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"My previous post, Skip the buy-in and get ’em addicted, is about using a Proof of Concept and beyond model as a fast track to your fulfilling your vision. A way to penetrate the hierarchy in an unorthodox way, and get them to "feel it" and see living proof of it’s usefulness, rather than a Powerpoint pitch, or proposal document (or as living proof of your proposal).
It’s cheeky, but you are doing them a favour at the same time, as you have living contextual proof of the viability (by going ahead and doing it yourself), as opposed to buy-in approval, strategies, time, more time, and some more time…only to not get approved."
"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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Premier niveau
Comme nous venons de le voir, le premier niveau de communauté touche l’entreprise dans son ensemble. Des communautés que je nomme d’intérêt et qui sont ouvertes à tous les employés: profil personnel et professionnel à partager avec tous afin de faciliter la communication et la conversation, faciliter aussi l’identification des expertises et faciliter l’innovation participative.
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Deuxième niveau
À ce niveau, les communautés se spécialisent et deviennent des communautés de pratique, si chères aux spécialistes des ressources humaines qui ne jurent que par la gestion du savoir. En effet, c’est à ce niveau que les communautés génèrent des contenus d’expertise ou de mémoire d’entreprise™ à partager entre employés d’une même spécialité en vue d’un transfert générationnel.
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"There has been alot of talk about creating enterprise 2.0 pilot test groups before a full fledged implementation across an organisation. However, I haven’t read much about how one can go about identifying teams that will succeed in the pilot test groups. So what are the requirements of an Enterprise 2.0 pilot test groups? "
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Must be tech savvy enough to know how to use the Enterprise 2.0 platform.
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Managers and team members involved have a history of collaborating with other teams/business units
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The majority of respondents were positive about the value of pilots because they are culturally and functionally useful. One of the most important benefits of running a pilot is that it gives you an opportunity to discover and fix any technical issues before a tool is made available to thousands or tens of thousands of people. Fixing those problems while they’re small and you’re working with a pilot group that’s empathetic makes it much easier to refine the system for a smooth rollout and adoption.
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