I am @SageNet , the name of my consulting company since 1996. I help enterprises strategically use collaboration tools, to engage internal and external stakeholders in solving business challenges and co-creating products. In our connected world, it's my experience that each individual's time and attention is the most limited resource. I focus on architecting participation to ensure key people are actively involved, and contributing, for project success.I'm an independent consultant and writer and I help organizations put the Web to work for architecting value creating intentional stakeholder networks, innovation and product co-creation.
I learned the online business, pre-Web, at pioneering online service PRODIGY, and helped early Web businesses use forums to engage customers. By early 2004, when Joe Cothrel and I conducted an Online Communities in Business study, it was clear low cost, emergent tools (wikis, blogs, social networking) were starting to change the way people worked and did business. In 2006 I co-founded the 21st Century Organizations to explain Web 2.0's impact on enterprises.
While a 2.0 enterprise is driven by emergent technology, for me Enterprise 2.0 is achieved when an organization succeeds in operating open; enables and values employee and partner knowledge sharing, creativity and contributions; and manages with respect and "controls", rather than "control".
The potential, in adopting emergent social software platforms, is connecting people and expertise at enterprise edges, increasing productivity and employee satisfaction, while reducing costs and enabling innovation. Ideas and knowledge can be unleashed from organizational silos, to have greater value by reaching those who can put them to use. Externally Enterprise 2.0 tools enable bringing in fresh perspectives, expert and customer insights to fuel problem solving and new product development.
Successful enterprise use of Web 2.0 tools demands being open and participatory. As these platforms empower individuals, they impact the locus of control in an organization. For companies used to high levels of centralized control, becoming a 2.0 enterprise is a cultural challenge, especially in regulated industries.
Individuals also must adapt to think "sharing" rather than "hoarding" knowledge.The network benefits of social platforms emerge with significant use. Engaging project sponsors and influencers to model and encourage participation is essential, as is ensuring initiatives are not peripheral, but embedded in the way work gets done.
Social technologies enable people connecting and building valuable relationships. Applying social network science to strategically facilitate the human networks using the platforms, maximizes the potential.
Open, netWORKing, Collaboration
- Lessons in Enterprise Social Networking from a Facebook Groups in Business Investigation
- Open netWORKing Organizations
- The Sustainable Enterprise Fieldbook See Ch.8 "Transorganizational Collaboration & Sustainability Networks" pp 235-262