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AIIM E2.0 Strategy Day Allyis

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Transcript

  • 1. Are
You
Ready
for Enterprise
2.0? Dan
Keldsen Co‐founder
&
Principal Informa/onArchitected.com @dankeldsen
‐‐>
Today’s
hashtag
#e20dan 1 Already
on
twi@er? • If
not
already
on
twiCer,
let’s
fix
that
‐>
twiCer.com • Say
hi
“In
an
#e20
session
with
@dankeldsen
‐
 #e20dan...”
(or
something
like
that) – #e20
is
a
popular
tag
for
Enterprise
2.0 – @dankeldsen
is
me
(feel
free
to
follow
me
‐
your
call) – #e20dan
is
useful
for
us
to
find
our
conversaNons
again • If
you
really
don’t
see
the
value
of
twiCer,
post
a
 status
update
within
the
wiki
I’d
invited
all
of
you
to: – hCps://informaNonarchitected.pbworks.com/n/ 2 Thursday, October 8, 2009
  • 2. Are
you
concerned
 about
collabora/on? 3 Do you need to innovate? 4 Thursday, October 8, 2009
  • 3. Are you obsessed with technology? 5 Or just concerned about surviving to next year? 6 Thursday, October 8, 2009
  • 4. Agenda/Goals (wiki time) 7 Brief
History
of
Dan • 19
years
of
MarkeNng
Experience • 16
years
of
“official”
IT
Experience • Former
Director
of
IT
and
CTO
of
Delphi
Group
for
13
years,
 also
did
Analyst
and
Consultant
work
while
running
IT • 3.5
years
working
in
Perot
Systems
($3
Billion
revenue) – Who
knew
that
voNng
for
him
meant
I’d
work
for
him
12
years
 later? • Formerly
with
AIIM
Market
Intelligence
for
1.5
yrs,
best
 known
for
our
Enterprise
2.0,
Findability
and
ECM
work • Now
co‐founder
and
principal
at
InformaNon
Architected 8 Thursday, October 8, 2009
  • 5. 2.0
is
Real • Whether
inside
or
outside
of
the
 organizaNon – ParNcipaNon – Transparency – CollaboraNon – Social
Networking – Emergence – ALL
are
extremely
powerful,
but
doesn’t
just
 magically
happen
‐
it
takes
work,
and
 experimentaNon 9 Slideshare March 2009 5,566 4,355 5,917 9,423 10 Thursday, October 8, 2009
  • 6. Slideshare Oct 6, 2009 11 LinkedIn
‐
My
First
Few
Months March
2004 12 Thursday, October 8, 2009
  • 7. A
Year
Later 13 5
Years
Later 14 Thursday, October 8, 2009
  • 8. My
LinkedIn
network
as
of: March
16,
2009 15 My
LinkedIn
network
as
of: October
6,
2009 +100 1st degree =+ 100,000 2nd degree = + 10 million 16 Thursday, October 8, 2009
  • 9. Social
Networking
and
2.0
Visibility • 3
years
ago,
had
3
job
offers
that
came
as
a
 result
of
being
publicly
visible
and
connected • While
at
AIIM,
was
able
to
leverage
the
 network
of
AIIM
itself,
with
my
own
network
 to
branch
out
AIIM’s
brand
into
E2.0 • Current
company
‐
wouldn’t
have
thought
of
 starNng
up
a
new
company
without
the
 benefit
of
social
media
and
social
networking 17 With
that
as
Background • There
is
PERSONAL
benefit
to
2.0 • There
is
BUSINESS
benefit
to
2.0 • It
ALL
works,
I’ve
experienced
it
myself • Gejng
familiar
with
2.0
inside
and
outside
 will
absolutely
benefit
you
‐
and
put
you
 above
and
beyond
the
collaboraNon
skills
 that
we’re
ALL
going
to
need
to
master
to
 compete
going
forward 18 Thursday, October 8, 2009
  • 10. Crea/ng
new
(or
deeper)
connec/ons, By
crea/ng
an
“open
space” • 5
min
interviews
of
each
other,
one
@
a
/me What
are
your
thoughts
on
E2.0? What
are
your
experiences
with
E2.0? What
are
your
expecta/ons
for
today? • Summarize
each
person’s
concerns
on
2‐4
PostIt
 Notes
including
name,
company,
/tle • Pair
up
‐
with
someone
you
don’t
know
well Source:
Enterprise
2.0:
The
Art
of
Le]ng
Go
‐

Willms
Buhse,
Soren
Stamer
 19 1st
Person
‐
Go! – Summarize
each
person’s
concerns
by
 interviewing
them What
are
your
thoughts
on
E2.0? What
are
your
experiences
with
E2.0? What
are
your
expecta/ons
for
today? 20 Thursday, October 8, 2009
  • 11. 2nd
Person
‐
Go! – Summarize
each
person’s
concerns
by
 interviewing
them What
are
your
thoughts
on
E2.0? What
are
your
experiences
with
E2.0? What
are
your
expecta/ons
for
today? 21 Ge]ng
to
know
you • Now
‐
using
your
notes
from
the
last
10
 minutes... • Introduce
the
person
you
just
interviewed
in
 140
characters
or
less – (or
at
least
be
brief,
if
you
need
an
escape
hatch) 22 Thursday, October 8, 2009
  • 12. Take
the
PostIt
Notes
&
Post
on
the
Wall • What
pa@erns
have
emerged? • Culture? • Technology? • Amount
of
Nme? • Gejng
