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"The Dawn of Emergent Collaboration” for MIT Sloan Management Review in 2006, and went on to expand on those ideas in our magazine and in the book Enterprise 2.0 (Harvard Business Publishing, 2009).
In a new Q&A with David Kiron, executive editor of Innovation Hubs at MIT SMR, McAfee looks back at the past six years and what he’s learned about the triggers that generate CEO interest in social networking, what he misread and why the idea of controlling information flows is becoming obsolete.
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In retrospect, I should have anticipated that we’d be hanging the “2.0″ suffix off everything, but I didn’t. We hadn’t yet been bombarded with “Everything 2.0,” so that suffix wasn’t as tired as it is now.
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I have always tried hard not to use the term “social,” not because it’s inaccurate, but because it has primarily negative connotations, especially for a really hard-headed, pragmatic manager in a business, decision-maker in a business,
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"With Enterprise 2.0, we are trying to solve some of the problems of today's business organisations. However, we must not forget that our business environment is rapidly evolving and therefore, we might be solving the problems of the past instead of those of the future."
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In the 20th century business model, the success of a company was largely based upon its ability to achieve economies of scale: the company's own economies of scale. This called for large organisations with tight managerial control, formal rules and roles and a need-to-know culture. This also gave us the well-known deficiencies that we see in many traditional organisations: rigidity, lack of communication, non-transparency, politics, lack of innovation, not really a stimulating place to work
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Current Enterprise 2.0 thinking essentially views E2.0 as a remedy for removing these deficiencies: it will ease the flow of information and provide transparency; it will allow scaling collaboration at an enterprise level; it will stimulate innovation and provide a more 'human' working environment.
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"With this entry I want to summarize and update what I wrote earlier. I gave a general update on the value of social networks for HR in January 2008 including a presentation I held at our global HR Business Partner meeting. Tonight I will be presenting at an HR sharing event on the relevance of Enterprise 2.0 for HR. Find the slides posted to Slideshare."
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The ultimate goal is to create social capital, a workforce that is interconnected to make collaboration thrive through relationships of trust. This really brings added value to the company in form of constant learning (the learning organization), change agility, speed, efficiency and scale. In this context new organization forms are emerging like communities of practice or agile forms of development, an environment that fosters innovation.
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HR is required as an enabler of E20, as change agent and organization designer. HR should be the engine behind company culture (Towers Perrin 2008).
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La démocratisation totale des moyens de communication, l’explosion du volume d’information disponible - et son organisation, bien sûr, par Google - ne manquent pas de rappeler les responsables du moteur de recherche - auront un impact aussi important, estime Hal Varian, que l’introduction de la chaîne d’assemblage dans l’industrie, voici un siècle. “On optimise ainsi les flux d’information et d’idées pour l’économie de la connaissance. A l’instar de l’optimisation, jadis, du flux de production de biens physiques, dans l’industrie, d’Henry Ford à aujourd’hui.
It's an explanation - crystal clear, and from the point of view of systems theory - about what leverage points are, and how they can be used to influence systems. And it's a paper that should be compulsory reading for anyone in any kind of a position of power - and preferably tattooed on the inside of politicians' eyelids.
Reading through it, I got to wondering about which of the 12 leverage points described social media would fall into. The basic concept is that small shifts in one thing can produce big changes in everything - and we often use the terminology of small, incremental changes in behaviour when talking about social media.
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The point here is that the more rapid the feedback, the more effective at reducing oscillations.
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Where social media fits in is surfacing that information. Very often, key information is buried, whether it's in emails, spreadsheets, report documents and so on.
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The customer support and the proper implementation of social media tools around it have brought quite a lot of profit and success to the sales and marketing teams of many large and medium size companies globally. WordFrame sales and support team members are promoting the idea of having the support team as being inseparable part of the marketing and sales teams for several years now. One of the ways to do this (i.e. to have your support department actively participating in the sales process as well as in the business development strategy of your organization) is to equip it with the proper communication, social media and sales tools and ….Voila!
Information mapping based on an organization's goals and objectives can help shift the information professional's natural bottom-up point of view to a top-down, strategic perspective and increase his or her perceived value
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3. It helps to focus information services on the highest potential opportunities. This last benefit can make the value of the information center even more obvious. Orna tells us that libraries or information centers are undergoing an unexpected development. They are changing from "... a store of information to a source of knowledge and innovation ... a business intelligence service converting information to intelligence by means of expert filtering, editing, archiving, and researching." In order to accomplish this transformation, the information professional uses skills and capabilities uniquely suited to the task. According to the Information Advisor, among these skills are the understanding of the organization as a whole and how the parts work together; the ability to comprehend and elaborate on information needs; the ability to identify inefficient or improper uses of information; and the ability to improve the value of the information by evaluating, filtering, abstracting, and providing a broader organizational and/or industry context.
Le fait que le traitement et le transfert de l'information deviennent progressivement la majorité du travail de la majorité des entreprises moderne conduira nécessairement à s'affranchir du « chaos » actuel en termes d'utilisation des différents outils. Le chaos vient d'une part du fait que nous utilisons le même outil et le même canal pour gérer des flux très différents. Ceci nous conduit à des situations d'embouteillage, où des flux de basse priorité obstruent les canaux (un sujet déjà abordé). D'autre part, l'utilisation des différents outils est personnelle, et chacun utilise ses propres règles, ce qui conduit à des incompréhensions et de l'inefficacité. Ce sujet est d'autant plus important que les canaux électroniques se multiplient, et est donc aggravé par l'apparition des outils « Web 2.0 ». Mon intuition est que le volume et l'importance croissante des communications vont conduire à l'émergence d'un « ordre », au moins selon les 3 axes suivants :
* La séparation du signal et du contenu. Elle permet d'utiliser les canaux réactifs (faible latence) pour propager le contrôle, et utiliser les outils collaboratifs pour gérer le contenu (avec des gains évidents en termes de partage, de sécurité, de sauvegarde, …). Ce point est déjà compris et noté par les spécialistes de l'entreprise 2.0 (voir les articles de Fred Cavazza).
* Séparer les flux critiques des non-critiques, les flux liés aux processus métiers des flux informels. Il faut utiliser l'abondance des outils pour que chacun soit utilisé à bon escient, et de la même façon par tous (bien sûr). Cela passe par la rationalisation et l'édiction de règles collectives (cf. le chapitre 5).
* Une gestion plus rigoureuse du temps. Le temps est clairement devenu la ressource critique dans les entreprises. Il ne sert à rien d'avoir le téléphone ou l'email d'une personne si vous n'avez pas son attention. La multiplication des flux est illusoire, et les outils modernes offrent des « tuyaux bouchés ». Les outils de pilotages des flux critiques liés aux proce
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