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So starting from goals I’ve highlighted 4 activities: collaboration (coordinating and working together with a common set of results in mind and building on top of the partial outputs of others), connection (putting in place active or inactive relationships between individuals based on common interests, passions or issues), communication & sharing (to support informal, asynchronous, loosely coupled knowledge exchanges making experts and expertise bubbling up), collective intelligence (aggregating and filtering the wisdom of crowds on the border of our company to innovate and predict future trends). Activies are not mutually exclusive and many users are exposed to many of them at the same time.

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enterprise20 adoption collaboration collective intelligence

Byrne's personal wish is not for a separate repository, but a set of social services that can be used as a layer across many platforms, much like Microsoft's social layer across SharePoint.

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enterprise20 sharepoint adoption workflow

Which brings me to the next big theme: adoption. Many enterprises are struggling with employee adoption of social tools. So, this prompts me to ask -- perhaps unfairly -- what about the whole idea of "emergence"? Aren't these tools so cool, so fun, so essential to modern work, that they will sweep through the enterprise in a groundswell held back only by your troglodyte executives? It turns out that many social computing efforts are actually championed by C-level executives. This led several observers at the conference to blame power-hoarding middle managers for poor adoption. Maybe that's the case in some enterprises, but as a generalization it feels trite to me.

In fact, this whole debate reminds me of all the talk circa 2004 about getting better Intranet adoption. Enterprises had invested in pricey portal systems that employees rarely bothered to visit. Intranet managers learned over time to provide useful services that ease employees' daily tasks. Often what employees really wanted was a single simple application, like an online org chart. There's a lesson there.

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enterprise20 adoption roi

With enterprise social media, the aspect that's truly overhyped is the concept of collaboration, notes Criterion's Hockenberry. Bringing diverse groups of people into a Web setting is not how innovation typically happens, he adds. "Social networks like Facebook are the biggest coffee klatch on earth," says Hockenberry. "They're nice for chatting, but we really haven't figured out the business implementation for them. Just adopting a new technology does not create innovation for you."

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enterprise20 usecase adoption socialnetworks

Fun, as a design principle shouldn't be overlooked as it impacts the application design from look and feel, through context, content and process. It also should be addressed when designing events leveraging social computing technologies.

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enterprise20 design adoption productdev

But, all like all good fairy tales, the great Google Wave hype rollercoaster has to come to an end.

I'm sorry to be a killjoy, but I've been puttering around in Google Wave for the best part of a week now, and I have no idea in hell what I'm supposed to be using it for. I've watched all the videos (yes, even the cool 3.5 per cent one), tried out Google Wave with people in the Australian tech early adopter community both within my company and outside, but got absolutely nowhere with this platform.

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google wave collaboration adoption

It’s not an skill that’s been widely understood until quite recently, however community management has begun to move to the forefront of social computing in the enterprise as the use of social tools begins to climb the maturity curve. Now it’s increasingly proving not just useful but a critical component of Enterprise 2.0 efforts despite an often vague understanding of what it is and where it should be situated in the org chart.

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enterprise20 communities community management adoption

But the most significant difference was not in usage stats. It was how effective employees are at getting new software to be accepted. 22% of Gen X said they felt they have the "clout in their organization" necessary to introduce new technology, while only 13% of those under 29 said the same.

Even if Gen Y was significantly better at using social software, it wouldn't matter at this point. Obviously younger employees will increase their stature within organizations as the years pass. But the idea of Millennials at the vanguard of innovation in the enterprise is a myth.

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enterprise20 genX genY millennials adoption

So, perhaps it won’t be happening. Perhaps that change we are all anxiously anticipating (And working really hard for), specially those folks who identify themselves as 2.0 evangelists, is not meant to take place at all. At least, in our time! Maybe we are just planting the seed for that change to take place in 20, 30 or 50 years from now! Maybe we are all just trust agents preparing the way for a change we won’t see eventually taking place, nor our kids, nor our grand-children.

