Enterprise 2.0 as Enabler for Innovation and Change
Today many businesses are faced with a highly competitive market situation. Productivity gains are limited due to limitations of defined business models. Further advantages via competition can only be realized in increasing innovations and better usage of internal and external intellectual properties. Social software and web 2.0 concepts are promising to support and facilitate these efforts. The Enterprise 2.0 SUMMIT is discussing the latest research and practical insights in this field, the key factors for a successful establishment and adoption to the new work patterns and the change and transformation of the whole organization that goes along with it.
As the leading European conference on this topic, the Enterprise 2.0 SUMMIT is discussing the latest insights to this topic but also provides a unique learning experience for participants. Participants will be provided with a profound collection of practical experiences as well as new ideas how to set up and benefit from Enterprise 2.0 projects within their companies.
Enterprise 2.0 with the starting point as the "social" generation of business solutions
The term "Enterprise 2.0" - first defined by Andrew McAfee in his article "Enterprise 2.0: The Dawn of Emergent Collaboration" - describes the corporate changes by the use of social software concepts in the "enterprise" context. It includes social and networked modifications to enterprise information technology solutions as well as the organization that uses it. In contrast to traditional enterprise software, which imposes structure prior to use, this generation of software tends to encourage use prior to providing structure by stimulating user feedback processes and providing an architecture for ease of use and participation. This approach provides both a performance impact by harnessing the collective intelligence of co-workers, partners and customers and a transformative impact by keeping a high ability and flexibility to change
Whereas the discussion around "Enterprise 2.0", its principles and potentials is lately limited for the most parts to the notion of enterprise social networks even as many chances are seen in the enhancements that are brought by enhanced content creation and sharing of unstructured information as well as social software concepts towards the access and appropriate use of structured information.
Today "social" is seen in many parts as a complementary layer to business process solutions - overcoming the limitations of pre-defined structures to the extend of a adhoc collaborative business environment.
From social to the connected and collaborative enterprise
In many ways Enterprise 2.0 is not about social technology but about the underlying changes to the organization - that are needed for the organization to adapt to future challenges but are also are imposed by the establishment of this technology.
Over the time the discussions have changed from framing on the enablement of social interactions to the enhancement of collaboration along the business processes. While for the first period of discussions on Enterprise 2.0 (2006-2010) the "social" part - as in "social" like the "watercooler" as the traditional meeting point for social interactions - was framing the discussions, today's discussion is more on the side of business-focussed use cases that help to improve business process outcome and performances.
In order to achieve these business benefits the establishment of the Enterprise 2.0 idea and technology requires changes to the work patterns and organisation. As the technology is based on the idea of allowing the information "to flow" over the connections of the established network there must be acceptance and a degree of freedom to share and discuss information on the network. The big challenge of the connected and collaborative enterprise lies therefore in the adoption of a new working culture of sharing and collaboration.
But as said before the technological concept of the "Enterprise 2.0" always introduces also a "Trojan Mouse" to the organization - that comes with a hidden but strong effectively, transformative character that imposes major changes to the structure of the organization and the business model.
From the collaborative enterprise to the (r)evolution of the organization and the digital value creation
Intended or not - at some point the established idea of the Enterprise 2.0 will unfold its transformative character and demand a re-design of the organization and the business value creation.
Allowing the informational exchange and collaboration beyond the boundaries of the existing organizational structure like business units or departments will question the setting of the system and the value creation. This questioning leads to a discussion on the future of the organizational design, working culture and the digital transformed business model.
Therefore in the end - the discussion on Enterprise 2.0 is about the transformation of the organization and the business model for the challenges of the digital age.