Enterprise 2.0 study

Summary of Interim Results

14 September 2010David Osimo Tech4i2

Enterprise 2.0 study

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Enterprise 2.0 study

Objectives of the study• Definition• Supply side and market• Demand side • Macro-economic impact• Infrastructure requirements• Legal aspects• Challenges• Policy recommendations

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Enterprise 2.0 study

Objectives of the Int. Report• Definition• Supply side and market• Demand side • Macro-economic impact• Infrastructure requirements• Legal aspects• Challenges• Policy recommendations

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Enterprise 2.0 study

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We are

here

We are

here

Enterprise 2.0 study

Key questions

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Enterprise 2.0 study

Quot homines, tot sententiae

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Enterprise 2.0 study

Working definition• PEOPLE Tools for identifying people with expertise,

knowledge or interest in a particular area and linking to them

• CONTENT Tools for finding, labeling and sharing useful content/information (authoring)

• COLLABORATION Wiki/collaboration/authoring and project work

• A full suite of offerings including the above with cross-links and a shared knowledge-base.

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Enterprise 2.0 study

Examples

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Enterprise 2.0 study

Values, not only tools

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Enterprise 2.0 study What is new

  Traditional Enterprise apps Enterprise 2.0 Mission Enable pre-defined

groups/teams working closely together and/or relatively formal collaborative relationships.

Enable individuals to act in loose, ad-hoc collaborations with a potentially very large number of others.

Relationship to organisational hierarchy

Tools reflect the organizational hierarch and roles within them.

Little link to organizational hierarchy

Control of structure

Centrally imposed and generally rigid controls

Emergent (=emerges and evolves)

Content originated by

Specialists with authorisation All users - also emergent

Control over users

Users/participants are fixed and their roles pre-defined.

Roles by choice and can evolve over time (emergent)

Control mechanisms

Formal, rules Norms, examples

Change of content timescales

Slow Rapid

Delivery model Typically on premise commercially licensed software

Range of delivery models including on premise, cloud, commercial, open source, stand-alone, suites or add-ins to E1.0 systems

Range of participants

Colleagues with similar or complementary job roles

Anyone in the organization and potentially outside (e.g. customers)

Links between participants

Peer or hierarchical Links can be strong to non-existent (or 'potential') within the group

Typical tools Knowledge management, knowledge repositories, decision automation

Blogs, wikis, social networking, prediction markets

Communication patterns

One-to-one Many-to-many 10

Enterprise 2.0 study What is new

  Traditional Enterprise apps Enterprise 2.0 Mission Enable pre-defined

groups/teams working closely together and/or relatively formal collaborative relationships.

Enable individuals to act in loose, ad-hoc collaborations with a potentially very large number of others.

Relationship to organisational hierarchy

Tools reflect the organizational hierarch and roles within them.

Little link to organizational hierarchy

Control of structure

Centrally imposed and generally rigid controls

Emergent (=emerges and evolves)

Content originated by

Specialists with authorisation All users - also emergent

Control over users

Users/participants are fixed and their roles pre-defined.

Roles by choice and can evolve over time (emergent)

Control mechanisms

Formal, rules Norms, examples

Change of content timescales

Slow Rapid

Delivery model Typically on premise commercially licensed software

Range of delivery models including on premise, cloud, commercial, open source, stand-alone, suites or add-ins to E1.0 systems

Range of participants

Colleagues with similar or complementary job roles

Anyone in the organization and potentially outside (e.g. customers)

Links between participants

Peer or hierarchical Links can be strong to non-existent (or 'potential') within the group

Typical tools Knowledge management, knowledge repositories, decision automation

Blogs, wikis, social networking, prediction markets

Communication patterns

One-to-one Many-to-many 11

E-mail?

Enterprise 2.0 study

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Enterprise 2.0 study Policy issues

Demand side• SME and innovation• Market fragmentation• Take-up and productivity of

service sector• Translating research into impact• Skills implications• Managing HR in times of change• Working conditions, incentives

and privacy• Legal challenges (storage and

continuity)

Supply side• Favorable context for start-ups• Fostering a dynamic EU software

industry, experimenting with business models

• IT specialist skills

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Enterprise 2.0 study

Policy assessment

Go/NoGo: Policy-actionable items?

• DG INFSO– Other DGs / EU authorities• Other institutional level

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Enterprise 2.0 study

Meta-policy issues• A new way of doing innovation policy: open,

meritocratic, demand-driven, with the widest involvement of actors, accepting fast failure and informal learning.

• A useful approach for EU policy-making: towards Open Method of Coordination 2.0?

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