started? • How
it
helps
you
do
your
job? • It’s
all
a
crock? 23 With
more
structure
‐
How
is
your
 business
(dis)connected
from
E2.0? 24 Thursday, October 8, 2009
  • 13. Time
to
ParNcipate
&
Collaborate,
 Transparently 4
Teams
‐
1,2,3,4 2
Minutes
12
seconds
@
Each
stage 1 2 3 4 What
are
 What
 What
 What
is
 your
 tech
do
 can’t
you
 E2.0? Business
 you
have
 do
right
 Goals? now? now? Future‐State Current‐State 25 Pass
#1 1 2 3 4 What
are
 What
 What
 What
is
 your
 tech
do
 can’t
you
 E2.0? Business
 you
have
 do
right
 Goals? now? now? Future‐State Current‐State 26 Thursday, October 8, 2009
  • 14. Pass
#2 1 2 3 4 What
are
 What
 What
 What
is
 your
 tech
do
 can’t
you
 E2.0? Business
 you
have
 do
right
 Goals? now? now? Future‐State Current‐State 27 Pass
#3 1 2 3 4 What
are
 What
 What
 What
is
 your
 tech
do
 can’t
you
 E2.0? Business
 you
have
 do
right
 Goals? now? now? Future‐State Current‐State 28 Thursday, October 8, 2009
  • 15. Pass
#4 1 2 3 4 What
are
 What
 What
 What
is
 your
 tech
do
 can’t
you
 E2.0? Business
 you
have
 do
right
 Goals? now? now? Future‐State Current‐State 29 Step
back,
what
has
emerged? 30 Thursday, October 8, 2009
  • 16. Let’s
document
via
E2.0
‐
two
ways 4
Volunteers
to
 4
Volunteers
to
 document
the
4
 document
the
4
 areas
of
Post‐it
 areas
of
Post‐it
 Notes Notes Find
placeholder
 Go
to
real‐Nme
 links
from
FrontPage
 collaboraNon
space: of
Wiki hCp://informaNonarchitected.etherpad.com/6 31 And
now... Background
Research on
Enterprise
2.0 32 Thursday, October 8, 2009
  • 17. Diving
into
Enterprise
2.0 33 Defining
Enterprise
2.0  Technology
that
enables
people
to
collaborate
and/or
form
online
 communiNes  The
applicaNon
of
Web
2.0
to
the
enterprise  A
new
set
of
technologies,
models
and
methods
used
to
develop
and
 deliver
business
sonware  The
next
generaNon
of
knowledge
management  The
ability
to
snap
together
sonware
services
to
enable
business
agility  The
next
generaNon
of
collaboraNon  The
democraNzaNon
of
informaNon
and
content‐centric
systems  The
use
of
emergent
social
sonware
plaoorms
within
companies,
or
 between
companies
and
their
partners
or
customers  A
user‐centric
approach
to
working
with
enterprise‐focused
content
 systems  The
next
generaNon
of
enterprise
content
management
(ECM)  Exposing
the
collecNve
wisdom
of
a
networked
workforce,
partner
and
 customer
base  Leveraging
metatags
to
tap
into
collecNve
wisdom 34 Thursday, October 8, 2009
  • 18. Defining
Enterprise
2.0  Technology
that
enables
people
to
collaborate
and/or
form
online
 communiNes  The
applicaNon
of
Web
2.0
to
the
enterprise  A
new
set
of
technologies,
models
and
methods
used
to
develop
and
 deliver
business
sonware  The
next
generaNon
of
knowledge
management  The
ability
to
snap
together
sonware
services
to
enable
business
agility  The
next
generaNon
of
collaboraNon  The
democraNzaNon
of
informaNon
and
content‐centric
systems  The
use
of
emergent
social
sonware
plaoorms
within
companies,
or
 between
companies
and
their
partners
or
customers  A
user‐centric
approach
to
working
with
enterprise‐focused
content
 systems  The
next
generaNon
of
enterprise
content
management
(ECM)  Exposing
the
collecNve
wisdom
of
a
networked
workforce,
partner
and
 customer
base  Leveraging
metatags
to
tap
into
collecNve
wisdom 35 Market
Drivers
Behind Business
Trends Technology
Trends E Business
 n Intelligence t e Knowledge
 r Management p r Business
 Business
 i Web
2.0 Intelligence Intelligence Innova/on
 s Management e 2 User
 . Source:
AIIM
Market
Intelligence Expecta/ons 0 ©
AIIM
|
All
rights
reserved 36 36 Thursday, October 8, 2009
  • 19. Business
Intelligence • The
collecNon,
analysis,
and
presentaNon
of
 business
informaNon
and
operaNons
in
 historical,
current,
and
predicNve
views
to
 support
beCer
business
decision
making ©
AIIM
|
All
rights
reserved 37 37 Business
Intelligence • Capture
of
unstructured/knowledge
business
 operaNons • Internal
predicNon
markets • Trends
and
opinions
cycle
back
and
form
 another
source
of
BI ©
AIIM
|
All
rights
reserved 38 38 Thursday, October 8, 2009
  • 20. Knowledge
Management • "Leveraging
collecNve
wisdom
and
 experience
to
accelerate
innovaNon
and
 responsiveness" – C.
