employees are willing to seek help from outside of their organisational unit, even if this might suggest that they are not performing well.
2. Employees are able to locate colleagues with information and expertise with the minimum of effort.
3. Employees feel that they have a duty and a freedom to help others even if there is no immediate benefit, and indeed even a short-term impact on their own work performance.
4. Employees promptly acknowledge telephone calls and
e-mails requesting information.
5. Employees willingly work together with colleagues from other units to solve specific problems.
6. The organisation has clearly stated principles related to the value of teamwork and cooperation.
7. An important element of induction programmes is to give new staff experience of working together in teams from different units, and with staff who have a range of expertise.
8. Recruitment, development and evaluation procedures provide an opportunity to review and reward collaborative working and knowledge exchange.
9. Examples of good practice and success in knowledge exchange are given wide publicity and recognition.
10. Managers who do not support and participate in collaborative working do not gain promotion to senior management positions. -
1. Start with just one or two projects and be patient in ensuring that these have an impact before moving forward with more projects.
2. There must be a clear business requirement and some metric that can be used to evaluate the outcomes of the pilot trials.
3. Don't try and change corporate culture with technology but pick areas that are ready to try a different approach.
4. Each pilot trial should have a sponsor at a level senior enough to push on with the project against the inevitable sceptical comments.
5. Publicise all the outcomes as widely as possible across the business.
6. Be prepared for failure and learn from it.
7. Be prepared for success by having the next set of projects already mapped out.
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16 Sep 08
Gosia StergiosThere is a lot of interest at the present time in the role that Enterprise 2.0 web applications can play in enhancing business performance. A recent global survey by McKinsey indicated that after an initial period of promise and trial, companies are now c
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Andy BreedingThere is a lot of interest at the present time in the role that Enterprise 2.0 web applications can play in enhancing business performance. A recent global survey by McKinsey indicated that after an initial period of promise and trial, companies are now c
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13 Sep 08
Chris TagalotThe AIIM proposes: 'A system of web-based technologies that provide rapid and agile collaboration, information sharing, emergence, and integration capabilities in the extended enterprise'
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12 Sep 08
Hutch CarpenterAll the evidence points to a number of critical success factors in capitalising on Enterprise 2.0 applications. These include:
1. Start with just one or two projects and be patient in ensuring that these have an impact before moving forward with more projects.
2. There must be a clear business requirement and some metric that can be used to evaluate the outcomes of the pilot trials.
3. Don't try and change corporate culture with technology but pick areas that are ready to try a different approach.
4. Each pilot trial should have a sponsor at a level senior enough to push on with the project against the inevitable sceptical comments.
5. Publicise all the outcomes as widely as possible across the business.
6. Be prepared for failure and learn from it.
7. Be prepared for success by having the next set of projects already mapped out.enterprise 2.0 enterprise2.0 adoption business case businesscase
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10 Sep 08
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09 Sep 08
Dan KeldsenMartin White looks at the benefits and challenges of Enterprise 2.0 adoption and suggests some critical success factors for the effective application of these technologies. Brief mention of our Market IQ on Enterprise 2.0, and our definition of Enterprise
enterprise2.0 martin_white aiim_market_intelligence market_iq_on_enterprise2.0
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