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enterprise20 adoption

The success factors of socialization are well-documented — we all know the guidelines but often treat them as just another task in a big initiative. Socialization implies a deeper commitment than most organizations acknowledge - in fact, socialization, its actions and its attitudes may be the most complex part of innovation.

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gartner innovation adoption change management

Creating an innovation strategy does not need to be a massive project. However it is critical to identify and prioritize the kinds of innovation that are aligned with the firm’s positioning and long-term strategy. Governance is a key element of this process, in establishing parameters for allocating resources and managing risk. A clear strategic framework helps identify the initiatives that will best support useful innovation.

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innovation management program processes adoption

Companies with revenues exceeding $1 billion—along with business-to-business organizations—are more likely to report benefits than are smaller companies or consumer companies. Among functions, respondents in information technology, business development, and sales and marketing are more likely to report seeing benefits at various levels than are those in finance or purchasing. IT executives, in general, are more focused on using Web tools to achieve internal improvements, while business development and sales functions often rely on the technologies to deliver better insights into markets or to interact with consumers.

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mckinsey research enterprise20 adoption business benefits social software blogs wikis rss networks tagging use cases

As we’ll see, this is an intriguing case of a nascent business, social, and technology movement that seems to — despite some claims to the contrary — actually have had a rather humble and unheralded ascent while making surprisingly deep inroads in business including some higher profile successes. Make no mistake however, despite the apparent numbers, this is a movement that’s in its early days yet and which has years — if not a decade or more — before it has its largest impact.

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enterprise20 adoption business case

It may be premature to discuss this, but a key to the mainstream appeal and adoption of Wave will be its ability to incorporate existing email accounts and to function as a client for traditional email.

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google wave chasm technology adoption early majority email

Most of these smaller, on-the-ground, often under-funded Enterprise 2.0 efforts will fail to thrive for whatever reasons. These are useful experiments but they were missing one or more ingredients to succeed. But occasionally some of them will hit on the right formula, reach a critical mass of participation, break out of their team or department, and begin drawing in the rest of the organization. This happened at AOL with AOL Office Wiki, at the CIA with Intellipedia, and with most of the successes in Jacob Nielsen’s recent meta study on Enterprise 2.0 successes.

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enterprise20 adoption failure hinchcliffe krigsman

Another key area is what they call “winning the middle.” They realize that you need middle management support for the initiative to be successful. This is especially important with enterprise 2.0 efforts as they often allow information to more easily go directly from workers to senior management, bypassing the filter of middle management. They look at the role of middle management in deciding on the effort, as well as their support. How does success of the effort fit into middle managers’ accountability areas? How does it affect their advancement?

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enterprise20 adoption billives

Recognize the “Culture Change”-”Victim Mentality” Connection: You may not realize this, but most smart and productive people see the phrase “culture change” as a clear sign of somebody with a hand-wringing victim mentality. 90% of the time, they are correct. If you are in the other 10%, do you really want to be perceived this way? If you are in the other 90%, chances are you will not admit it. So I wash my hands off you.

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enterprise20 culture adoption

We get frustrated when we hear “motherhood and apple-pie” lessons about E2.0. I would have screamed had I heard one more speaker or seen one more tweet telling me “it’s not about the tools, you know. It’s about culture.” Yes, we heard. We agree. But we are past this. Let’s now talk about the nature of effective culture change. Let’s get some Org-behaviorists in the community to help us. Not just the ones who just tell us “it’s about the culture” — but the geeky ones with real data, real insight, and specific advice we can take to understand what culture change really means.

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enterprise20 culture shibboleth adoption

Here is the bottom line as I see it : If yours is a great organization, E2.0 can help your flywheel go faster in the direction you want. If yours is a good organization, E2.0 can be one of the levers to help you set the flywheel in motion and eventually make it go faster. And this time around, technology holds a real good chance of being a change agent by enabling socio-technical ecosystems.

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enterprise20 adoption culture

“People spend lots of hard work and man-hours developing a work product. They don’t want someone who ‘has an idea’ to swoop in, use the work, and have them get all the credit and acclaim for it.”

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enterprise20 culture adoption boozallenhamilton