Enterprise 2.0 – Page 2

A Social Baptism for the Enterprise. Hallelujah and Amen.

About this time last month, I was undergoing a crisis of faith. Faith in what brought me to this space: the promise of what the next generation web could be and could do to change business as we know it, as well as society at large. My faith was shaken by a few ripples in the foundation. I posted this short blog post on our Council Jive site:

I got some great feedback from members, but remained somewhat in a state of insecurity. Things exacerbated when later in the month, a host of conversations had cropped up in the blogosphere on the failure some individuals were experiencing regarding adoption of social technologies inside large enterprises and critics taking delight in the “I toldya so” grand opportunity.

As the summer of 2011 was coming to an end, I found myself wondering whether I was the only one pursuing some greater purpose? Had I been completely delusional? Blindly naive?

My crisis of faith ended on the morning of August 31, 2011.

Mark Benioff, Salesforce.com CEO, whom I’ve been heralding as the voice of the new Enterprise generation since I saw him speak last year, killed it in his opening keynote for Dreamforce 2011 with the messaging I (and many others) have been consistently preaching for the past five years. And, considering Salesforce’s Dreamforce is now the largest technology conference in the world, the social baptism that every one of those 45,000 in attendance and many more who were tuning in around the world received was epic.

So, with grace and humility, I have been re-energized. You kinda either get this or you don’t. If you do get it, I hope you’re rejoicing. I know I am. If you don’t get it, don’t worry, it will benefit you too despite your willingness to embrace it.

If you are a believer, or just socially curious, I highly recommend you watch Benioff’s keynote.

Finally, Mr. Benioff, if you’re listening, all I can say is Thank You from the bottom of my bottomless heart.

News Flash: Social in the Enterprise is not for Amateurs

In the early days of experimentation with 2.0 in the Enterprise, anyone could really fire up a wiki or blog, port some RSS feeds, and call an impromptu meeting in the cafeteria to recruit a renegade team to collaborate and share. A lot of the enthusiasm and passion that surrounded these tools stemmed from these small pilot efforts. Today, workforce collaboration and social ideology is top of mind in the largest corporations. One interesting metric we decided to track at the Council was “who” is tasked in the Enterprise to get this job done.

Working with our Dachis Group | XPLANE colleagues, we created this infographic that details who’s leading social business efforts internally, and where they fit in the organization. As you can see from the data, social business is serious business and merits primarily six-figure, Director level oversight. This survey represents about 100 of our members from some of the largest corporations in the world who are currently engaged in a worldwide rollout of a 2.0 transformation initiative.

Another key point revealed in the data is that it’s not IT exclusively leading these efforts. Although we have a large concentration of IT members, several other areas are represented. In particular, Knowledge Management, Learning, and Innovation are well-suited to communicate and translate the benefits of working in a new social paradigm.

The infographic can be downloaded here. Enjoy!

Social Business on the Ground

When we set out to investigate case studies, we were looking for “slam dunk” examples where 2.0 initiatives were inextricably tied to business results. In effect, we wanted to begin to dispel the criticisms that e20 was just the next silly, narcissistic exploit to enter the enterprise on the heels of yet another consumer fad: web 2.0.

Well? We didn’t find those “slam dunk” examples. But, neither did we find any “failures.” What we did find was a massive movement shaking the bedrock of enterprise as we know it. The enterprise plates are still firmly in place, but our investigation revealed tremors– sudden energy being released among the employee population that is poised to crack the foundation of business as we’ve known it.

Time and time again we heard, “This is the most important initiative I’ve ever worked on in my professional life.” There’s something chilling, something inspiring about the people and companies who are leading the charge toward reinventing themselves to become socially savvy. As you read through these profiles and cases, you’ll come to appreciate while all of these companies are still early in the process, they all are confident they will succeed in their long term goals. Some are realizing early successes already. The prevailing operational mission at present, however, is to succeed at catalyzing the “ideological reformation” at the root level of the organization that needs to take place before real business value can be extracted, measured, and fine-tuned. It’s a bit of a Catch-22, and almost as maddening and dangerous as originally described in the novel that coined the phrase.

