I'm an independent consultant â" which is a fancy way of saying that I'm in between jobs right now. Most recently I was the Forrester Analyst who covered Enterprise 2.0 for Information and Knowledge Management clients.
Prior to that I was an Enterprise Architect at Fidelity Investments, where I implemented E2.0 tools and behaviors in some of their larger business units.
When I was an Enterprise Architect, I realized that I had tons of responsibility but no authority. I also discovered that no matter how much I knew about my field, there was always someone who knew more than me. So rather than trying to be the smartest and the most powerful architect â" something I knew I'd never be â" I chose to be the most helpful and socially-connected architect. I put together a virtual organization using social networking tools and this transformed the relationships between the development, architecture, and engineering groups. We proved to be more agile and less expensive. Then other groups sought my help to copy the model for their initiatives. Later I learned that I was following the E2.0 themes, so I dove in to learn more about the field that I was instinctually drawn to.
At its core, E2.0 is a shift in mindset and behavior. In many cases, the new behaviors need to be supported by new tools.
I see three phases to the E2.0 idea. In the first, organizations realize that facilitating knowledge exchange between employees who are connected by weak-tie relationships is an essential part of running a modern scalable business. In the second phase, Enterprises reach outside of the corporate walls for cooperation with customers and partners. In the third, we lose the name "E2.0" and just say "this is who we work with and how we work."
The success of many modern corporations is based primarily on the effective use of their knowledge economy. Their knowledge economy is composed of knowledge, people, and the effective exchange of knowledge and people. The E2.0 idea seeks to provide companies with the tools and behaviors that facilitate a knowledge economy using the proven successes of the Web 2.0 Internet. In the most basic sense, E2.0 is not an optional set of tools that companies can choose to budget for, or defer. Businesses will eventually adopt the behaviors that E2.0 supports at its core, or will fail
to compete with those who do.
I see three main challenges to the idea:
1. Timing is essential to the success of an E2.0 initiative. Most organizations start too late.
2. E2.0 must acknowledge that companies have to follow rules, regulations, and risk management processes. Unfortunately, these rule are often used to stifle innovation rather protect interests.
3. Lack of technology integration is a barrier. Companies want E2.0 tools to fit within their infrastructure and leverage their existing investments in enterprise software.
Insightful, Collaborative, Passionate
In addition to the papers that I wrote for Forrester clients on the Forrester site, I'd include these three articles, one of which I wrote:
- [[http://blogs.zdnet.com/forrester/?p=127">Predicting the battle over collaboration infrastructure in 2009]]
- [[http://billives.typepad.com/portals_and_km/2008/11/more-from-forrester-on-the-future-of-enterprise-20-technologies.html">Forrester on the Future of Enterprise 2.0 Technologies]]
- [[http://thinkvitamin.com/features/the-rules-of-engagement/">The Rules of Engagement in Community]]
What a difficult question -- only three names?! There are so many. OK, I'll try.[OL]
Jessica Lipnack Bill Ives Rachel Happe