Lee Bryant

1) What is your name?

Lee Bryant

2) Who do you are and what are you doing?

Co-founder and director of Headshift

3) How did you get to the E2.0 topic?

I founded and ran a web agency in 1996 that specialised in knowledge communities, as we called it then. I left to set up Headshift in 2003 when we saw the beginnings of social tools and their impact. Prior to that my background was in politics and media, where I learned the value of building your own networks and how to write by synthesising and linking. This all led me to conclude that introducing lightweight, human-scale social networking techniques to enterprise IT could have the potential to transform the inner workings of modern organisations.

4) What is your understanding of the core concept of the Enterprise 2.0 idea?

E2.0 is about the consumerisation of enterprise, in the sense of transferring what has been shown to work well in the Web 2.0 world behind the firewall. It is about smarter, simpler, social tools that support individual needs and empower people to get their job doen easier and faster and with less time cost, but in a connected way that enables the organisation as a whole to benefit from the network effects of aggregate behaviour.

5) What are the main potentials of the Enterprise 2.0 idea?

  • Cost saving
  • Time saving
  • Greater ambient awareness leading to collective intelligence
  • Simpler, low friction collaboration
  • Bringing greater flow to information sharing
  • Generating signals of relevance and importance to create more focus
  • Building a web of links between people and content that can enhance organisational DNA

6) What are the main challenges and threads of the Enterprise 2.0 idea?

The biggest threat is from entrenched, backward IT departments who are not focused on business needs Related to that is the threat posed by misunderstandings of the nature of risk In terms of operationalising E2.0, the culture of shrink-wrapped software sales is potentially a problem, as this has conditioned IT people to believe that tools solve problems, which means they are always looking for a one-size fits all software solution to human problems.
Finally, business cultures that place process above people and do not trust them to fulfil their work can also pose barriers to adoption of social tools.

7) Please give us three tags that describe your person and work best?

participation, human, engagement

8) Please give us three links to articles/contributions that describe your views best?

9) Please give us three names of collegues that you would refer to as brother-in-spirit?

  • Ross Mayfield
  • Jevon MacDonald
  • Livio Hughes

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