Frappaolo,
 "Exec
Express
 Knowledge
Management," Capstone,
2006 ©
AIIM
|
All
rights
reserved 39 39 InnovaNon
Management • “Open
InnovaNon”
or
“CrowdcasNng” – CasNng
an
idea
net • Trends
and
opinions
cycle
back – Provides
predicNve
&
popular
vejng Source:
Threadless.com Source:
InnocenNve.com ©
AIIM
|
All
rights
reserved 40 40 Thursday, October 8, 2009
  • 21. User
ExpectaNons • Flexible
 Interfaces
 • Nimble
 Interfaces
 • The
Me
 GeneraNon Source:
Apple
iTunes
Music
Store ©
AIIM
|
All
rights
reserved 41 41 User
ExpectaNons • "Rich"
User
Experiences – Web‐based – MulNmedia – InteracNon – Personalized ©
AIIM
|
All
rights
reserved 42 42 Thursday, October 8, 2009
  • 22. Web
2.0
and
Enterprise
2.0 • User
ExpectaNons
Driven
From
the
 Commercial
Web – Interfaces – Social
compuNng – Callable
sonware – Technically
it’s
a
pure
leverage
play • …but
Culturally
a
very
different
proposiNon
 ©
AIIM
|
All
rights
reserved 43 43 Defining
Web
2.0 • Tim
O'Reilly,
2004 – The
Web
As
Plaoorm
 (inside/outside)
 – Harnessing
CollecNve
 Intelligence
(emergence)
 – Data
is
the
Next
Intel
Inside
(mashups)
 – End
of
the
Sonware
Release
Cycle
(SaaS,
rolling
 updates)
 – Lightweight
Programming
Models
(agile
 development,
modular)
 – Sonware
Above
the
Level
of
a
Single
Device
 (mulNple
interfaces,
standards)
 – Rich
User
Experiences
(dynamic,
not
staNc)
 ©
AIIM
|
All
rights
reserved 44 44 Thursday, October 8, 2009
  • 23. Defining
Web
2.0 • Web
1.0 • Web
2.0 – DoubleClick
 – Google
AdSense – Ofoto
 – Flickr – Akamai

 – BitTorrent – mp3.com – Napster – Britannica
Online
 – Wikipedia – Personal
Websites




 – Blogging – Evite




 – Upcoming.org
and
EVDB – Domain
Name
SpeculaNon

 – Search
OpNmizaNon – Page
Views





 – Cost
Per
Click – Screen
Scraping




 – Web
Services – Publishing






 – ParNcipaNon – Content
Management – Wikis – Taxonomy
 – Folksonomy – SNckiness – SyndicaNon Source:
hCp://www.oreilly.com/pub/a/oreilly/Nm/news/2005/09/30/what‐is‐web‐20.html
(Tim
O’Reilly) ©
AIIM
|
All
rights
reserved 45 45 Market
Drivers
and
 Enterprise
2.0 • So
What's
New? – Within
the
enterprise – Low
barrier/Ease
of
implementaNon – Web/widely
accessible – Emergent/heurisNc – Lean – Low
cost ©
AIIM
|
All
rights
reserved 46 46 Thursday, October 8, 2009
  • 24. Market
Drivers • So What's New? Source:
AIIM
Market
Intelligence ©
AIIM
|
All
rights
reserved 47 47 Re‐Defining
Enterprise
2.0 • "A
system
of
web‐based
technologies
that
 provide
rapid
and
agile
collaboraNon,
 informaNon
sharing,
emergence
and
 integraNon
capabiliNes
in
the
extended
 enterprise" ©
AIIM
|
All
rights
reserved 48 48 Thursday, October 8, 2009
  • 25. Now..
Decision
Time Which
path
will
we
take? 49 You’ve
already
taken
steps
towards
“Being
 2.0”
or
you
wouldn’t
be
here
today. Are
you
ready
to
go
all
the
way? 50 Thursday, October 8, 2009
  • 26. 51 Defining
Enterprise
2.0
Techniques – Agents Will
d Knowledge
Monitoring iscus – – IntermediaNon these s
 – Emergence conte 
in
 other xt
of
 – Feedback • Tagging • VoNng 
angl – Social
Networks/Analysis of
E2 es
 – Social
CompuNng Social
Sonware .0 – – Asynchronous
CommunicaNon – CollaboraNon ©
AIIM
|
All
rights
reserved 52 52 Thursday, October 8, 2009
  • 27. Emergence • PaCern
analysis
that
detects
issues/insights
 that
arise
out
of
a
convergence
of
discrete
 acNons – More
is
different – Ignorance
is
useful
 – Rule‐less
‐
random • Feedback/respond ©
AIIM
|
All
rights
reserved 53 53 Enterprise
2.0
Frameworks 54 Thursday, October 8, 2009
  • 28. Defining
Enterprise
2.0
Frameworks • Basic
fundamental
structures
that
provide
a
way
of
 viewing
the
structure
of
Enterprise
2.0 • What
Am
I
Gejng
Into? • FoundaNonal
to
System
Design/Decisions
(Specialist
 training) • FuncNonal
Requirements/FuncNons
in
Context – SLATES
 – FLATNESSES ©
AIIM
|
All
rights
reserved 55 55 SLATES Graphic
Source:
Dion
Hinchliffe,
ZDNet hCp://blogs.zdnet.com/Hinchcliffe/?p=143 ©
AIIM
|
All
rights
reserved 56 56 Thursday, October 8, 2009
  • 29. SLATES • Prof.
