policy implication of the e2.0 study d.osimo tech4i2
DESCRIPTION
Presentation given at the "Enterprise 2.0 in Europe" workshop where the results of the interim report of the “Enterprise 2.0 study were presented and discussed with experts. Policy implication of the e2.0 study D.Osimo Tech4i2, Brussels, 14th of September 2010TRANSCRIPT
Enterprise 2.0 study
Summary of Interim Results
14 September 2010David Osimo Tech4i2
Enterprise 2.0 study
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Enterprise 2.0 study
Objectives of the study• Definition• Supply side and market• Demand side • Macro-economic impact• Infrastructure requirements• Legal aspects• Challenges• Policy recommendations
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Enterprise 2.0 study
Objectives of the Int. Report• Definition• Supply side and market• Demand side • Macro-economic impact• Infrastructure requirements• Legal aspects• Challenges• Policy recommendations
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Enterprise 2.0 study
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We are
here
We are
here
Enterprise 2.0 study
Key questions
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Enterprise 2.0 study
Quot homines, tot sententiae
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Enterprise 2.0 study
Working definition• PEOPLE Tools for identifying people with expertise,
knowledge or interest in a particular area and linking to them
• CONTENT Tools for finding, labeling and sharing useful content/information (authoring)
• COLLABORATION Wiki/collaboration/authoring and project work
• A full suite of offerings including the above with cross-links and a shared knowledge-base.
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Enterprise 2.0 study
Examples
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Enterprise 2.0 study
Values, not only tools
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Enterprise 2.0 study What is new
Traditional Enterprise apps Enterprise 2.0 Mission Enable pre-defined
groups/teams working closely together and/or relatively formal collaborative relationships.
Enable individuals to act in loose, ad-hoc collaborations with a potentially very large number of others.
Relationship to organisational hierarchy
Tools reflect the organizational hierarch and roles within them.
Little link to organizational hierarchy
Control of structure
Centrally imposed and generally rigid controls
Emergent (=emerges and evolves)
Content originated by
Specialists with authorisation All users - also emergent
Control over users
Users/participants are fixed and their roles pre-defined.
Roles by choice and can evolve over time (emergent)
Control mechanisms
Formal, rules Norms, examples
Change of content timescales
Slow Rapid
Delivery model Typically on premise commercially licensed software
Range of delivery models including on premise, cloud, commercial, open source, stand-alone, suites or add-ins to E1.0 systems
Range of participants
Colleagues with similar or complementary job roles
Anyone in the organization and potentially outside (e.g. customers)
Links between participants
Peer or hierarchical Links can be strong to non-existent (or 'potential') within the group
Typical tools Knowledge management, knowledge repositories, decision automation
Blogs, wikis, social networking, prediction markets
Communication patterns
One-to-one Many-to-many 10
Enterprise 2.0 study What is new
Traditional Enterprise apps Enterprise 2.0 Mission Enable pre-defined
groups/teams working closely together and/or relatively formal collaborative relationships.
Enable individuals to act in loose, ad-hoc collaborations with a potentially very large number of others.
Relationship to organisational hierarchy
Tools reflect the organizational hierarch and roles within them.
Little link to organizational hierarchy
Control of structure
Centrally imposed and generally rigid controls
Emergent (=emerges and evolves)
Content originated by
Specialists with authorisation All users - also emergent
Control over users
Users/participants are fixed and their roles pre-defined.
Roles by choice and can evolve over time (emergent)
Control mechanisms
Formal, rules Norms, examples
Change of content timescales
Slow Rapid
Delivery model Typically on premise commercially licensed software
Range of delivery models including on premise, cloud, commercial, open source, stand-alone, suites or add-ins to E1.0 systems
Range of participants
Colleagues with similar or complementary job roles
Anyone in the organization and potentially outside (e.g. customers)
Links between participants
Peer or hierarchical Links can be strong to non-existent (or 'potential') within the group
Typical tools Knowledge management, knowledge repositories, decision automation
Blogs, wikis, social networking, prediction markets
Communication patterns
One-to-one Many-to-many 11
E-mail?
Enterprise 2.0 study
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Enterprise 2.0 study Policy issues
Demand side• SME and innovation• Market fragmentation• Take-up and productivity of
service sector• Translating research into impact• Skills implications• Managing HR in times of change• Working conditions, incentives
and privacy• Legal challenges (storage and
continuity)
Supply side• Favorable context for start-ups• Fostering a dynamic EU software
industry, experimenting with business models
• IT specialist skills
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Enterprise 2.0 study
Policy assessment
Go/NoGo: Policy-actionable items?
• DG INFSO– Other DGs / EU authorities• Other institutional level
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Enterprise 2.0 study
Meta-policy issues• A new way of doing innovation policy: open,
meritocratic, demand-driven, with the widest involvement of actors, accepting fast failure and informal learning.
• A useful approach for EU policy-making: towards Open Method of Coordination 2.0?
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