The document discusses Enterprise 2.0, which refers to applying Web 2.0 concepts to businesses. It defines Enterprise 2.0 and lists common technologies like blogs, wikis, RSS and social bookmarking. It notes that while 44% of organizations see Enterprise 2.0 as important, 74% have little understanding of it. The document emphasizes that Enterprise 2.0 is not just about technology, but also culture and process change management, and discusses frameworks for governance and change management to help organizations adopt these new approaches and tools.

1. More than just technology:
ENTERPRISE 2.0
Presented by:
Bob Larrivee
Director and Industry Advisor
AIIM

2. About AIIM
 International - Members in 146 countries
 Independent - Unbiased and vendor neutral
 Implementation Focused - Processes, not just
technology
 Industry Intermediary -
users, suppliers, consultants, analysts, and the
channel
 www.aiim.org
 www.informationzen.org

3. What is Enterprise 2.0?
 Most organizations look at Enterprise 2.0 as the
application of Web 2.0 to the enterprise, next
generation of Enterprise Content Management
technology, or as technology that enables people
to collaborate and/or form online communities.
Source: 2008 AIIM Market IQ Report on Enterprise 2.0
 “A system of web-based technologies that provide
rapid and agile collaboration, information
sharing, emergence and integration capabilities in
the extended enterprise” Source: AIIM

4. Enterprise 2.0 Technologies
 Blogs
 Wikis
 Really Simple Syndication (RSS)
 Podcasting
 Social Bookmarking
 Mashups
Source: redfin.com (commercial offering, mashup of MLS
data with Microsoft virtual earth, local databases on
schools, etc.)

5. Is Enterprise 2.0 Important?
 44% indicate Enterprise 2.0 technologies are
imperative or significant for their
organizations
 74% have little to no understanding of what
it is
 Technology, change
 Many are incorporating RSS, wikis and blogs
to improve collaboration and innovation
Source: 2008 AIIM Market IQ Report on Enterprise 2.0 (441)

6. Market Drivers Behind
Business Trends Technology Trends
E
Business n
Intelligence
t
e
r
Knowledge
p
Management Business
r Business
Web 2.0
Intelligence
i Intelligence
s
Innovation
e
Management
2
.
User Source: AIIM Market Intelligence
0
Expectations
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© AIIM | All rights reserved

7. Special Recognition

8. Web 2.0 and Enterprise 2.0
 User Expectations Driven From the
Commercial Web
 Interfaces
 Social computing
 Callable software
 Technically it’s a pure leverage play
 …but Culturally a very different proposition
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© AIIM | All rights reserved

9. Worker Models for Enterprise 2.0
Isolated
Fully Engaged
Islands of Me One-way Me Team Me Proactive Me Two-way Me Islands of We Extended Me
2.0
1.5
1.0
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10. Enterprise 2.0 Readiness
 Culture
 Propensity for success or failure
Technology Culture
 Measuring change management
 (Business) Strategy
 Putting the E in Enterprise 2.0
 ROI fundamentals
Strategy
 Beyond a pilot
 Competitive edge
 Technology/Infrastructure
 Aligned with and support goals and objectives
 Bolsters culture
 Changes culture
10
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11. What is Information Governance?
 Accountability for organization’s information
systems and assets
 Good governance:
 Enables the organization to respond to change and
new opportunities
 Helps foster information exchange with
customers, partners and providers
 Enables productivity improvements
 Sustains good information management practices
 Ensures compliance with regulations/legislation
11
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12. Governance Framework
 A Sound Governance Framework includes:
Policies
Standards
Processes
Tools &
People Audit
Technology
12
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13. Core Concepts for Governance
 Policy
 Processes and standards for management
of information
 Management
 Roles and responsibilities to enact and
enforce governance
 Organization
 Groups and structures required to manage
information
13
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14. Governance 2.0
 A defining difference between Web 2.0 and
Enterprise 2.0
 What's the point of your implementation of
Enterprise 2.0?
 Who's driving it?
 What's the fit into other systems?
 Do specific tools/systems need their own
specialized Governance?
14
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15. Basic Governance Structure
 Enterprise-wide Governance
 Localized Governance
 Position as an Enabler not a Restriction
 Start from Business Applications, NOT Tools
15
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16. Change Management
 New Tools
 New Rules and Processes
 New Concepts of Sharing
 Transition is Difficult
16
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17. User/Change Management
Respect Vision
Trust Motivation

18. Why is User/Change
Management Important?
 Potential User Impacts
 Job definition/role/job security
 Corporate culture change
 Exposure
 Time management
 Enterprise 2.0 Can Change All Roles
 Change can be threatening
 Define & position positively, upfront
 Trust & confidence at all levels is key
18
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19. Enabling vs Allowing Change
 Management needs to foster changing of
responsibilities
 For both top-down and grass roots
 Put your money (and time) where your mouth is
 Allow time for existing job function while
incorporating new responsibilities
 Otherwise, likely to quot;starvequot; the initiative
19
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20. Managing Dissenters
 Determine legitimacy of grievances
 Is more training necessary?
 Lack of confidence/awareness
 Technology/security
 Community
 Incentives
 Changing business model
 Managing users and incentives is perpetual
and cyclical (and critical)
20
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21. Conclusion
Enterprise 2.0 changes the way we work and the
tools we use to conduct business and communicate
Internally and externally.
Enterprise 2.0 is not just about technology, it
is about people, process and change.

22. Thank you
Bob Larrivee
Director and Industry Advisor
AIIM International
blarrivee@aiim.org
www.aiim.org
www.nformationzen.org