Andrew
McAfee,
2006 – Search – Links – Authoring – Tags – Extensions – Signals ©
AIIM
|
All
rights
reserved 57 57 FLATNESSES • Dion
Hinchcliffe,
2007 – Freeform – Links – Authorship – Tagging – Network‐oriented – Extensions – Search – Social – Emergence – Signals ©
AIIM
|
All
rights
reserved 58 58 Thursday, October 8, 2009
  • 30. FLATNESSES
Focus Graphic
Source:
Dion
Hinchliffe,
ZDNet hCp://blogs.zdnet.com/Hinchcliffe/?p=143 ©
AIIM
|
All
rights
reserved 59 59 Technologies 60 60 Thursday, October 8, 2009
  • 31. What
Technologies
Fall
into
Your DefiniNon
of
an
Enterprise
2.0
Plaoorm? ©
AIIM
|
All
rights
reserved 61 61 Overview
of
1.0
Technologies • BulleNn
Boards
 • E‐mail • Instant
Messaging
(IM)/Short
Message
Service
 (SMS)/Text
Messaging • Discussion
Forums • Chat
Rooms • Web/tele/videoconferencing • StaNc
Web ©
AIIM
|
All
rights
reserved 62 62 Thursday, October 8, 2009
  • 32. DifferenNaNng
from
Enterprise
2.0 • Proprietary
approaches
to
deployment • Silos
and
fragmentaNon • More
structured
than
emergent ©
AIIM
|
All
rights
reserved 63 63 Overview
of
1.0
Technologies
&
 FLATNESSES Directly
Provides ParNally
Provides Does
Not
Provide ©
AIIM
|
All
rights
reserved 64 64 Thursday, October 8, 2009
  • 33. Overview
of
1.5
Technologies • Web
Services • CollaboraNve
filtering • Social
networking • Social
network
analysis • Agents • Portals/Intranets • Dynamic
Web ©
AIIM
|
All
rights
reserved 65 65 DifferenNaNng
from
Enterprise
2.0 • High
barriers
to
deployment • FuncNonally
siloed • DistribuNon
and
access/not
content
 creaNon ©
AIIM
|
All
rights
reserved 66 66 Thursday, October 8, 2009
  • 34. Overview
of
1.5
Technologies
&
 FLATNESSES Directly
Provides ParNally
Provides Does
Not
Provide ©
AIIM
|
All
rights
reserved 67 67 Can
Co‐exist/Augment
Enterprise
 2.0 • Legacy/Phased
ImplementaNon • Agents
 • Portals • CollaboraNve
filtering • Social
networking • Social
network
analysis ©
AIIM
|
All
rights
reserved 68 68 Thursday, October 8, 2009
  • 35. EvoluNon
&
DefiniNon
of
Enterprise
 2.0
Technologies:
Part
2.0 • Mashups • Blogs • Wikis • Really
Simple
SyndicaNon
(RSS) • PodcasNng • Social
VoNng/Ranking • Social
Bookmarking ©
AIIM
|
All
rights
reserved 69 69 What
these
Tools
Allow
you
to
 Accomplish • ParNcipaNve
Web
or
“Read/Write”
Web • Greatly
lowers
the
barrier
of
 parNcipaNon – Ease
of
implementaNon – Low
cost – Web/widely
accessible • Standards
‐
web
speed
and
agility • Harness
CollecNve
Intelligence ©
AIIM
|
All
rights
reserved 70 70 Thursday, October 8, 2009
  • 36. Overview
of
2.0
Technologies
&
 FLATNESSES Directly
Provides ParNally
Provides Does
Not
Provide ©
AIIM
|
All
rights
reserved 71 71 The
Integrated
Value • Why
do
I
need
non‐ Enterprise
2.0
 Technologies? – Consider
that
the
 creaNon
of
Wikis
has
 caused
a
resurgence
in
 chat
rooms
and
 e‐mail
based
alerts Directly
Provides ParNally
Provides Does
Not
Provide ©
AIIM
|
All
rights
reserved 72 72 Thursday, October 8, 2009
  • 37. Don’t
“Go
2.0”
for
No
Reason • On
next
slide,
we’ll
see
a
list
of
one
way
 to
jusNfy
or
look
for
opportuniNes
to
use
 2.0
technologies • Don’t
do
2.0
because: – It’s
cool – It’s
cheap
(maybe
even
“free”) – Everyone
else
is
doing
it • Do
it
only
because
it
makes
sense,
based
 on
what
you
NEED/WANT
to
do 73 73 PosiNoning
 Technology
 AlternaNves
To
 Business
Needs Directly
Provides ParNally
Provides Does
Not
Provide ©
AIIM
|
All
rights
reserved 74 74 Thursday, October 8, 2009
  • 38. Blog/Wiki
Exercise • Two
teams
‐
up
at
the
walls • Discuss
Enterprise
uses
of
Blogs
&
Wikis • General
Format: – Best
&
Worst
Fits
(uses/use
cases) – Challenges
&
Concerns ©
AIIM
|
All
rights
reserved 75 75 Business
Drivers 76 Thursday, October 8, 2009
  • 39. Business
Drivers
for
 Enterprise
2.0 • The Impact of Web 2.0 & Consumer Tools • Global
CompeNNve
Pressures • Capture
and
Reuse
