AIIM E2.0 Strategy Day Allyis

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

Are you concerned 
about collabora/on?

3

Do you need

to innovate?

4

Are you obsessed with
technology?

5

Or just
concerned
about
surviving to
next year?

6

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

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

Slideshare

Oct 6, 2009

11

LinkedIn ‐ My First Few Months
March 2004

12

A Year Later

13

5 Years Later

14

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

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

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

20

2nd Person ‐ Go!
– Summarize each person’s concerns by 
interviewing them

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

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

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
Goals? now? now?

Pass #2

1 2 3 4
Goals? now? now?

Pass #3

1 2 3 4
Goals? now? now?

Pass #4

1 2 3 4
Goals? now? now?

Step back, what has emerged?

30

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

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

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

Business Intelligence

• The collecNon, analysis, and presentaNon of 
business informaNon and operaNons in 
historical, current, and predicNve views to 
support beCer business decision making

37

Business Intelligence

• Capture of unstructured/knowledge business 
operaNons
• Internal predicNon markets
• Trends and opinions cycle back and form 
another source of BI

38

Knowledge Management

• "Leveraging collecNve wisdom and 
experience to accelerate innovaNon and 
responsiveness"
– C. Frappaolo, 
"Exec Express 
Knowledge Management,"
Capstone, 2006

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
40

User ExpectaNons

• Flexible 
Interfaces 
• Nimble 
Interfaces 
• The Me 
GeneraNon

Source: Apple iTunes Music Store

41

User ExpectaNons

• "Rich" User Experiences
– Web‐based
– MulNmedia
– InteracNon
– Personalized

42

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 

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) 
44

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)

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

46

Market Drivers
• So What's New?

Source: AIIM Market Intelligence

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"

48

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

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
52

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

53

Enterprise 2.0 Frameworks

54

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

55

SLATES

Graphic Source: Dion Hinchliffe, ZDNet
hCp://blogs.zdnet.com/Hinchcliffe/?p=143

56

SLATES

• Prof. Andrew McAfee, 2006
– Search
– Links
– Authoring
– Tags
– Extensions
– Signals

57

FLATNESSES

• Dion Hinchcliﬀe, 2007
– Freeform
– Links
– Authorship
– Tagging
– Network‐oriented
– Extensions
– Search
– Social
– Emergence
– Signals
58

FLATNESSES Focus

Graphic Source: Dion Hinchliﬀe, ZDNet
hCp://blogs.zdnet.com/Hinchcliﬀe/?p=143

59

Technologies

60
60

What Technologies Fall into Your
DeﬁniNon of an Enterprise 2.0 Plaoorm?

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

62

DiﬀerenNaNng from Enterprise 2.0

• Proprietary approaches to deployment
• Silos and fragmentaNon
• More structured than emergent

63

Overview of 1.0 Technologies & 
FLATNESSES

Directly Provides
ParNally Provides
Does Not Provide
64

Overview of 1.5 Technologies

• Web Services
• CollaboraNve ﬁltering
• Social networking
• Social network analysis
• Agents
• Portals/Intranets
• Dynamic Web

65

DiﬀerenNaNng from Enterprise 2.0
• High barriers to deployment
• FuncNonally siloed
• DistribuNon and access/not content 
creaNon

66

FLATNESSES

Directly Provides
ParNally Provides
67

Can Co‐exist/Augment Enterprise 
2.0
• Legacy/Phased ImplementaNon
• Agents 
• Portals
• CollaboraNve ﬁltering
• Social networking
• Social network analysis

68

EvoluNon & DeﬁniNon of Enterprise 
2.0 Technologies: Part 2.0
• Mashups
• Blogs
• Wikis
• Really Simple SyndicaNon (RSS)
• PodcasNng
• Social VoNng/Ranking
• Social Bookmarking

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

70

FLATNESSES

Directly Provides
ParNally Provides
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

72

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

74

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

75

Business Drivers

76

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

77

What is Your OrganizaNon Trying to 
Accomplish With Enterprise 2.0?

Business
Intelligence

Source: AIIM Market Intelligence, 2008

78

How CriNcal is Enterprise 2.0 to Your 
OrganizaNon's Overall Business Goals/
Success?

Source: AIIM Market Intelligence, 2008

Business
Intelligence

79

How Well Suited is Enterprise 2.0 for 
the Following Groups/People?

80

How Likely is Your OrganizaNon to UNlize Enterprise 
2.0 for the Following Business PracNces?

81

The Impact of the Web & 
Consumer Tools
• The New Desktop
– IntuiNve
– Integrated
– CollaboraNve
– MulNmedia
– Social
– Connected

82

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

83

Millennials vs Boomers?

84

Business Drivers for Enterprise 2.0
• Personal computers heralded individual producNvity
• ParNcipaNon today exposes individual work more broadly

85

Who do you turn to?
• In the 1970's when CIO's wanted to know 
what to buy, they asked IBM.
what to buy, they asked Andersen ConsulNng.
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)

86

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
88

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)

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

90

The Knowledge Chain
Internal External

Awareness

Responsiveness

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
92

InnovaNon as a Business Asset

• "Business has only two 
basic funcNons, 
markeNng and 
innovaNon" ‐ Peter Drucker

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

94

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

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

96

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
97

Management Waves

98

Lowering the Barriers to 
IntegraNon and Development
• Lean Thinking
• Agile Development
• Systemics
• Sustainable Development

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)

100

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)

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

102

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

104

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

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.

106


• 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.

107


• 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.

108

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
109

Systemics and Enterprise 2.0 Thinking

• Emergence of Enterprise 2.0 Thinking
– Transparency
– Emergence
– Sociality (SNA)

110

Worker Models

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

112

• 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

113

• One‐way Me/Enterprise 1.0
• One‐way push‐based sharing
• As Needed Knowledge Seeking
• Closed communiNes/Earned Trust
• Structured/Orchestrated Teams
• Network Management
• Semi‐permeable FuncNonal Walls
• Shared yet siloed repositories
• CommunicaNon‐focused Channels
• Standalone workﬂow

114

• Team Me
• Team focused
• Shared repositories
• Knowledge Seekers
• Closed communiNes/Earned Trust
• Limited Extended Enterprise
• Cross‐Team CollaboraNon
– Predominately internally focused
– KM Best PracNce
• Internal CannibalizaNon
• Intranets & Extranets
• Groupware
• Integrated work models (EAI)
115

• ProacNve Me/Enterprise 1.5
• Push/Pull 24/7
• Focus on "Net Work" ‐ Paj Anklam
• Extended Enterprise
• Modular Work Sharing
• Semi‐automaNc collaboraNon
• Dynamic/Personalized Web
• Agents
• Portals/Dashboards
• Vortals and B2B Marketplaces

116

• Two‐way Me
• ProacNve Community Building
• COPs/COIs
• Knowledge Management
– Driven from the top
• CollecNve Intelligence 
– Brute force, no emergence
• Strategic CollaboraNon
• Semi‐Transparent
• Early Open Source
• SOA/Strategic Portal Deployments
• Social Networking
• InformaNon Architecture/Taxonomies
117

• 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
118

• 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
119


?
Isolated
Fully Engaged


2.0

1.5

1.0

120

Exercise ‐ Culture vs. Technology Map

?
Isolated
Fully Engaged

2.0

1.5

1.0

121

Moving the Culture to E2.0
and the High‐Growth Beneﬁts of doing so

122

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

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

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

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


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