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"A growing number of companies talk about the benefits of adopting web 2.0 tools inside the organization, but the list is short for companies that are using them for increased business results.

Unisys, the 138-year old tech firm, has quickly made "going social" part of its culture. Here's how they did it, and how they're using social media tools to become more agile, to share knowledge, and to increase the speed of innovation."

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"Sometimes there are postings on intranet discussion forums where people say “I’ve been asked to write an intranet strategy and was hoping I could have a look at somebody else’s”.

To me that’s a little like saying “I’m planning to have a really enjoyable holiday and was hoping I could come on yours”. Although seeing what somebody else does can be useful to get ideas, it is unlikely to be a good fit to your particular requirements. "

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"Luis Suarez (IBM) has been working in the areas of Knowledge Management, Collaboration, Online Communities and Social Computing for over a decade now. Here are some of his thoughts on that topic and his appearance at the Enterprise 2. SUMMIT."

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"According to many, "resistance to change" is the biggest factor inhibiting the adoption of E2.0. This is not the case. The biggest inhibitor to the adoption of E2.0 technologies is when organizations attempt to make people use E2.0 tools - "make" being the operative word. This may seem subtle, but is an extremely critical distinction that separates tremendous success from puzzling failure with these technologies."

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"About 19 months ago, I worked with the founder of BinaryPlex and creator of HiveMind, Tim Bull, to put together the 10 architectural principles for an Enterprise 2.0 implementation. Based on our experience since then, we have updated these principles. You'll notice that now we've removed 'architectural' from the title and now formally using the Enterprise 2.0 keyword. "

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"On a cru au départ au grand paradigme de la transformation globale et uniforme de l’entreprise traditionnelle en entreprise 2.0. La pratique est en train de prouver le contraire… En effet, plus je travaille avec mes clients au déploiement de stratégies Web 2.0 et de certains de ses outils à l’intérieur de leurs entreprises, plus je m’aperçois que ce déploiement doit se faire de façon graduelle, par projets pilotes."

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A nice updated slideshow of Adidas’ Christian Kuhna on their implementation approaches and lessons learned.

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During our Insight Event last week, Sam Dimond (Director of Knowledge Systems) outlined his thoughts on how to get started with social tools, drawing from his experience of the adoption of blogs and wikis in Clifford Chance.

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This is the third in a series of interviews with Samuel Driessen, Information Architect at Océ, about their Enterprise 2.0 implementation and adoption experiences.

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There's an orthodoxy in Enterprise 2.0 circles about how you're supposed to run an implementation. The orthodoxy goes something like this: Start with small-scale pilots, define your business objectives, watch the pilots closely, evaluate their success, make a go/no-go decision. (A good recent articulation of this view is in Chris McGrath's recent post on 8 Tips for a Successful Social Intranet Pilot.)

As far as I can tell it's what everyone thinks. In fact, it's what I used to think. Unfortunately, it's dead wrong. The orthodoxy is wrong for a very simple reason: Size matters. By constraining the size of your pilot, you significantly alter the way your company can and will use the tools.

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The topic of corporate culture and social computing has been done to death but still seems to rumble on as an undercurrent for many blog posts. Views range from the suggestion that corporate culture needs to be right for social computing to succeed all the way through to suggestions that social computing can act as a catalyst for cultural change. Of course its never as clear as either of those academic stances and when you listen to people in workshops saying, "it's not about the technology, it's about the people," in the same breath as, "the platform has to be perfect," it becomes very apparent very quickly that there is confusion over where the optimum balance lies.

culture corporateculture technology adoption socialnetworks implementation

I recently spoke with Samuel Driessen, Information Architect at Océ, about their enterprise micro-messaging experiences. Océ is a leading international provider of digital document management technology and services. Samuel is located in the Netherlands and his responsibilities include both the information architecture for structured data in applications such as PLMS and SAP and the unstructured content in places such as email and knowledge management programs.

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For the last 18 months, Intel has invested a significant effort to develop a full strategy & implementation roadmap for social computing within the enterprise. I am pleased to announce the release of a white paper Developing an Enterprise Social Computing Strategy that I did jointly with Malcolm Harkins, Chief of Information Security. The paper details our approach towards embracing the use of collaborative technologies while addressing the mitigation of legal, HR and governance issues. Here are some key areas you will find detailed in the paper

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Here are six conversations that I recommend occur in your organization that will help your organization bridge the cultural gap between the status quo and the organization as an effective user of Enterprise 2.0 tools. This builds on a previous post where I stated that "to optimize the technology and achieve improvements in organizational effectiveness...a focus on the overall organization is important."

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Why are Enterprise 2.0 implementations of blogs, wikis, or forums not living up to the expectations of the technology?

The primary reason is because social media tools reflect the culture of the organization – they can’t change the culture of the organization by themselves. If the “social” part of social media doesn’t exist within your organization or is corrupted, all you’re going to end up with is “media” – a blog with no readers or a wiki with no edits.

enterprise2.0 implementation adoption culture

Anyway, Social Software Tools: A Critical Evaluation offered useful insight into the choices SMBs need to make when moving into social networking. Tony Byrne, founder of CMS Watch, started with a useful breakdown of the complex world of social networking, beginning with separating external and internal applications, depending on whether the connections occur inside or outside your company:

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A lot of organizations are struggling with what to do with a host of costly, high-maintenance technologies that they have introduced in the last decade, hoping these technologies would produce (a) improved internal productivity, and (b) better relationships with customers. They have achieved neither objective. So they're stuck with some very large and expensive lemons, three in particular:

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sks and benefits that must be considered in the governance process.

The Governance chapter contains:
* Definition of governance
* The importance of the governance
* Six steps in a typical governance process
* Worksheet on stakeholder interests
* Professional service firm case study

enterprise2.0 governance adoption implementation

You seem to have nailed the technical aspects down but you’re missing or ignoring the most important aspects of this change. My business imperatives are simple: globalization, information management, innovation, speed, ROI, cost transformation, and survival. So when you come to my leader’s office, please be prepared to answer a few questions:

* How can I integrate these tools within my environment and address my imperatives?
* What do I need to do for my people? Training? Education? Transformation?
* What services can be added to the tools to serve my business needs?
* What solutions can you bring to table to have an immediate impact to my productivity?
* How do I convince my business managers to replace their current processes with you?
* How can I measure success and how will I know that I am heading down the right path?
* What patterns, templates, and success stories do you have to show me?

I have an enterprise full of people that claim to understand Web 2.0. What I need from you is the implication of 2.0 to my business model. My door is wide open and I am waiting for you,

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I drew on the core ideas in our Implementing Enterprise 2.0 report and framework (as above). Enterprise 2.0 is ultimately far more about organizational change than technology, though it happens to be driven by web technologies. As such much of my focus today is on how to change organizations, to literally create the next version of the enterprise. Far more details on how to put the ideas below into practice are in the Implementing Enterprise 2.0 report.

My list got an extremely positive response from the audience, so I thought I’d share it here.

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