You have heard the vision of how Enterprise 2.0 is going to transform the way we work, the way we access and share information and the way we communicate and collaborate in the social enterprise. But how is this grand vision playing out in the real world? Led by Harvard Business School’s Andrew McAfee (who coined the term), representatives from forward-thinking enterprises across diverse industries will discuss the true state of Enterprise 2.0 – what’s working, what’s not and what’s next.
- Moderator – Andrew McAfee, Associate Professor, Harvard Business School
- Don Burke from the CIA
- Sean Dennehy from the CIA
- Pete Fields from Wachovia
- Ned Lerner from Sony Computer Entertainment
- Simon Revell of Pfizer
First question: why has E2.0 not taken over their organizations?
Simon: Some of population just gets it. Less than 10%. Enterprise 2.0 is foreign to the rest. People already have a lot of IT and this is in part just handing them more IT. Treat those who get it as embedded E2.0 consultants
Pete Fields from Wachovia: What is true in the consumer space does not mean that it translates inside the enterprise. You need to overcome the inertia. “In the flow; not above the flow”
Don Burke from the CIA: The tools reflect a fundamental change. Are we becoming more transparent in our lives and our jobs. Perhaps the incentives are not yet in place or understand for implementation. It will be a challenge moving from the early adopters to early majority, need to escape the adoption chasm. Middle management is hardest nut to crack.
Sean Dennehy from the CIA: Within workforce you have a range of people from those who grew up without computers (and are in power and dominate senior management) to the new workers who grew up always being connected.
Ned Lerner from Sony Computer Entertainment: It’s okay that everyone is not contributing. You should expect that you will have more readers then contributors. (Bad mouthing lawyers.) Working with lawyers was not a collaborative process. Game developers have to collaborate to do their jobs.
Don Burke from the CIA: middle management is about making the trains run on time. Change is disruptive and makes it harder (in the short term) to make the trains run. The incentives are made based on the trains coming in on time, not necessarily that they are running better.
Pete Fields from Wachovia: They spend lots of money bringing in consultants because people are not telling their bosses and management the truth about the job and the problem with the workplace. These tools open that dialog. (Anne S. has crush on him; Me too.)
Simon: Just F*cking do it.
Pete Fields from Wachovia: Look for big problems. Be Audacious. Find champions. Have upward mentors
Ned Lerner from Sony Computer Entertainment: Find the best minds as champions. It is about people.
Don Burke from the CIA: give up control and your employees will do right. Avoid locked down spaces. Openness is good.
Sean Dennehy from the CIA: Keep it open do not have locked down team sites. Keep it open. Start with me first. You do it and be the example.
Andy: Trust your students. (i.e. trust your employees)
Sean Dennehy from the CIA: Look at your email. How much of that could be better handled in a blog or wiki.
Don Burke from the CIA: Comment on things you read in a blog at a regular meeting
Pete Fields from Wachovia: Getting feedback empowers the enterprise community. You can feedback and information from a broader audience.
Andy: You do not turn over decision-making to the collective intelligence tools and social media. But they are a great way to collect information and let people know that they had their say in the decision-making process. (It is even great to let people know that there is a decision-making process happening.)