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"e innovation zealot in me felt instant disappointment today upon reading that Google Wave is no longer. The official word from Google:
But despite these wins, and numerous loyal fans, Wave has not seen the user adoption we would have liked. We don’t plan to continue developing Wave as a standalone product, but we will maintain the site at least through the end of the year and extend the technology for use in other Google projects."
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- Think up/get notified of a process problem or event
- Remember that a bunch of tools and metaphors (email, phone, he conf room, software) exists that can help decision facilitation/brainstorming
- Group/find the right people to collaborate
- Pick a collaboration metaphor that works for everyone
- Solve the problem
- Go back to the system of record or powers that be, to deliver the outcomes.
But there’s a more important issue at play here. My sense is that the primary culprit here is lack of context. No matter how sexy, the use case for silo’ed,
dumb“un-smart” collaboration still generally goes like this: -
Organizations still need to understand how to design work processes that blend optimal process and collaboration but its hell of a lot easier when the software plays nice.
"In this post, I want to describe what I saw at the conference, what I believe to be the missing components of the full Enterprise 2.0 picture, and also discuss how becoming "Driven to Perform" by understanding Strategy-Driven Execution is the best way to justify the value of Enterprise 2.0 in your organization.
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I believe a significant part of the problem that crops up in the Enterprise 2.0 value discussions stems from the fact that the champions of Enterprise 2.0 significantly underweight the complexity and pervasiveness of the existing information technologies in the enterprise and the reasons why these technologies evolved.
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They key activity steps of enterprise business processes embodied into today's ERP, CRM, SCM et al software, such order-to-cash, procure-to-pay, hire-to-retire, or record-to-report need to be highly structured for a variety of reasons, not the least of which is efficiency, their primary reason for being, but also for significant compliance concerns they address. I don't foresee a point any time in the near future where enterprises will leverage Enterprise 2.0 principles in the core of accounting, or payroll, or order management because there are serious risks to doing so for a business. These enterprise business processes are complicated enough without any unstructured processes surrounding in them, as you can see here in this offer creation process which we diagrammed in Driven to Perform in our chapter on Risk-Aware Marketing Performance Management.
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E-mail overload is the leading cause of preventable productivity loss in organizations today. Basex Research recently estimated that businesses lose $650 billion annually in productivity due to unnecessary e-mail interruptions. And the average number of corporate e-mails sent and received per person per day are expected to reach over 228 by 2010.
The fundamental problem of this otherwise great technology is largely behavioral, and new practices and technologies are arising to solve it.
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A major contributor to e-mail overload is broken business processes. When an environment changes, business processes fail to adapt, and this causes exceptions.
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