enterprise 2.0 : leveraging collaboration platforms to foster knowledge, innovation and productivity

Enterprise 2.0

Leveraging collaborative platforms to foster knowledge, productivity, innovation

and engagement

cecil dijoux – cdijoux@gmail.comhttp://ceciiil.wordpress.com

1 – Knowledge

2 – Productivity

3 – Innovation

4 – Collaboration

5 – Engagement

6 – Enterprise 2.0

7 – Vaporware ?

8 – Implementation

1 – Knowledge

Knowledge is the source of wealth. Applied to tasks we already know, it becomes productivity. Applied to tasks that are new it becomes innovation.

Peter Drucker

Management challenges of the XXIst Century-1999

Knowledge Worker : one who works primarily with informationor one who develops and uses knowledge in the workplace.

Peter Drucker (1959)

It’s not a question of technologies

« Knowledge is of two kinds: we knowa subject ourselves, or we know where we can find information upon it. »

(Samuel Johnson. 1709-1784)

2- Productivity

Knowledge

Contribution of management in XXth century : 50 fold increase in the productivity of the manual

worker in manufacturing.

Peter Drucker (Management Challenges of the XXIst Century)

Knowledge workers spend up to 30% of their working day looking for data.

“If HP knew what HP knows we would be three times more profitable”

Lew Platt – Former CEO of HP

Only 44% of corporate users can find the (internal) file they’re looking for compared to 86% of similar internetusers

Survey 1000 middle managers

US/UK – Jan 2007

Managers spend 2h/daysearching information

50 % is of found information is of no value

Knowledge capture in Enterprise 1.0Knowledge leaks+ =

isolated, unreachable knowledge

tacit knowledge

Enterprise captured knowledge

Accessible searchable knowledge

cecil dijoux

Productivity3- Innovation

Knowledge

« Innovation is the process that translates

knowledge into economic growth and

social well-being. »

(Australian Research Council)

it also is …

… five keys

Experimenting

Networking Observing

Questionning

Innovation

Associating

Harvard Business School 6 year study

3000 executives 500 innovative entrepreneurs

… associating + networking

Usage and Technology along 3 axis :

Offer : Product / service (technology, design, marketing)

Process

Business Model

… observing

“Good innovation comes from just solving simple problems that you’re

intimately involved with.”(David Heinemeier Hansson – 37Signals)

… questioning

(Eric E Vogts : The Art of Powerful Questions –catalysing Insight, Innovation and Action)

“In Germany, company such as Daimler, Bayer, Siemens or SAP all have an entire department of

Grundsatzfragen, i.e a department of Fundamental Questions.”

… experimenting

« Management that is destructively critical when mistakes are made kills initiative. And

it’s essential that we have many people with initiative if we are to continue to grow. »

William Mc Knight – 3M President/Chairman from 1929 to 1966

65% of the 700+ senior executives are disappointed in their enterprise’s ability to stimulate innovation.

The McKinsey Quarterly

Competitive advantage

from better interactions

… disappointment

ProductivityInnovation

Knowledge

4- Collaboration

Based on proximity, people are not likely to collaborate very often if they are more than 50 feet apart

Thomas Allen – MIT, 1977

30 40 50 60

5

10

15

20

30

35

25 to 50% of workforce is engaged into knowledge-based collaboration consisting of « tacit »

How to capture this knowledge ?

email : a collaboration tool ?

easy ubiquitous & universalprivate communication

ChannelPoint to point

Not Searchable20% of managers time

Collaboration

Innovation

Productivité

Connaissance

Weak Tie

Engagement

Org chart + top down= Knowledge Silos

cecil dijoux

Strength of Weak Ties (M. Granoveter - 1973)

Strong Ties

Weak Ties

Innovation

Productivity

Potential innovation

Potential Ties

How to leverage weak ties ?

Knowledge workers

Post-ideologic

Authority : earned as opposed to granted

not enterprise 1.0 compatible

the digital natives conundrum

ProductivityInnovation

Knowledge

Collaboration

5- Engagement

Engaged : 21%Enrolled : 41

Disinchanted : 30%Disengaged: 8%

90,000 people18 countries

engagement survey

1. The global workforce is not engaged

2. Engaged employees are not born, but made

3. Employees worldwide want to give more

6% difference in operating profit between companies with high and low employees engagement

Conclusions

6- Enterprise 2.0

ProductivityInnovation

Knowledge

Collaboration

Engagement

6- Enterprise 2.0

ProductivityInnovation

Knowledge

Collaboration

Collaborative platforms to foster knowledge, productivity, innovation & engagement

Engagement

The use of emergent social softwareplatforms within companies, or

between companies and their partners or

customers.