We will continue to track the progress of these early adopters. Regardless where you are in the spectrum, we all succeed when every case succeeds. We’d like to thank IBM and MIT’s Center for Digital Business for lending support and sponsorship to this series of cases and profiles. Special thanks to all @20adoption members who participated in the series.

Current profiles and cases are posted on The 2.0 Adoption Council web site. Feel free to download at will. We have a few more coming, as well.

Adoption is Dead. Long live Adoption!

Rumors surrounding the death of adoption have been greatly exaggerated.

The 2.0 Enterprisey crowd is gearing up to head to Boston for our annual pilgrimage. This will be my fourth conference as a participant and board member. Having watched and often interpreted the trends in this sector, I find it interesting to report that things have not changed much in general since our first get-together in 2007. While it’s true that we have many, many more organizations large and small experimenting with and committing to 2.0 strategies– internally and externally– and the business itself is morphing into something much more grand and all-encompassing, the truth of the matter is: we are still early adopters of this new way of working.

The notion of “adoption” in general occasionally gets called into criticism by bloggers who are looking at the phenomenon purely through the lens of new technology adoption. The adoption phenomenon is much more far-reaching and encompasses a wholesale reinvention of the way we will work in the future. Social data and social layers that will filter transactions in the enterprise are the Next Big Thing in enterprise. Period. But before we can get there, we need to on-ramp legions of employees to change their attitudes and behaviors to maximize the benefits of what the socially connected universe offers.

It’s easy for us who spend a lot of time on the social web to re-imagine where we are in real terms relative to widespread embrace of social strategy and tactical best practices. This is a mistake, and we need to scale back our expectations and see the immediate opportunity for what it is: an early adopter market. This reality has been difficult to swallow, perhaps especially for me. We’ve kicked off our case study series and early indicators are reinforcing the relative immaturity of the market. We’ll have more details on those in upcoming months. The good news is: we are all really early on a phenomenon that is changing the world as we know it. This social transformation will be larger and more comprehensive than any technology transformation (including the Internet and mobile) we’ve seen thus far. Those of us who are in this for the long haul know this instinctively and welcome the opportunity to shape the future.

That said, the Council members (who are squarely on the front lines of galvanizing change) have been working hard to put together some thinking on what’s working and what’s not on the Adoption Trail. In addition to our full-day workshop, we have an entire track devoted to adoption issues at the conference this year. I invite you to hear directly from these customers– at their sessions, at lunch, at the bar, in the halls… wherever they are. You’ll know them because they’ll be wearing our pins, as well as a star on their badges. We have over 30 Council members attending from a variety of industry sectors including: IT/High Tech, Telecommunications, Pharmaceuticals, Public Utilities, Government, Construction, Publishing, Retail, Non-Profit, Health Care, Financial Services, and Manufacturing.

On the last day of the conference, in the last session time slot, I’ve reserved time to discuss “what we missed” in our agenda planning. As board members, we try hard to include everything topical that’s fit to present, but invariably, we could fall short and miss or underplay something important. This session is an attempt to capture that lost content and discuss it with a panel of customers and industry thought leaders (including Dennis Howlett and Lee Bryant, as well as a team of sharp shooter Council members). So, while you’re attending sessions, please keep a mental note of anything you feel has been missing from the dialog all week and bring it to the session. We’re going to try and keep the session as interactive as possible.

Look forward to seeing you all in Boston.

2.0 Reality Rehab: SAPPHIRE

I posted recently on my Facebook page that I was actually looking forward to attending SAPPHIRE this year. One of my Council members questioned the wisdom of that desire. SAPPHIRE is SAP’s annual bash where SAP customers come out in droves to hear what the enterprise software company is planning for the next 12 months. As a member of the highly influential Enterprise blogger troupe, the Enterprise Irregulars, I get the privilege of attending the conference as a blogger/industry influencer and receive great access to SAP execs to question them directly about SAP’s short and long-term plans.

Of course, SAPPHIRE is a world-class vendor event, filling up restaurants, taxi cabs, and hotels all around Orlando’s massive convention center (as well as much of the convention center’s real estate). Anyone with a vested interest in SAP makes the pilgrimage every year.

