Exploring Early
Enterprise 2.0 Methodologies
Climbing the
Maturity Curve
of Process and
Methods for
Enterprise Social
Computing
Dion Hinchcliffe

Introduction
Dion Hinchcliffe
• ZDNet’s Enterprise Web 2.0
• http://blogs.zdnet.com/Hinchcliffe
• Social Computing Journal – Editor-in-Chief
• http://socialcomputingjournal.com
• Pragmatic Enterprise 2.0
•
http://hinchcliffeandcompany.com/pragmaticenterprise2/
• •Hinchcliffe & Company
http://hinchcliffeandco.com
• mailto:dion@hinchcliffeandco.com
• Web 2.0 University
• http://web20university.com
• : dhinchcliffe

Premise
• Social computing is an effective new model
for meeting business objectives
• Can enhance productivity, drive
innovation, cut costs, and more Social software
+
• Integral to the modern workplace today guided
• However, social computing is a new business
outcomes
discipline that combines freeform yet
strategic business activity with Web 2.0
technology
• Most organizations today have a low level
of capability around this new discipline

The Questions
• How can we adopt Enterprise 2.0 most
effectively?
• What have we learned so far?
• How do we get the upsides without
potential downsides?
• Can we identify best practices or are
organizations too different to do this?

How do we best
transform our work
processes for
the 21st century?

Challenges to Transitioning
to Social Business Models
• Innovator’s Dilemma
• “How do we disrupt ourselves
before our competition does?”
• Not-Invented Here
• Overly fearful of failure
• Deeply ingrained classical business culture
• Low level of 2.0 literacy

Pent up change is building on the
edge of organizations and must be
recognized and dealt with

Types of
Enterprise 2.0
Business Social Media Marketing
“Official” Customer Communities
Social CRM
Enterprise Social Networks
Top Social Portals & Intranets
Down
Reconciliation & Maturity
Up
Bottom Departmental Wikis
Internal Knowledge ‘-Pedias’
“Guerrilla” Customer Communities
Off-Premises Social Networks
Workers

The Big Challenges
The

Key area where traditional
process models often struggle
• Don’t respond to change quickly enough
• Poorly aligned with current business reality
• Lack of focus on driving consumption (or network
effects)
• Too centralized and/or isolated
• Expensive and resource-intensive
• Overengineered in the wrong places. Excessively
constraining.

At the Very Least, an
E2.0 Methodology Must:
A) Address active business concerns (downsides)
B) Focus on delivering business value
C) Help an organization acquire social computing
competency

Applying the
“Web 2.0 effect” at work
• Enterprise 2.0
– Globally visible, persistent collaboration Enterprise 2.0 systems adapt
to the environment, rather
• Employees, partners, and even customers than requiring the
environment to adapt to it.
• Leaves behind highly reusable knowledge
– Uses wikis, blogs, social networks, and other
Web 2.0 applications to enable low-barrier
collaboration across the enterprise
– Puts workers into central focus as contributors
– Case studies of early adoption consistently
verifying significant levels of productivity and
innovation

Perceived Benefits Of Enterprise 2.0
• Increased knowledge retention
• More adoption and actual use of knowledge
management tools
• Better solutions that fit local business problems
(via emergent structure and processes)
• Increased transparency
• Less duplication of effort
• Higher levels of productivity

Understanding
Why E2.0 is
Different
• Maturation of techniques
that leverage how people
work best
• Realization of the power
of emergent solutions
over pre-defined solutions
• Nearly zero-barriers to use
• And more...

The Enterprise 2.0 Checklist
• SLATES
– Search
– Linking
– Authorship
– Tagging
– Extensions
– Signals

SLATES unboxed...

SLATES refreshed:

Enterprise 2.0: Richer Outcomes

Push vs. Pull Based Systems

Because the enterprise is not the Web
• We want to replicate the
positive aspects of Web 2.0
platforms in the enterprise
• But our infrastructure is
usually not very Web-like,
creating significant
impedance and diluted
results
• Requires augmentation and
adaptation to reproduce the
same or similar results

Social vs. Collaborative Use of
Enterprise 2.0
• Social networks focus on
enabling interaction and
conversation.
• Collaborative networks are
focused on groups accessing
and organizing data into
actionable formats that enable
decision making, collaboration
and reuse
Source: Oliver Marks

Adoption Strategies
• Gain and Enlist Top Down Support and
Overcome Turf Issues In Advance
• Align Enterprise 2.0 Strategy to Business
Strategy (Find A Problem To Solve)
• Align Enterprise 2.0 Applications to Key
Business Goals and Processes
• Develop a Simple, Clear Business Case
• Provide Strong Leadership for the Enterprise
2.0 Function(s)
• Design Measures Aligned to Business Processes

Adoption Strategies Pt. 2
• Listen to the Users, Involve Them in the
Design
• Simplify the Access and Production of
Knowledge
• Develop a Clear Communication Plan to
Promote the Effort
• Involve all the Key Stakeholders, Eventually
• Integrate all forms of Communication and
Documentation)
• Develop a Clear Motivation Plan that Aligns
with Current Incentive Plans

Community Management
• Guiding, administering, supporting, and
mentoring social groups
• Helps organizations achieve specific
objectives with Enterprise 2.0
• Has proven invaluable at organizations
with significant success:
• Stories: SAP, CIA Intellipedia
• Now believed to be “essential” to E2.0

