Your SlideShare is downloading. ×
0
Summary of Interim Results 14 September 2010 David Osimo Tech4i2 Enterprise 2.0 study
Objectives of the study <ul><li>Definition </li></ul><ul><li>Supply side and market </li></ul><ul><li>Demand side  </li></...
Objectives of the Int. Report <ul><li>Definition </li></ul><ul><li>Supply side and market </li></ul><ul><li>Demand side  <...
We are here
Key questions
Quot homines, tot sententiae
Working definition <ul><li>PEOPLE Tools for identifying people with expertise, knowledge or interest in a particular area ...
Examples
Values, not only tools
What is new   Traditional Enterprise apps Enterprise 2.0  Mission  Enable pre-defined groups/teams working closely togethe...
What is new E-mail?   Traditional Enterprise apps Enterprise 2.0  Mission  Enable pre-defined groups/teams working closely...
Policy issues <ul><li>Demand side </li></ul><ul><li>SME and innovation </li></ul><ul><li>Market fragmentation </li></ul><u...
Policy assessment <ul><li>Go/NoGo: Policy-actionable items? </li></ul><ul><li>DG INFSO </li></ul><ul><ul><li>Other DGs / E...
Meta-policy issues <ul><li>A new way of doing innovation policy: open, meritocratic, demand-driven, with the widest involv...
Upcoming SlideShare
Loading in...5
×

Policy implication of the e2.0 study D.Osimo Tech4i2

514

Published on

Presentation given at the "Enterprise 2.0 in Europe" workshop where the results of the interim report of the “Enterprise 2.0 study were presented and discussed with experts. Policy implication of the e2.0 study D.Osimo Tech4i2, Brussels, 14th of September 2010

Published in: Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
514
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Policy implication of the e2.0 study D.Osimo Tech4i2"

  1. 1. Summary of Interim Results 14 September 2010 David Osimo Tech4i2 Enterprise 2.0 study
  2. 2. Objectives of the study <ul><li>Definition </li></ul><ul><li>Supply side and market </li></ul><ul><li>Demand side </li></ul><ul><li>Macro-economic impact </li></ul><ul><li>Infrastructure requirements </li></ul><ul><li>Legal aspects </li></ul><ul><li>Challenges </li></ul><ul><li>Policy recommendations </li></ul>
  3. 3. Objectives of the Int. Report <ul><li>Definition </li></ul><ul><li>Supply side and market </li></ul><ul><li>Demand side </li></ul><ul><li>Macro-economic impact </li></ul><ul><li>Infrastructure requirements </li></ul><ul><li>Legal aspects </li></ul><ul><li>Challenges </li></ul><ul><li>Policy recommendations </li></ul>
  4. 4. We are here
  5. 5. Key questions
  6. 6. Quot homines, tot sententiae
  7. 7. Working definition <ul><li>PEOPLE Tools for identifying people with expertise, knowledge or interest in a particular area and linking to them </li></ul><ul><li>CONTENT Tools for finding, labeling and sharing useful content/information (authoring) </li></ul><ul><li>COLLABORATION Wiki/collaboration/authoring and project work </li></ul><ul><li>A full suite of offerings including the above with cross-links and a shared knowledge-base. </li></ul>
  8. 8. Examples
  9. 9. Values, not only tools
  10. 10. 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. 11. What is new E-mail?   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
  12. 12.
  13. 13. Policy issues <ul><li>Demand side </li></ul><ul><li>SME and innovation </li></ul><ul><li>Market fragmentation </li></ul><ul><li>Take-up and productivity of service sector </li></ul><ul><li>Translating research into impact </li></ul><ul><li>Skills implications </li></ul><ul><li>Managing HR in times of change </li></ul><ul><li>Working conditions, incentives and privacy </li></ul><ul><li>Legal challenges (storage and continuity) </li></ul><ul><li>Supply side </li></ul><ul><li>Favorable context for start-ups </li></ul><ul><li>Fostering a dynamic EU software industry, experimenting with business models </li></ul><ul><li>IT specialist skills </li></ul>
  14. 14. Policy assessment <ul><li>Go/NoGo: Policy-actionable items? </li></ul><ul><li>DG INFSO </li></ul><ul><ul><li>Other DGs / EU authorities </li></ul></ul><ul><ul><ul><li>Other institutional level </li></ul></ul></ul>
  15. 15. Meta-policy issues <ul><li>A new way of doing innovation policy: open, meritocratic, demand-driven, with the widest involvement of actors, accepting fast failure and informal learning. </li></ul><ul><li>A useful approach for EU policy-making: towards Open Method of Coordination 2.0? </li></ul>
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×