of
Knowledge
 • Innovation as a Business Asset • Collective Intelligence • Lowering
Barriers
to
IntegraNon
&
Development • Lean
Thinking • Agile
Development • Systemics • Sustainable
Development ©
AIIM
|
All
rights
reserved 77 77 What
is
Your
OrganizaNon
Trying
to
 Accomplish
With
Enterprise
2.0? Business Intelligence Source:
AIIM
Market
Intelligence,
2008 ©
AIIM
|
All
rights
reserved 78 78 Thursday, October 8, 2009
  • 40. How
CriNcal
is
Enterprise
2.0
to
Your
 OrganizaNon's
Overall
Business
Goals/ Success? Source:
AIIM
Market
Intelligence,
2008 Business Intelligence ©
AIIM
|
All
rights
reserved 79 79 How
Well
Suited
is
Enterprise
2.0
for
 the
Following
Groups/People? ©
AIIM
|
All
rights
reserved 80 80 Thursday, October 8, 2009
  • 41. How
Likely
is
Your
OrganizaNon
to
UNlize
Enterprise
 2.0
for
the
Following
Business
PracNces? ©
AIIM
|
All
rights
reserved 81 81 The
Impact
of
the
Web
&
 Consumer
Tools • The
New
Desktop – IntuiNve – Integrated – CollaboraNve – MulNmedia – Social – Connected ©
AIIM
|
All
rights
reserved 82 82 Thursday, October 8, 2009
  • 42. The
Impact
of
the
Web
&
 Consumer
Tools • Access
=
Google • Networking
=
Facebook • Profiling
&
Insights
=
Amazon • IntegraNon
=
Microson
Virtual
Earth • Reference
&
NavigaNon
=
Wikipedia • ApplicaNon
Development
=
Open
Source • DocumentaNon
=
SAP
Developer
Network ©
AIIM
|
All
rights
reserved 83 83 Millennials
vs
Boomers? ©
AIIM
|
All
rights
reserved 84 84 Thursday, October 8, 2009
  • 43. Business
Drivers
for
Enterprise
2.0 • Personal
computers
heralded
individual
producNvity • ParNcipaNon
today
exposes
individual
work
more
broadly ©
AIIM
|
All
rights
reserved 85 85 Who
do
you
turn
to? • In
the
1970's
when
CIO's
wanted
to
know
 what
to
buy,
they
asked
IBM. • In
the
1980's
when
CIO's
wanted
to
know
 what
to
buy,
they
asked
Andersen
ConsulNng. • In
the
1990's
when
CIO's
wanted
to
know
 what
to
buy,
they
asked
Gartner. • In
the
2000's
when
CIO's
want
to
know
what
 to
buy,
they
ask
each
other. 
 
 ‐
Charles
Zedlewski
(of
SAP) ©
AIIM
|
All
rights
reserved 86 86 Thursday, October 8, 2009
  • 44. The
New
Voice
of
the
CIO:
Insights
from
 the
Global
Chief
InformaNon
Officer
Study http://www-935.ibm.com/services/us/cio/ciostudy/ • Researchers
interviewed
more
than
2500
CIOs
worldwide
to
compare
and
 contrast
the
behaviors
of
low
growth
CIOs
and
their
high
growth
colleagues. • High
growth
CIOs
ac/vely
use
collabora/on
and
partnering
technology
 within
the
IT
organiza/on
60
percent
more
oeen
than
low
growth
CIOs.
 • High
growth
CIOs
devote
87
percent
more
of
their
/me
to
enabling
the
 business
and
corporate
vision
than
low
growth
CIOs. • High
growth
CIOs
spend
55
percent
of
their
/me
on
ac/vi/es
that
spur
 innova/on.
Low
growth
CIOs
are
mired
in
tacNcal
execuNon
and
IT
issues. • Specific
innovaNon
acNviNes
include
genera/ng
buy‐in
for
innova/ve
plans,
 implemen/ng
new
technologies
&
managing
non‐technology
issues. • High
growth
CIOs
spend
94
percent
more
/me
integra/ng
business
and
 technology
to
innovate
than
low‐growth
CIOs. 87 Global
CompeNNve
Pressures • "The
World
is
Flat" – 2005,
Tom
Friedman • CompeNNon
is
24/7/365 • Global/Distributed
 Workforce – "I'm
By
Myself" – The
Evolving
Enterprise
2.0
 Working
Models • More
in
the
Following
SecNon • Lower
Costs ©
AIIM
|
All
rights
reserved 88 88 Thursday, October 8, 2009
  • 45. Global
CompeNNve
Pressures • The
CollaboraNve
Economy – A
new
perspecNve
on
outsourcing • What
does
your
organizaNon
really
do? – Coase's
Law:

As
long
as
it
is
cheaper
to
perform
 a
transacNon
inside
your
firm,
keep
it
there • Remember
vortals,
exchanges – Increased
Responsiveness – KM
(again) ©
AIIM
|
All
rights
reserved 89 89 Capture
and
Reuse
of
 Knowledge
and
InformaNon • "Leveraging
collecNve
 wisdom
and
experience
to
 accelerate
innovaNon
and
 responsiveness"
 – C.