Online Community Management:
Jack Of All Trades Brand Support
Brand Management
Identify Opportunities
Software Know-How
Listen/Join Conversation
Feature Selection
Technical Management Advertising and
Marketing Marketing Analysis
Priority and Schedule
Impact Reporting
Management
Documentation Project Management Business Development Ad Rotation
Incorporation of Corporate Organization
online community management Team Building
Learning
Product Management Staff Training
Mailings Business Planning Budgeting
Events Target Definition
Incentives Customer Relationship Revenue Planning
Issue Management Management Control/Management
Community Management Moderation/Rule
Networking
Enforcement
Distribution of Best Professional Development
Incentives/Recruitment
Practices
Content Management Content Plan
Attend Trade Events

Breakdown of an E2.0 Effort
• Enterprise 2.0 efforts appear to consume resources
in roughly the following proportion:
• Tools: 15%
• Integration, Customization: 25%
• Community Management: 25%
• IT Support: 15%
• Project/Change Management: 20%
• Your Mileage Will Vary

Community Management, Cont’d
• Critical Success Factor: The quality
of the community management
team will directly determine the
success of an Enterprise 2.0 effort
• Locating it has been a challenge
for many (IT, HR, customer
service, portal team, ECM team,
project team, even marketing)
• Enlist volunteers from the
community as well as dedicated
workers

Understanding the Local Culture
• Different types of cultures in most
organizations:
– Team
– Community
– Network
• Each cultural environment can enable or
stifle collaboration and communication

Enabling Change at the Three
Cultural Levels
• Team
• Community
• Network

Mature View of
Enterprise 2.0 Functions
Enterprise 2.0
Tools ECM
Mashups Situational Apps

The Context: Enterprise 2.0 Ecosystem
Enterprise 2.0 Peer Produced Traditional
Applications Intranet Enterprise Systems
participation
ERP
ERP HRM
Blogs and Wikis Industry Social
(Social Media) Network
CRM
SOA Other
Backoffice
deeply
linked
structure Internal Business
(WOA) Applications and Databases
Prediction Markets Customer
(External and Internal) Community
consumption
Enterprise Social Other Web 2.0 Tools
Network (del.icio.us, Flickr, Enterprise Federated Enterprise Mashups
Twitter, Friendfeed) Search

Determining the ROI of
Enterprise 2.0
• Project costs tend to be
lower than classical IT
efforts (Example: Transunion, $50K to reap
$2M+)
• ROI is hard to measure
because of cause and
effect chains
• But when I is low, R is
easier to reach

Traditional IT initiative
AKA Waterfall Process
with a Defined Beginning,
Middle, and End

More Enlightened Agile Process
Highly iterative, more feedback loops, learning
from experience before completing the effort

One Way of Implementing
Enterprise 2.0
1 Identify Business Opportunities, Business Case, Risks, Silos, Priorities, Budget
Create strategy, Communicate Plan, Set Expectations, Develop Policies,
2 Prepare Raise Awareness, Build Skills, Develop Infrastructure, Measurement Plan
3 Assess Understand and Address Competencies, Determine
Stakeholder’s Needs/Concerns, Understand Grassroot Initiatives
4 Pilot Create Social Computing Environment, Build Capabilities,
Capture Lessons Learned, Build Critical Mass
5 Roll-Out Expand Audience and Reach, Incorporate Lessons Learned
6 Manage Community Management, Guide-Direct-Moderate (but don’t over control)
Disclaimer: This is our Pragmatic Enterprise 2.0 Process

The Perpetual Beta Era
• Products are never finished
• Users drive most of the
innovation and change
– Including new features and
testing
• Products co-evolve and
change every day
• Most organizations aren’t
here yet, but the Web is
increasingly

The 2.0 Transformation
Process in the Large

Looking at ECM methods

Also, There Is Emergent
Architecture

What it all looks like
Anatomy of an Enterprise
Enterprise Vision
Social Computing Effort
Corporate Initiative
Reactive Response Business Needs & Requirements Exploiting Ad Hoc Opportunities
Cost Cutting
Project Management
Top Tools & Infrastructure Access, Search, & Discoverability
Down
Security & Identity Delivery Models Communication Plan
Content Management Knowledge Management Business Intelligence
Up
Bottom Community Management & Support Processes
Social Computing Strategy, Architecture, Policy, and Governance
Viral Adoption
Cultural Change Social Computing Patterns and Risk Management & Change
Local Problem Solving Best Practices Management

Enterprise 2.0 Dynamics
Universal Lifecycle
of New Technology
and

Evaluation Questions
• Does the Enterprise 2.0 method or framework:
• Embody waterfall or agile (iterative)? (Latter is
better)
• Encourage the key aspects and enablers of Enterprise
2.0 (FLATNESSES)
• Focus on the lifecycle and community management
issues beyond rollout
• Manage risk and concerns
• Put culture change and adoption issues on (at least)
the same level of importance as tools and
technologies

Enterprise 2.0
Frameworks &
Methods Survey

Deloitte’s ECM
Process

Ross Dawson’s Enterprise 2.0
Implementation Framework

Source: The App Gap

Source: Mazyar Hedayat

Conclusions
• We are still at a low level of maturity when it
comes to Enterprise 2.0 strategy and methods
• Existing frameworks often miss many key
Enterprise 2.0 elements today
• Adapting the best parts you think you need is
often the most effective strategy
• Improvements are coming but a “Unified Process”
for Enterprise 2.0 is unlikely anytime soon

Questions
Slides:
info@hinchcliffeandco.com

tm
Pragmatic Enterprise 2.0
Effective Low Risk Social Computing
See Also
The Power of Social
Business
Minus
The
Downsides
October 20th, 2009
Introducing
Pragmatic Enterprise 2.0
Exclusively from Hinchcliffe & Company and Partners