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SLATES

Just less than a year ago, Dion Hinchcliffe, one of the world’s leading EA and Enterprise 2.0 minds rethought SLATES and came up with FLATNESSES. More than a little humorous, it also calls to mind the flattening of organisations that takes place in successful Enterprise 2.0 implementations. But what does it mean?

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.

"There are, very crudely, three categories of information: proprietary, which you maintain inside your organization; there’s some that you share with trusted business partners, clients, suppliers or alliance members; and there information that you actively disseminate to the public at large. And it’s not always immediately clear into which category information falls."

Hall: If your company is developing a policy for wikis, blogs and other Web. 2.0 tools, how would that policy be any different than the policy you have for instant messaging, e-mail, that sort of thing?

Dawson: In many ways, it won’t be. That’s one of the things that’s not well understood. That fact is that most, if not all the issues related to these technologies, are addressed by existing policies. In some cases, though, those policies have not been developed with the detail in which the issues from these new technologies are fully addressed.

Steve also presented a useful framework on the relevance of Enterprise 2.0 to organizations, as below, which comes from an interesting Ovum report on Enterprise 2.0.

I didn't realize that Microsoft doesn't have an explicit blogging policy, and that Microsoft's general employee policies are seen as sufficient. One of Microsoft's interesting internal social media channels is Academy Mobile, which uses mobile delivery for its online learning content.