Frappaolo,
"Exec
Express
Knowledge
 Management,"
2006 ©
AIIM
|
All
rights
reserved 90 90 Thursday, October 8, 2009
  • 46. The
Knowledge
Chain Internal External Awareness Responsiveness ©
AIIM
|
All
rights
reserved 91 91 Capture
and
Reuse
of
 Knowledge
and
InformaNon • Awareness – Knowledge
captured
by
doing
the
work,
not
as
post‐ project
drudgery • Responsiveness – Self
organizing
COPs,
COIs,
Development
teams • Trust – Emergence • InformaNon
in
Context – Finding
an
"expert" • IdenNficaNon • LocaNon • Availability ©
AIIM
|
All
rights
reserved 92 92 Thursday, October 8, 2009
  • 47. InnovaNon
as
a
Business
Asset • "Business
has
only
two
 basic
funcNons,
 markeNng
and
 innovaNon"
‐
Peter
Drucker ©
AIIM
|
All
rights
reserved 93 93 InnovaNon
Management
Defined 

"InnovaNon
management
is
the
economic
 implementaNon
and
exploitaNon
of
new
ideas
and
 discoveries,
and
the
implementaNon
of
an
 innovaNon
culture
in
an
organizaNon,
to
promote
 and
make
possible
the
development
of
new
ideas
 and
business
opportuniNes.
InnovaNon
 management
consists
of
innovaNon
strategy,
 culture,
idea
management
and
implementaNon
of
 innovaNon
processes." – John
P.
Riederer,
University
of
Wisconsin ©
AIIM
|
All
rights
reserved 94 94 Thursday, October 8, 2009
  • 48. McKinsey
on
InnovaNon • Leadership
and
InnovaNon
‐
McKinsey
Report
2008 – Senior
management
should
acNvely
support
behavior
 that
promotes
innovaNon.
 • CollaboraNon
‐
worker
models – Network
analysis
can
idenNfy
where
the
capacity
for
 innovaNon
already
exists
within
an
organizaNon
and
help
 it
build
more
innovaNve
networks.
 • Social
Network
Analysis – ExecuNves
should
seed
innovaNve
thinking
by
focusing
 on
selected
managers
and
projects.
 • Wikis
and
Blogs ©
AIIM
|
All
rights
reserved 95 95 InnovaNon
and
Excellence • In
Search
of
Excellence Tom
Peters,
1982 – A
bias
for
acNon – Staying
close
to
the
customer – Autonomy
and
entrepreneurship – ProducNvity
through
people – Hands‐on,
value
driven – SNck
to
the
knijng – Simple
form,
lean
staff – Simultaneous
loose‐Nght
properNes ©
AIIM
|
All
rights
reserved 96 96 Thursday, October 8, 2009
  • 49. CollecNve
Intelligence • Popularized
in
"Wisdom
of
Crowds"
 ‐
2004,
James
Surowiecki • Insight
or
discovery
that
emerges
from
the
 collaboraNon
of
many
individuals • DisrupNon
DetecNon
 – Clayton
Christensen ("The
Innovator's
Dilemma,"
"The
Innovator's
SoluNon") • PredicNon
Markets • Amazon.com
and
User
Generated
Content/ AcNons • Emergence
‐
Ongoing,
heurisNc
proacNve
 collaboraNon ©
AIIM
|
All
rights
reserved 97 97 Management
Waves 98 Thursday, October 8, 2009
  • 50. Lowering
the
Barriers
to
 IntegraNon
and
Development • Lean
Thinking • Agile
Development • Systemics • Sustainable
Development ©
AIIM
|
All
rights
reserved 99 99 Lean
Thinking,
Womack
and
Toyota • "The
Machine
That Changed
the
World" ‐
James
Womack,
et
al;
1990
 – Focus
on
Manufacturing
 and
the
Toyota
ProducNon
 System
(TPS) ©
AIIM
|
All
rights
reserved 100 100 Thursday, October 8, 2009
  • 51. Lean
Thinking’s
Seven
Wastes • Seven
Wastes – OverproducNon
(producNon
ahead
of
demand)
 – TransportaNon
(moving
products
not
required
to
perform
 the
processing) – WaiNng
(work
queues)
 – Inventory
(Scope/JIT)
 – MoNon
(people
or
equipment
moving
more
than
is
 required
to
perform)
 – Over
Processing
(due
to
poor
tool/product
design
or
lack
 of
focus)
 – Defects
(poor
process
controls
lead
to
rework) ©
AIIM
|
All
rights
reserved 101 101 Lean
Thinking
to
Enteprise
2.0
Thinking • Emergence
of
Enterprise
2.0
Thinking – At
Core • ParNcipaNon • CollaboraNon • Transparency
of
processes
&
value
chain – "Brownfield"
improvement • Always
room
for
improvement
(waste
reducNon,
value
increase) – "Greenfield"
success • Keep
waste,
value,
and
full
chain
in
mind
upfront
to
speed
TTM,
 profitability,
likelihood
of
success ©
AIIM
|
All
rights
reserved 102 102 Thursday, October 8, 2009
  • 52. Real
Stats
‐
Analysis
of
Waste
in
Development Source:
InformaNon
Age
Magazine
(Aug/Sep
‘08) Australian
Computer
Society
www.infoage.idg.com.au 103 Agile
Development
and
the
Manifesto • The
Agile
Manifesto – agilemanifesto.org • Agile
Values – Individuals
and
interacNons
over
processes
and
tools
 – Working
sonware
over
comprehensive
documentaNon
 – Customer
collaboraNon
over
contract
negoNaNon
 – Responding
to
change
over
following
a
plan ©
AIIM
|
All
rights
reserved 104 104 Thursday, October 8, 2009
  • 53. Agile
Manifesto • Our
highest
priority
is
to
saNsfy
the
customer
 through
early
and
conNnuous
delivery
of
valuable
 sonware • Welcome
changing
requirements
even
late
in
 development.