Pr. Andrew McAffee (PHD Harvard Business School, Principal research

MIT Sloan School of Management)

Social Software

Network effects

Free and easy

Lack of up-front structure

Emergence

> Disruptive technologies

Underlying trends

wiki

Simple + easy

Unique source

Online + searchable

Versionning

Collaboration

Innovation

Productivité

Connaissance

Weak Tie

Engagement

profiles

competences management

+ expertise localisation

+ career management

= Weak ties + Engagement

Collaboration

Innovation

Productivité

Connaissance

Weak Tie

Engagement

blogs

vision

leadership

googability

cecil dijoux

Collaboration

Innovation

Productivité

Connaissance

Weak Tie

Engagement

Folksonomy : lack of up-front structure at work

Categorization system gradually built over time and usage by the users

Collaboration

Innovation

Productivité

Connaissance

Weak Tie

Engagement

Real Time Web

to follow and be followed

+ 140 characters

+ instant communication

= Weak ties in action – fast !

Collaboration

Innovation

Productivité

Connaissance

Weak Tie

Engagement

efficiency

engagement

knowledge capture

open questions

Discussions & conversations

Collaboration

Innovation

Productivité

Connaissance

Weak Tie

Engagement

Knowledge Management 2.0

Enterprise captured knowledge

BlogWikiAnswersForumsProfessional profilesAccessible / searchable knowledge

Tacit knowledge

Isolated, unreachable knowledge

cecil dijoux

Fluidizing + de-siloizing = collaboration 2.0

cecil dijoux

Experimenting

Networking Observing

Questionning

Innovation

Associating

Five keys of Innovation with

Enterprise 2.0

1. interest in employee well being

2. Reputation for Social responsibility

3. Ability to improve skills

4. Input into decision making

5. Resolution of customer’s concern

6. High personal standards

7. Career opportunities

8. Challenging works

9. Good relationships with supervisors

10.Innovation

Enterprise 2.0 and engagement

factors for employees

cecil dijoux

Technology rather than user drive

Complex

Taxonomy

Documents based

Too much structure for emergence

Sharepoint ?

Collaboration

Innovation

Productivité

Connaissance

Weak Tie

Engagement

7- Vaporware ?

US Intelligence services agencies (16 worldwide) wiki

intellipedia

Spacebook : NASA’s secure, homegrown secure social network application

« Why a social networking ? Because NASA is more than just one expertand one center »

Celeste Merryman – NASA (Findings from the NASASphere pilot)

« We expanded the VMWorld conference from a 3 day event for 15,000 people to a 365 day/yeardestination for 50,000 IT Professionals. Oh, and

VMWorld saved us $250K in event management fees. »

Eric Nielsen, Director of Web CommunitiesVMware

8 – Implementation

Players

Gartner MQ, 2009 Social

Software in Workforce

Ability to execute

Visionaries

JiveMicrosoft

IBM

Open Text

Atlassian

Google

Liferay

BlueKiwi

Drupal

Candidate

Large / mid-size (1500+ employees / £250m+ revenue)

Globally distributed workforces

Highly competitive industries (eg High Tech)

Enterprise Social Network Whitepaper (Bloor)

“The Average Intel employee dumps one day a week trying to find people with the experience & expertise plus the relevant information to do their job … Let me just say that it motivates us to take action”

Laurie Buczek

Enterprise Social Media Program Manager, Intel.

49% of 2008 IT initiatives focus on collaboration as a

key priority.

10 Management Principles

Conversation (Vs Diffusion)

Bottom up (Vs Top Down)

Reputation (Vs Hierarchy)

Emergence (Vs Structure)

Folksonomy (Vs Taxonomy)

Agile (Vs Process)

Transparence (Vs Security)

Open networks (Vs Silos)

Simple (Vs Abstract)

User driven technologies(Vs IT Governance)

Trust (Vs Contrôle)

IT integration : a liquid nature

37Signals : digital natives en action

12 people (4 days/week) and +2M users of their SaaS products (US$+5M / month)

• Ruby on Rails

• getting real

• do less

• small is the new big

Knowledge worker productivity x 50

Andrew McAfee @ PARC : http://bit.ly/1OqqED

Andrew McAfee Blog : http://andrewmcafee.org/blog/

Myths of Innovation : http://bit.ly/3P5KOD

Innovation digest : http://bit.ly/2O4ufG

Essential Peter Drucker : http://bit.ly/kbyRo

Netocracy : http://bit.ly/1AyqUe

Signals Vs Noise : http://37signals.com/svn/

Entreprise 2.0 – 10 Principles of Management : http://wp.me/p58hh-mL

Art of powerful questions : http://bit.ly/3gxvvv

Ken Robinson on creativity : http://bit.ly/101CR

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