1.) What is your name?
2.) Who are you and what are you doing?
I’m an independent consultant and writer and I help organizations make sense of the Web for community building, collaboration, professional development and communication.
3.) How did you get to the E2.0 topic?
I have seen over the past two decades how work and learning are merging as we become more networked and our roles get more complex. I believe that democracy is our best structure for political governance and that it should be the basis of our workplaces as well. As work and learning become integrated in our networked society, I see great opportunities to create better employment models. I know that we can do better than structured hierarchies of power and control, cookie-cutter job descriptions, generic work competencies and boring, dead-end jobs.
4.) What is your understanding of the core concept of the Enterprise 2.0 idea?
E2.0 is about a shift in how we do work, moving from hierarchies to networks. Complex work in networks means that information, knowledge and power no longer flow up and down. E2.0 means giving up control and harnessing the power of networks. It is as radical as was Taylor’s Principles of Scientific Management in 1911.
5.) What are the main potentials of the Enterprise 2.0 idea?
The potential of E2.0 is organizational survival. Enterprises that don’t share knowledge and power will meet the fate of Enron, BP and others. They will be overcome by complex events that cumbersome industrial age decision-making processes cannot manage.
6.) What are the main challenges, threats and issues of the Enterprise 2.0 idea?
The main threat is cultural. People in charge of most organizations today got there by doing things the traditional way of the MBA mindset. They feel they do not need to change and few are willing to give up power and authority, even if it is for the good of the organization.
7.) Please give us three tags that describe your person and work best?
Networks, Wirearchy, PKM