Agile
processes
harness
change
for
 the
customer's
compeNNve
advantage • Deliver
working
sonware
frequently
from
a
couple
 of
weeks
to
a
couple
of
months,
with
a
preference
 to
the
shorter
Nmescale ©
AIIM
|
All
rights
reserved 105 105 Agile
Manifesto
(cont'd) • Business
people
and
developers
must
work
 together
daily
throughout
the
project.
 • Build
projects
around
moNvated
individuals.
Give
 them
the
environment
and
support
they
need,
and
 trust
them
to
get
the
job
done.
 • The
most
efficient
and
effecNve
method
of
 conveying
informaNon
to
and
within
a
development
 team
is
face‐to‐face
conversaNon.
 • Working
sonware
is
the
primary
measure
of
 progress. ©
AIIM
|
All
rights
reserved 106 106 Thursday, October 8, 2009
  • 54. Agile
Manifesto
(cont'd) • Agile
processes
promote
sustainable
development.
 The
sponsors,
developers,
and
users
should
be
able
 to
maintain
a
constant
pace
indefinitely.
 • ConNnuous
aCenNon
to
technical
excellence
and
 good
design
enhances
agility.
 • Simplicity‐‐the
art
of
maximizing
the
amount
of
 work
not
done‐‐is
essenNal. ©
AIIM
|
All
rights
reserved 107 107 Agile
Manifesto
(cont'd) • The
best
architectures,
requirements,
and
designs
 emerge
from
self‐organizing
teams.
 • At
regular
intervals,
the
team
reflects
on
how
to
 become
more
effecNve,
then
tunes
and
adjusts
its
 behavior
accordingly. ©
AIIM
|
All
rights
reserved 108 108 Thursday, October 8, 2009
  • 55. Systemics • "Systems
Thinking" • Examine
problems
holisNcally – Breakdown
of
Silos
via
CollaboraNon – Emergence • Complexity
from
interacNng
subsystems – past,
present
and
future – partners,
suppliers,
customers
ecosystem • Improvement
in
one
area
of
a
system
may
 adversely
affect
another – promotes
communicaNon
(transparency
&
collaboraNon)
 to
avoid
rampant
silos
&
waste ©
AIIM
|
All
rights
reserved 109 109 Systemics
and
Enterprise
2.0
Thinking • Emergence
of
Enterprise
2.0
Thinking – Transparency – Emergence – Sociality
(SNA) ©
AIIM
|
All
rights
reserved 110 110 Thursday, October 8, 2009
  • 56. Worker
Models ©
AIIM
|
All
rights
reserved 111 111 Worker
Models
for
Enterprise
2.0 Isolated Fully
Engaged Islands
of
Me One‐way
Me Team
Me ProacNve
Me Two‐way
Me Islands
of
We Extended
Me 2.0 1.5 1.0 ©
AIIM
|
All
rights
reserved 112 112 Thursday, October 8, 2009
  • 57. Worker
Models
for
Enterprise
2.0 • Islands
of
Me – Culture
Component
 • ProtecNonism • FuncNonal
IsolaNon • Hierarchical
management • Tall
and
thick
(mulNple)
walls • CompeNNon
seen
only
externally – TTM
(Nme
to
market)
long
shelf
life – Technology
Component
 • Siloed
repositories • Standalone
applicaNons • Manual
integraNon‐reentry ©
AIIM
|
All
rights
reserved 113 113 Worker
Models
for
Enterprise
2.0 • One‐way
Me/Enterprise
1.0 – Culture
Component
 • One‐way
push‐based
sharing • As
Needed
Knowledge
Seeking • Closed
communiNes/Earned
Trust • Structured/Orchestrated
Teams • Network
Management • Semi‐permeable
FuncNonal
Walls – Technology
Component
 • Shared
yet
siloed
repositories • CommunicaNon‐focused
Channels • Standalone
workflow ©
AIIM
|
All
rights
reserved 114 114 Thursday, October 8, 2009
  • 58. Worker
Models
for
Enterprise
2.0 • Team
Me – Culture
Component
 • Team
focused • Shared
repositories • Knowledge
Seekers • Closed
communiNes/Earned
Trust • Limited
Extended
Enterprise • Cross‐Team
CollaboraNon – Predominately
internally
focused – KM
Best
PracNce • Internal
CannibalizaNon – Technology
Component
 • Intranets
&
Extranets • Groupware • Integrated
work
models
(EAI) ©
AIIM
|
All
rights
reserved 115 115 Worker
Models
for
Enterprise
2.0 • ProacNve
Me/Enterprise
1.5 – Culture
Component
 • Push/Pull
24/7 • Focus
on
"Net
Work"
‐
Paj
Anklam • Extended
Enterprise • Modular
Work
Sharing • Semi‐automaNc
collaboraNon – Technology
Component
 • Dynamic/Personalized
Web • Agents • Portals/Dashboards • Vortals
and
B2B
Marketplaces ©
AIIM
|
All
rights
reserved 116 116 Thursday, October 8, 2009
  • 59. Worker
Models
for
Enterprise
2.0 • Two‐way
Me – Culture
Component
 • ProacNve
Community
Building • COPs/COIs • Knowledge
Management – Driven
from
the
top • CollecNve
Intelligence
 – Brute
force,
no
emergence • Strategic
CollaboraNon • Semi‐Transparent – Technology
Component
 • Early
Open
Source • SOA/Strategic
Portal
Deployments • Social
Networking • InformaNon
Architecture/Taxonomies ©
AIIM
|
All
rights
reserved 117 117 Worker
Models
for
Enterprise
2.0 • Islands
of
We – Culture
Component • “Socialness”
is
a
major
asset • Profiling/Core
Competency • Virtual
Teaming • B2C
Focus • Cost‐driven
Outsourcing • Semi‐Mass
customizaNon – Technology
Component • Strategic
use
of
social,
emergent
and
integraNon
sonware
 externally
 • Rogue
internal
usage • CollaboraNve
content
development • SOA/Modular
AdapNve
ApplicaNons ©
AIIM
|
All
rights
reserved 118 118 Thursday, October 8, 2009
  • 60. Worker
Models
for
Enterprise
2.0 • Extended
Me/Enterprise
2.0 – Culture
Component • Transparency • ParNcipaNve/Engaged • Always
On/In • Mass
CustomizaNon • Agility • Competency‐Driven
Outsourcing • Embedded/Strategic
CollecNve
Intelligence – Technology
Component • Strategic
deliberate
internal
deployment
of
emergent
and
 social
sonware • IntegraNon
and
Modular
Programming ©
AIIM
|
All
rights
reserved 119 119 Worker
Models
for
Enterprise
2.0 ? Isolated Fully
Engaged Islands
of
Me One‐way
Me Team
Me ProacNve
Me Two‐way
Me Islands
of
We Extended
Me 2.0 1.5 1.0 ©
AIIM
|
All
rights
reserved 120 120 Thursday, October 8, 2009
  • 61. Exercise
‐
Culture
vs.
