Enterprise 2.0 leverages collaborative platforms to foster knowledge, productivity, innovation and engagement within organizations. It utilizes emergent social software like wikis, blogs and profiles to capture both explicit and tacit knowledge, strengthen weak ties between employees, and foster collaboration, innovation and engagement. While implementation challenges remain, many large companies are seeing benefits from increased knowledge sharing, improved innovation processes, and higher employee engagement through the use of Enterprise 2.0 tools and practices.

1. Enterprise 2.0
Leveraging collaborative platforms to foster
knowledge, productivity, innovation
and engagement
cecil dijoux – cdijoux@gmail.com
http://ceciiil.wordpress.com

2. 1 – Knowledge
2 – Productivity
3 – Innovation
4 – Collaboration
5 – Engagement
6 – Enterprise 2.0
7 – Vaporware ?
8 – Implementation

3. 1 – Knowledge

4. Knowledge is the
source of wealth.
Applied to tasks we
already know, it
becomes
productivity.
Applied to tasks that
are new it becomes
innovation.
Peter Drucker
Management challenges of the XXIst Century-1999

5. Knowledge Worker : one who
works primarily with information
or one who develops and uses
knowledge in the workplace.
Peter Drucker (1959)

6. It’s not a question of technologies
« Knowledge is of two kinds: we know
a subject ourselves, or we know where
we can find information upon it. »
(Samuel Johnson. 1709-1784)

7. Knowledge
2- Productivity

8. Contribution of management in
XXth century : 50 fold increase in
the productivity of the manual
worker in manufacturing.
Peter Drucker
(Management Challenges of the XXIst Century)

9. Knowledge workers spend up to 30% of
their working day looking for data.
Only 44% of corporate users can find the (internal) file
they’re looking for compared to 86% of similar internet
users
“If HP knew what HP knows we would be
three times more profitable”
Lew Platt – Former CEO of HP

10. Managers spend
2h/day
searching
information
50 % is of found
information is of
no value
Survey 1000 middle managers
US/UK – Jan 2007

11. Enterprise captured
knowledge
cecil dijoux
Accessible searchable
knowledge
tacit knowledge
isolated, unreachable
knowledge
+ = Knowledge leaks
Knowledge capture in Enterprise 1.0

12. Knowledge
3- Innovation Productivity

13. « Innovation is the
process that translates
knowledge into
economic growth and
social well-being. »
(Australian Research Council)
it also is …

14. Associating … five keys
Experimenting Questionning
Harvard
Innovation Business School
6 year study
3000 executives
Observing
500 innovative
Networking
entrepreneurs

15. … associating + networking
Usage and Technology along 3 axis :
Offer : Product / service (technology, design,
marketing)
Process
Business Model

16. … observing
“Good innovation comes from just
solving simple problems that you’re
intimately involved with.”
(David Heinemeier Hansson – 37Signals)

17. … questioning
“In Germany, company such as Daimler, Bayer,
Siemens or SAP all have an entire department of
Grundsatzfragen, i.e a department of
Fundamental Questions.”
(Eric E Vogts : The Art of Powerful Questions –
catalysing Insight, Innovation and Action)

18. … experimenting
« Management that is destructively critical
when mistakes are made kills initiative. And
it’s essential that we have many people with
initiative if we are to continue to grow. »
William Mc Knight – 3M President/Chairman from 1929 to 1966

19. … disappointment
65% of the 700+ senior
executives are disappointed in
their enterprise’s ability to
stimulate innovation.
The McKinsey Quarterly
Competitive advantage
from better interactions

20. Knowledge
4- Collaboration
Innovation Productivity

21. Based on proximity, people are not
likely to collaborate very often if
they are more than 50 feet apart
Thomas Allen – MIT, 1977
35
30
20
15
10
5
30 40 50 60

22. 25 to 50% of workforce is engaged into
knowledge-based collaboration
consisting of « tacit »
How to capture this knowledge ?

23. email : a collaboration tool ?
Weak Tie
easy Collaboration
Innovation
ubiquitous & universal Productivité
private communication Connaissance
Engagement
Channel
Point to point
Not Searchable
20% of managers time

24. cecil dijoux
Org chart + top down=
Knowledge Silos

25. Strength of Weak Ties (M. Granoveter - 1973)
Productivity
Innovation
Strong Ties
Weak Ties
Potential
Potential Ties
innovation
How to leverage weak ties ?

