E20 summit 2010: Beyond Adoption

Where next for E2.0?Lee Bryant, E20 Summit, October 2010

[welcome]

Hello from Headshift

E2.0 has come a long way...

Good awareness of social tools

Good spread of use cases in business

Enterprise 2.0 study

Tech4i2 Ltd – IDC – Headshift 2010

14

3 E20 in action: cases studies

3.1 Analyzing Enterprise 2.0 Use Cases A typology is a natural categorization: a systematic classification of types that have certain characteristics in common. We attempted to organize use cases into categories that represented intrinsic properties of the use cases contained with them, building on the work of others including Negelmann (2009) and Morgan (2010). We found, however, that the use cases did not fit neatly into mutually exclusive categories. We then adopted an approach taken by McAfee (2007) and built on by Quintarelli (2008), situating use cases according to the sort of interpersonal tie (Granovetter, 1973) they facilitate.

Enterprise 2.0 tools facilitate person-to-person communication and collaboration within a company, between a company and its ecosystem of partners, clients and stakeholders and between a company and the wider world. Based on this, we found it useful to position the use cases in a space defined by two dimensions that represent these two fundamental qualities of enterprise 2.0. This space is shown in figure 1. Figure 3: Typology of Enterprise 2.0 Use Cases

The first dimension is that of type of interpersonal tie being supported by the use case. McAfee (2007, 2009) extended Granovetter's (1973) account of information-carrying

Good adoption proof points

A trojan horse for organisational change?

(Or maybe ‘trojan mice’)

but...

Reality check from outside the petri dish

Reality check from outside the petri dish

Current state of adoption :

• Early: not yet seeing the network effects of Web 2.0

• Patchy: lack of integration with mainstream IT systems

• Tool-centric: too focused on tool adoption, not biz change

What is our goal?

Adoption of new tools?

Business performance?

Business improvement?

Business improvement?

Bottom line impact:

• Lower operating costs

• Networked productivity

• Business agility

• Effective management

• Customer centricity

Where is current business practice going wrong?

People : outdated views of motivation, behaviour

Process : an expensive way to orchestrate activity

Technology : a critique of the IT function

What have we learned that can help here?

• Human behaviour, spread of influence in networks

• Aggregation, flow, network effects, force multipliers

• Open, collaborative working contexts

• Designing for emergence and evolution

Moving beyondE2.0 adoption

Social Business Programmes

Platform thinking for underlying capabilities

Platform thinking for underlying capabilities

Where this will take us:

• Continued abstraction of specific business apps from underlying social platforms

• More ways for people to organise and make sense of their enterprise social world

• Opportunities for new forms of measurement

• IT running platforms and data, with business units owning the apps

• Social platforms becoming key experience integration points in the enterprise

Pace layering model for E2.0 integration

Traditional Enterprise systems

CMS DMS RDBs Mail Etc...

Social business platform(s)

Wiki Blogs Groups RSS SNS

API / Data sharing

API / Data sharing

Social business appsUse Case Use Case Use Case Use CaseIN

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Simple, light-weight situated apps built on capabilities of both social platforms

and existing enterprise systems

An app store in every enterprise?

Use cases and local, situated software

E.g. Better coping tools for information overload

The power of open data to change behaviour

Social experience design: energising networks

New opportunities for leadership

Proximity wormholes: intimacy at scale

Can this create meaningful organisational change?

“Vorsprung durch

Nutzungsoffenheit” ?

Key question: can we reform the silos or should we weave parallel networked structures on top?

http://www.headshift.com

[email protected]/

leebryant

Thanks for listening

Attribution for images

Except where otherwise stated, photos courtesy of Flickr using Creative Commons license.

Thanks to the following photographers:

http://www.flickr.com/photos/peasap/655111542/ http://www.flickr.com/photos/paul_irish/2379958609/ http://www.flickr.com/photos/cote/54408562/sizes/l/ http://www.flickr.com/photos/featheredtar/2305070061/ http://www.flickr.com/photos/notionscapital/2328274151/ http://www.flickr.com/photos/cristiano_betta/2909483129/http://www.webmastergrade.com/wp-content/uploads/2009/09/Flying-Fish-Sea.jpghttp://www.flickr.com/photos/effbot/3890360265/http://www.flickr.com/photos/myklroventine/3956567817/http://www.flickr.com/photos/timjc513/2419424444/http://www.flickr.com/photos/69er/163986572/http://www.gameaddictionblog.com/images/smb.jpghttp://www.flickr.com/photos/erix/2657100921/

Other references:

http://mashable.com/2010/06/15/gatorade-social-media-mission-control/http://usersguidetotheuniverse.com/?p=96 http://www.gameaddictionblog.com/images/smb.jpg http://www.motherjones.com/files/legacy/mojoblog/barack-obama-pointing-250x200.jpg http://www.slideshare.net/basf/2010-nl-lug-amsterdamconnectbasfslideshare-5314020http://www.usdesignstudio.co.uk/