For me, SAPPHIRE presents a unique opportunity to re-calibrate and diffuse the hype chamber that self-perpetuates around the 2.0 phenomenon. SAPPHIRE is the 2.0 Rehab that I voluntarily commit myself to every year for one week. Only at SAPPHIRE do I get an opportunity to see the world the way my Council members do– that the 2.0/social business hoopla is enjoyed and shared by a small minority of corporate professionals. Through the eyes of SAP customers and the SAP eco-system, I gain unique insight into the tremendous task ahead which involves a host of issues, not the least of which is tying 2.0 transformation to the enterprise business processes that run the world’s most successful businesses. Every year, I see small improvements, but this rational level-setting is essential to keep perspective about where Enterprise 2.0 fits in the broader Enterprise landscape.

The good news is there are SAP executives that welcome this crusade and are making strides to bring the benefits of social collaboration to business decision-making and business process. I expect to hear a lot more “transparency” and “collaboration” themes in executive keynotes this year.

This year’s SAPPHIRE is particularly crucial for SAP, as outlined by my friend and EI compadre, Josh Greenbaum. But for me, I will quietly go about my business, taking inventory of the progress year-over-year in embracing 2.0. And even though I may leave Orlando, defeated and despondent (once again), I will be looking forward to next month’s Enterprise 2.0 conference which will re-energize my passion and commitment to this growing industry sector. Until then, I’m here to take my medicine and attend group therapy. I hope to emerge smarter, more sober, and more determined than ever.

The 2.0 Adoption Council is now part of The Dachis Group

What? Wow! How come?

History

Let’s begin at the beginning. The beginning of the social business (r)evolution didn’t begin in with web 2.0, it began with web 1.0 in the mid-90s. From research I published in 2000, we wrote this about the company Jeff founded in 1995, Razorfish:

Razorfish’s vision states, “Everything that can be digital, WILL be” The company claims that organizations that identify and embrace digital technology will succeed because they can react more quickly to market needs, are more efficient and customers actually enjoy doing business with them. In addition, Razorfish claims its digital communications solutions can make implementating this technology a reality for its clients. Razorfish believes companies must reevaluate their traditional business models in order to remain competitive in the digital economy. The company helps clients incorporate digital technologies… to better communicate and transact with their customers, suppliers, employees and other business partners.

A whole pack of Razorfish wannabes were singing the same tune in that sector at the time. I found them fascinating. But, in truth, it was really Jeff who wrote the original lyrics to that song. He set the tone for revitalization and disruption. When I came back into the business in 2006, it was that same energy with a new set of tools that attracted me to this sector. We’ve been calling it Enterprise 2.0, but over the past few weeks, I’ve come to agree that the Social Business Design strategy the Dachis Group is promoting is synonymous with the vision I see for what’s coming, for what’s possible. In essence, it’s the same vision Jeff had in the 90s– an extension of what has already been in motion.

Today

In the Council, our members are truly on the front lines of massive transformation at their large enterprises. But they know it’s only the beginning of something profound. One of our members said recently, “I’ve never, in my 25-yr career, worked on something so valued and so feared by executives in the same company. This must be big.”

For the past few hundred years, we’ve been working the old way. I look at this stage of market maturity as analogous to the age of enlightenment. It’s an interesting blend of art, science, and intellectual thinking that is dominating the conversation on how we will work in the future. One of our members referred to it as the “social spring” after the dark, aftermath of the Internet dotcom winter. Once this digital-social idealism propagates around the globe and is embraced by leading institutions, that’s when the real work will begin, and all customers are going to need help getting to the next level of productivity and business performance. When it does, we will be there. Ready for what’s next.

What’s next for us?

I founded the Council last summer. Here was my introductory post to the members on why I did:

In concert with the Dachis Group, which now includes Lee Bryant and the whole Headshift team, Dion Hinchcliffe, Peter Kim, Jevon MacDonald, Bryan Menell, and Kate Niederhoffer, as well as scores of talented others, we can bring incomparable resources to our members– in programs and actionable discussion that will help them achieve their goals. I’m truly thrilled to be joining the Dachis team and am looking forward to seeing all our hard work come to fruition.