Académique Documents
Professionnel Documents
Culture Documents
In recent years Web 2.0 technologies have facilitated individual participation in generating web
content and reflect a demand from internet users and at the same time acting as a catalyst for further
empowerment. Enterprise 2.0 covers the deployment of these technologies for collaboration and
knowledge management within the organisation.
Organisations that have already embraced Enterprise 2.0 find it contributes to many if not all areas
of their business including; improved employee, customer and supplier relations; enhanced resource
management and cost containment; marketing edge and perhaps most importantly innovation.
The increasing value of knowledge amid capital devaluation highlights the need for a culture change
embracing the key business drivers of an organisation; their customers, markets and resources.
Enterprise 2.0 can provide solutions to enhance the performance of these key business areas, using
tools that can be easily tested and verified for their Return on Investment.
In contrast to traditional Enterprise Software which supports procedures vital for primary business
processes, Enterprise 2.0 is flexible and lends itself to supporting unstructured and complex issues
by enabling individuals to collaborate according to the nature of the task, mirroring natural commu-
nication patterns rather than that of a predefined structure.
This paper will demonstrate the value of Enterprise 2.0 and how that value can be realised.
Background
The current economic environment is only one of several factors that are likely to impact future
business and administrative practices. Climate change, the demographic time-bomb of an aging
population, and concerns over irreplaceable natural resources are all forcing markets to re-evaluate
options for the future.
Despite the current disruption, it is technological innovation that has had most impact on personal
and business cultures over the last 15 years including: GSM (mobile telephony), Internet, broadband
communications, and ecommerce to name but a few. Undoubtedly ground breaking technologies
are already waiting to have their impact as soon as market conditions are favourable.
Surviving the current market disruption will require strong management, quality resources and the
flexibility to operate in environments radically different to those previously encountered. Current cir-
cumstances clearly distinguish themselves as being exceptional and so the responses for survival and
recovery need to be exceptional too. Just reducing capacity, costly staff, stock levels, or R&D spend
may contribute to short-term survival, but be crippling in the recovery.
Customer Relationship Management (CRM) has been widely deployed for some time integrating
the customer as part of a business process, but generally it has been unable to feedback the real
needs and concerns of customers by putting them at the end of an automated telephone queue or
a website that demands administrative overhead which could be serving customers.
Enterprise 2.0 can involve the customer in a community that enables vital knowledge to be harves-
ted and used to enrich the understanding of their needs and concerns. Customers notice that issues
are resolved more rapidly when raised through a transparent social network than when processed
through dedicated feedback mechanisms, and appreciate the one-on-one relationships involved.
“ I’m calling to
close the account ”
Jessica Hagy
Some market segments will be more deeply affected than others and increased churn of the custo-
mer base is likely, but this will provide new business potential and social networks can provide vital
knowledge of these emerging opportunities. In addition establishing a community improves overall
trust levels, helps to refine product requirements and potential innovations, and provides new sales
opportunities whilst sharing experiences and helping to resolve potentially damaging issues.
“ Yes, there is
always another
option ”
Jessica Hagy
Most of the young who have entered into the employment over the last 10 years (so-called Gene-
ration Y) are totally at ease with social networks in their private lives and have come to expect the
same dynamics within their working environment. They are an increasingly influential component
Empowerment is critical to the creation of effective teams, and this means sharing vision, mission,
culture, and goals. The Enterprise 2.0 environment empowers the individual and capitalises on
their greater willingness to share. Peer pressure within this environment not only helps to ensure
rapid acceptance but also promotes effective self regulation.
Remember, a destiny changing idea can originate anywhere: at board level, in the bowels of the
post room, or with a disgruntled customer.
Communications and sharing is only effective when those involved actively contribute. Social networ-
king has rapidly becoming a part of people’s private lives and increasingly this skill set is being ap-
plied within organisations. It has enabled individuals to adopt communication and sharing mecha-
nisms more readily, and empowered them to participate more effectively in a corporate strategy that
embraces the key business drivers.
In times of flux, it makes sense to look at new structures needed to function effectively in the new
market reality. Multidisciplinary, task oriented teams, often geographically dispersed are replacing
old centralised departmental structures. For example a new marketing initiative will mix traditional
marketing know-how, internet technology expertise, and socio-economic analytical skills combining
to make sure it is adequately targeted and covering the ground. Such teams are best supported by
a common tool set available to all as they move through different project scenarios.
When recovery starts many organisations will be understaffed and with insufficient resources to
address business opportunities as they arise. With better mechanisms in place for knowledge and
expertise sharing, the risk of missing out on sudden movements in the market is reduced.
Whatever has multidisciplinary roots, facilitating their understanding of the issues confronting organi-
sations that need to make the most of their knowledge advantage. By providing a uniform approach
linking into existing infrastructures, Whatever aims to bring the benefits of Enterprise 2.0 to address
some of the most pressing issues confronting organisations today.
Knowledge Plaza
Knowledge Plaza is Whatever’s platform environment that supports the needs of the en-
terprise. It builds a base of knowledge using the expertise of the participants, and can run
either hosted within the corporate network or as SaaS (Software as a service). In its various
configurations Knowledge Plaza can service the needs of large multinationals as well as small ad-
hoc project teams established between cooperating SMEs.
“ People listen to
the loudest noise ”
Jessica Hagy
The MicroPlaza service is an example of how Whatever can provide a tailored solution to new en-
vironments. MicroPlaza is a public tool to help the individual discover relevant information that has
already been evaluated and filtered by people whose opinion they value. This service enables the
recommendations distributed through Twitter to be categorized, prioritized, searched and saved.
Summary
As the first shoots of recovery are emerging it is very likely many aspects of the business environ-
ment will have changed substantially posing new threats and new opportunities that have not been
encountered before.
Introducing Enterprise 2.0 has the potential to endow your organisation with flexibility and the fluidity
of knowledge flows that will enable many facets of your business to be one step ahead of the com-
petition on the road to recovery.
Customers, suppliers, management and employees alike will all appreciate the new spirit of collabo-
ration and trust engendered by the new facilities.
These tools are relatively simple to evaluate, with transparent cost scenarios that enable phased
roll-out in line in a controlled environment.
Action Plan
To start on the path to recovery with Enterprise 2.0
1. Identify potential areas where Enterprise 2.0 solutions might be applicable
2. Consult departments within your organisation and identify potential champions
3. Contact Whatever for an informal discussion and demonstration
4. Whatever can answer many of your questions, and a small pilot will answer the rest