26. the digital natives conundrum
Knowledge workers
Post-ideologic
Authority : earned as opposed to
granted
not enterprise 1.0 compatible

27. Knowledge
Collaboration
Innovation Productivity
5- Engagement

28. engagement survey
Engaged : 21%
Enrolled : 41
Disinchanted : 30%
Disengaged: 8%
90,000 people
18 countries

29. Conclusions
1. The global workforce is not engaged
2. Engaged employees are not born, but made
3. Employees worldwide want to give more
6% difference in operating profit between
companies with high and low employees
engagement

30. 6- Enterprise 2.0
Knowledge
Collaboration
Innovation Productivity
Engagement

31. 6- Enterprise 2.0
Knowledge
Collaboration
Innovation Productivity
Engagement
Collaborative platforms to foster knowledge,
productivity, innovation & engagement

32. The use of emergent
social software
platforms within
companies, or
between companies
and their partners or
customers.
Pr. Andrew McAffee
(PHD Harvard Business School, Principal research
MIT Sloan School of Management)

33. Underlying trends
Social Software
Network effects
Free and easy
Lack of up-front structure
Emergence
> Disruptive technologies

34. wiki
Simple + easy
Unique source
Online + searchable
Versionning
Weak Tie
Collaboration
Innovation
Productivité
Connaissance
Engagement

35. profiles
competences management
+ expertise localisation
+ career management
= Weak ties + Engagement
Weak Tie
Collaboration
Innovation
Productivité
Connaissance
Engagement

36. blogs
vision cecil dijoux
leadership
googability
Weak Tie
Collaboration
Innovation
Productivité
Connaissance
Engagement

37. Folksonomy : lack of up-front
structure at work
Categorization
system gradually
built over time and
usage by the users
Weak Tie
Collaboration
Innovation
Productivité
Connaissance
Engagement

38. Real Time Web
to follow and be followed
+ 140 characters
+ instant communication
= Weak ties in action – fast !
Weak Tie
Collaboration
Innovation
Productivité
Connaissance
Engagement

39. efficiency
engagement
knowledge capture
open questions
Weak Tie
Collaboration
Innovation
Productivité
Discussions & conversations Connaissance
Engagement

40. Blog
Wiki
Answers
Forums
Professional profiles
Accessible / searchable
knowledge
cecil dijoux
Enterprise
captured
knowledge
Tacit knowledge
Isolated, unreachable
knowledge
Knowledge Management 2.0

41. cecil dijoux
Fluidizing + de-siloizing =
collaboration 2.0

42. Five keys of
Associating Innovation with
Enterprise 2.0
Experimenting Questionning
Innovation
Networking Observing

43. 1. interest in employee well being
2. Reputation for Social responsibility
ce cil dijo ux
3. Ability to improve skills
4. Input into decision making
5. Resolution of customer’s concern
Enterprise 2.0 and
6. High personal standards
engagement
7. Career opportunities factors for
8. Challenging works employees
9. Good relationships with supervisors
10.Innovation

44. Sharepoint ?
Technology rather than user drive
Complex
Taxonomy
Documents based
Weak Tie
Too much structure for emergence Collaboration
Innovation
Productivité
Connaissance
Engagement

45. 7- Vaporware ?

46. intellipedia
US Intelligence services agencies (16 worldwide) wiki

47. Spacebook : NASA’s secure, homegrown secure social network application
« Why a social networking ? Because
NASA is more than just one expert
and one center »
Celeste Merryman – NASA (Findings from the NASASphere pilot)

48. « We expanded the VMWorld conference from a 3
day event for 15,000 people to a 365 day/year
destination for 50,000 IT Professionals. Oh, and
VMWorld saved us $250K in event management
fees. »
Eric Nielsen, Director of Web Communities
VMware

49. 8 – Implementation

50. Ability to execute
Players
Open Text Microsoft Jive
Atlassian IBM
Google
Liferay Drupal
BlueKiwi
Gartner MQ, 2009 Social
Software in Workforce
Visionaries

51. Candidate
Large / mid-size (1500+ employees /
£250m+ revenue)
Globally distributed workforces
Highly competitive industries (eg
High Tech)
Enterprise Social Network Whitepaper (Bloor)

52. “The Average Intel employee
dumps one day a week trying to
find people with the experience
& expertise plus the relevant
information to do their job … Let
me just say that it motivates us to
take action”
Laurie Buczek
Enterprise Social Media Program Manager, Intel.
49% of 2008 IT
initiatives focus on
collaboration as a
key priority.

53. 10 Management Principles
Conversation (Vs Diffusion)
Bottom up (Vs Top Down)
Reputation (Vs Hierarchy)
Emergence (Vs Structure)
Folksonomy (Vs Taxonomy)
Agile (Vs Process)
Transparence (Vs Security)
Open networks (Vs Silos)
Simple (Vs Abstract)
User driven technologies
(Vs IT Governance)
Trust (Vs Contrôle)

54. IT integration : a liquid nature

55. 37Signals : digital natives en action
12 people (4 days/week) and +2M users of their SaaS
products (US$+5M / month)
• Ruby on Rails
• getting real
• do less
• small is the new big
Knowledge worker
productivity x 50

56. Bibliblography
Andrew McAfee @ PARC : http://bit.ly/1OqqED
Andrew McAfee Blog : http://andrewmcafee.org/blog/
Myths of Innovation : http://bit.ly/3P5KOD
Innovation digest : http://bit.ly/2O4ufG
Essential Peter Drucker : http://bit.ly/kbyRo
Netocracy : http://bit.ly/1AyqUe
Signals Vs Noise : http://37signals.com/svn/
Entreprise 2.0 – 10 Principles of Management : http://wp.me/p58hh-mL
Art of powerful questions : http://bit.ly/3gxvvv
Ken Robinson on creativity : http://bit.ly/101CR