This document discusses Enterprise 2.0 and knowledge management. It argues that for social software initiatives to succeed in businesses, integration is key. Technologies must be integrated with organizational structures and processes. A supportive culture is also important, where openness and rules are balanced. The document provides examples of integrating social tools on intranets and the internet. It emphasizes starting small with social software projects and influencing culture over time, rather than waiting for culture to change, in order to realize benefits for employees and the business.

1. Enterprise 2.0
Knowledge
Management
A Revolution of Knowledge in
Three Parts.

3. Previously…

4. 1. It is no longer about reading the best
documents, but most of all finding the
right contact person.
2. With Social Software we are able to
build up and maintain networks and
make them more transparent. However
its successful implementation requires
the right cultural, technological and
organizational conditions.
3. This is where Web 2.0 ends and
Enterprise 2.0 takes the spotlight: The
right conditions have to be actively
created.

5. The key to Social
Software success
in business is...

6. …integration.

7. Integration?

8. Social Software alone is like...
Work Place
Wiki
Blog
Discussion
Search Access
Management
Extensible
Office
Integration
Rate

9. …just one player.

10. Success requires a coordinated
organization,...

11. ...adaption
to the technological landscape, ...

12. ...and a new team spirit.
Grafik: http://flickr.com/photos/fede_gen88/798322626/sizes/o/

13. Only then everything fits together.

14. Enterprise 2.0
Organization
Integration in
Structure & Processes
Culture
The Human
Element.
Technology
Integration of Tools
& Architecture

15. Organization
Integration in Structure & Processes

16. Hey, we just got
a Wiki!
Great! And what
do you do with it?
?

17. EmployeesCustomers Partners
Project Management
Requirement Management
Process Management
Skill Management
Team Organization
Documentation
Reputation and Communication
Ideas and Innovations
Learning and Change Management
…

18. BUT...
what does YOUR
company do?

19. Where do large,
international teams work?

20. Where do the ideas of your
customers end up?

21. When are credible
communication and dialogue
important?

22. Who is already doing it?
How can we involve
innovators?

23. Define your
priorities.

24. EmployeesCustomers Partners
Project Management
Requirement Management
Process Management
Skill Management
Team Organization
Documentation
Reputation and Communication
Ideas and Innovations
Learning and Change Management
…

25. Start small – think big.
1. Develop a vision.
2. First, tackle a real problem.
3. Implement and gain experience.
4. Update the vision.
5. Improve the operation, go on to
further applications.

26. Organization:
What else is
important?

27. Technology
Integration of Tools & Architecture

28. $%§&/“))??
I can‘t find it on
the Intranet!
Did you already
check the Wiki?

29. What knowledge do
we need for success?

30. Support Key operations
High potential Strategic
Benefits for the Business
StrategicRelevance
?
And what role does Social
Software play? Today as a
prototype,...

31. Support Key operations
High potential Strategic
...and tomorrow as
core-application?
Benefits for the Business
StrategicRelevance
?

32. Social Software is more than
just a Wiki.

33. Each of these technologies has
a particular advantage and
field of application,...

34. ...but it is the combination of
these which allows a greater
choice in daily use to bring out
the full potential.

35. How does Social Software
fit into your target
architecture?

36. Ex. Social Intranet
What do we use Social Software
on the Intranet for?
Intranet
Organization
Interest Groups
Innovation
Portfolio + Solutions
Corporate Social Network
…

37. What remains centrally edited?
Intranet
Beispiele Social Intranet
Organisation
Interest Groups
Innovation
Portfolio + Lösungen
Corporate Social Network
…
Ex. Edited Intranet
Org.-News
HR Services
Newsletter
Market Research
References
…

38. What do we use Social Software
on the Internet for?
Intranet
Ex. Social Internet
Expert-Blogs
External Project-Divisions
Content on Web (Youtube)
Enterprise Community
…
Internet

39. What gets edited
on the Internet?
InternetIntranet
Beispiele Social Internet
Experten-Blogs
Externe Projektbereiche
Inhalte im Web (Youtube)
Enterprise Community
…
Ex. Edited Internet
Microsites
…
Corporate Internet

40. How is classic
communication linked…
InternetIntranet
Examples
Email
VoIP
Instant Messaging
Conferencing
…
Conferencing &
Communication

41. ...and which business
applications are
relevant...
InternetIntranet Conferencing &
Communication
Examples
SAP
CRM
Line of Business Apps
Workflow Applications
…
Enterprise
Applications

42. ...for a comprehensive integration?
Integration
Corporate
Tagging/Feeds
SearchDashboard …Business
Intelligence
Enterprise
Applications
Conferencing&
Communication
InternetIntranet

43. A good technical
integration...

44. ...links information of various sources together,
and makes them accessible.

45. It also protects the system against
information overload through needs-
based and personalized filtering.

46. Availability &
performance
are mandatory.

47. Culture
The Human Element.

48. What could
happen?
Let‘s try it now!

49. “The gap between what's technically
possible and what the corporate
culture is willing and able to accept is
often wider than many people
automatically assume.”
Dion Hinchcliffe

50. „Culture is an indirect
variable, culture can‘t be
generated!“
Prof. Peter Kruse

51. Change culture.
Influence culture.

52. Do bosses have to
take the lead?

53. A good boss doesn‘t have to be online...
Grafik: http://upload.wikimedia.org/wikipedia/commons/d/d1/Portrait_Gandhi.jpg

54. ...but he belongs at the
center of communication.
Grafik: http://www.barackobama.com/downloads/

55. „That won‘t work for us,
our culture is just not
ready.“

56. The right culture is a goal,
not a pre-condition.

57. Start small – think big.
Comments allowed.
Employees as
ambassadors on the
web.
Agile projects.
Openness is the rule:
closed areas only by
request.
Executive Blog. Employee Blog.

58. Openness where
possible.
Rules where
necessary.

59. Define your Enterprise 2.0...
Inspired by an idea from J. Robes, www.weiterbildungsblog.de
Authors
Approval
Identity
Structure
Semantics
Conventional
Businesses
Web
2.0
few editors
taxonomy
centrally determined
authentification necessary
central
all employees
folksonomy
generated by usage
anonymity possible
individual

60. ...and bring it
to life.

61. There's lots to be done!
Is it worth it?

62. Don‘t we have other priorities,
in times like these?
Well, don‘t
we?

63. "A difficult economic
environment argues for
the need to innovate
more, not to pull back."
Ken Chenault, CEO American Express

64. Social Software – properly integrated,
goes over well with the employees,...

65. ...and becomes the indispensable
knowledge-infrastructure
for the firm.

66. „In an economy where the only
certainty is uncertainty, the one sure
source of lasting competitive
advantage is knowledge.“
Ikujiro Nonaka

67. Any Questions?

68. Optimising
Operations &
Performance
Conception,
Implementation
& technical
Integration
Enterprise 2.0
Strategy-
Workshop
Compliance- &
Security-Check
Social
Software &
IT-Strategy
Change
Management
Test &
Migration
Architecture &
Tools
We are
happy
to help.

69. Thanks to:
Jana Frommhold, Dr. Frank Schönefeld, Anne Glas, Holger Günzler, Dada Lin,
Christin Büttner

70. Frank Wolf
(f.wolf@t-systems.com)
Simone Happ
(simone.happ@t-systems.com)
Christoph Rauhut
(christoph.rauhut@t-systems.com)
http://www.t-systems-mms.com/mms/en
http://www.besser20.de/english

71. To be continued.