Technology
Map ? Isolated Fully
Engaged Islands
of
Me One‐way
Me Team
Me ProacNve
Me Two‐way
Me Islands
of
We Extended
Me 2.0 1.5 1.0 ©
AIIM
|
All
rights
reserved 121 121 Moving
the
Culture
to
E2.0 and
the
High‐Growth
Benefits
of
doing
so 122 Thursday, October 8, 2009
  • 62. Don’t
Wing
AdopNon
(DWA) Market
‐
“Sell”
‐
Remind 123 Booz
Allen
Hamilton
has
dedicated
50%
of
it’s
budget
 for
Enterprise
2.0
to
change
management FYI
‐
E2.0
is
much
cheaper
than
most
“enterprise
projects” Source: BAH presentation at E2.0 2009 in Boston 124 Thursday, October 8, 2009
  • 63. Pull
to
Push
for
More Tammy
Erickson
suggests
that
senior
management
must
 undergo
a
“pull
management”
mindset
change. “Today,
encouraging
a
greater
number
of
people
to
go
just
a
 li@le
bit
further
is
the
essen/al
job
of
leaders.
Long
gone
is
 the
Nme
when
our
primary
management
challenge
was
to
 ensure
that
workers
performed
tasks
consistently
and
 reliably,
using
standardized
best
pracNces.
Now
we
need
 “pull”
approaches,
geared
to
encourage
individuals
to
share
 their
ideas
more
widely
and
construcNvely,
to
push
the
 boundaries
of
what’s
possible
further
—
or
to
be
more
 collabora/ve
and
innova/ve.”
‐
Tammy
Erickson
‐
Author
of
 “plugged
in” 125 The
New
Voice
of
the
CIO:
Insights
from
 the
Global
Chief
InformaNon
Officer
Study http://www-935.ibm.com/services/us/cio/ciostudy/ • Researchers
interviewed
more
than
2500
CIOs
worldwide
to
compare
and
 contrast
the
behaviors
of
low
growth
CIOs
and
their
high
growth
colleagues. • High
growth
CIOs
ac/vely
use
collabora/on
and
partnering
technology
 within
the
IT
organiza/on
60
percent
more
oeen
than
low
growth
CIOs.
 • High
growth
CIOs
devote
87
percent
more
of
their
/me
to
enabling
the
 business
and
corporate
vision
than
low
growth
CIOs. • High
growth
CIOs
spend
55
percent
of
their
/me
on
ac/vi/es
that
spur
 innova/on.
Low
growth
CIOs
are
mired
in
tacNcal
execuNon
and
IT
issues. • Specific
innovaNon
acNviNes
include
genera/ng
buy‐in
for
innova/ve
plans,
 implemen/ng
new
technologies
&
managing
non‐technology
issues. • High
growth
CIOs
spend
94
percent
more
/me
integra/ng
business
and
 technology
to
innovate
than
low‐growth
CIOs. 126 Thursday, October 8, 2009
  • 64. DemonstraNons: Power
of
underlying
Standards,
 IntegraNon,
Re‐usability CSS:
www.csszengarden.com Social
CRM:
BantamLive Embedding/re‐using
content
via
Apture Any
other
examples
people
prefer? 127 The
Power
of
Enterprise
2.0
can
absolutely
be
 demonstrated
and
confirmed...
and
it’s
been
around
 longer
than
most
people
think. But
NONE
of
the
benefits
will
just
magically
happen. Step
up,
and
get
the
high‐growth,
collabora/ve
 capabili/es
your
organiza/on
and
your
people
deserve. 128 Thursday, October 8, 2009
  • 65. Are
You
Ready
for Enterprise
2.0?
It’s
Time. Dan
Keldsen Any
public
recommendaNons Co‐founder
&
Principal or
connecNons
you’d Informa/onArchitected.com like
to
make: (twiCer)
@dankeldsen linkedin.com/in/dankeldsen dk@InformaNonArchitected.com 129 Thursday, October 8, 2009