1.) What is your name?

Craig Hepburn

2.) Who are you and what are you doing?

I am currently Director of Social Media Strategy at Open Text focusing mainly on how some of the worlds largest companies are adopting social media strategies for their business both internally for collaboration but also externally facing for their partners and customers. My role is to develop the business use cases and help these companies implement social media solutions.

3.) How did you get to the E2.0 topic?

I have over 10 years experience in web development and online business where I have helped some of the worlds largest companies such as STA Travel, BAA and Rentokil Initial develop their web business strategies but it was only a few years a go I realised the potential of Web 2.0 while head of Web Strategy at STA Travel. I soon realised that web content when integrated with social networks provided a very powerful communication network, we were lucky enough to develop some of the very first cutting edge 2.0 applications at STA Travel with Facebook, Google, MySpace and Travel Blogs which led me to be featured on the cover of Revolution Marketing magazine in the January 2008 Edition and was voted one of the UK’s rising stars in the digital marketing sector. It was at this point I was approached by Open Text to help develop their 2.0 strategies with customers and it soon became apparent that social business design and Enterprise 2.0 was far more exciting than I had ever realised. We are currently going through a major shift in how people and business come together, we are seeing the start of the human API where companies need to integrate with their employees and customers via social constructs and connected networks.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

To me Enterprise 2.0 is much simpler than people realise - How can any company bring together Content, People and Process in a more social application to output a more efficient, innovative or engaging experience that benefits that core companies business.

5.) What are the main potentials of the Enterprise 2.0 idea?

When planned and implemented correctly the benefits of Enterprise 2.0 are massive in my opinion, we will soon see the rise of social customer service solutions where a global company can tap into their connected networks to support themselves, product development can engage with their partners, customers and employees to get realtime feedback on products or services that can be improved and developed at a lower cost more efficiently or simply how a marketing departments can engage with their customers directly through social networks and online widgets.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

Our biggest challenge is education, understanding and readiness, some companies are still trying to figure out 1.0 but as some of the more innovative companies start to showcase and realise the real ROI of business we will see E2.0 mature and evolve as its an organic principle that will constantly be developed by the thought leaders and community.

7.) Please give us three tags that describe your person and work best?

Innovative, Inquisitive, Passionate

8.) Please give us three links to articles/contributions that describe your views best?

1. Social Media brings new hope to the Commercial Enterprise
2. Technology in 2010
3. Social Business Design: The Enterprise is Dead. Long Live the Enterprise!

9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

• Daniel Kraft
• Antony Mayfield
• Mark Finch

1.) What is your name?

Anthony Poncier, I’m based in Paris, France.

2.) Who are you and what are you doing?

I’m a management and organization consultant, specialized in Management 2.0 (impact of social media on management, processes…). I’am also a blogger, on those topics (http://poncier.org/blog).

3.) How did you get to the E2.0 topic?

I have been browsing the internet since 1992-93 and I’m still thrilling about the evolution of the net. I have collaborated for several years with NGO’s about community, social network, participative processes, identity management on the internet… I am now focusing my activities on the web 2.0 tools and services and their impact inside organizations. Both during my Phd and when I was teaching at the french university, I have appreciated and developed the use of Knowledge Management.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

Collaboration, empowerment of employees and partners/customers are the core concept of E2.0. At this time these aspects are still a cultural shift to be achieved. Social media have triggered those concepts to exist.

Enterprise 2.0 is also, a way to capture informal knowledge, conversations and identify experts and expertises, to enable co-innovation and co-creation.

Therefore it’s a new way to manage people and information inside/outside the enterprise. What matter is not the marketing concept of “enterprise 2.0″, but the reality of the way people think and interact.

5.) What are the main potentials of the Enterprise 2.0 idea?

Involvement of all the stakeholders through trust and autonomy.

Creation of a more participative management.

Developpement of people leadership through empowerment.

In addition, I hope that people will be happier inside the enterprise. If it’s only a way to get more profits, it’s a non sense, it has to be a win-win strategy.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

Governance, fear of loss control (top-down), fear of change. Installment of social media tools inside the enterprise without adapting the management attitudes (tools do not mean collaboration).

Convince the middle management that E.20 is not their enemy. More leadership and coordination instead of micromanagement and Gatekeeper attitudes.

7.) Please give us three tags that describe your person and work best?

Management 2.0, sharing, openness

8.) Please give us three links to articles/contributions that describe your views best?

1. Management 2.0 : Manage Collaboration inside Enteprise
2. Management 2.0 : quel rôle pour le management de proximité dans les organisations collaborative
3. Management 2.0 : leadership et collaboratif

9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

• Dion Hinchcliffe
• Jon Husband
• Rachel Happe

1.) What is your name?

My name is Jon Husband, and I live in Vancouver, British Columbia, Canada.

2.) Who are you and what are you doing?

I am a middle-aged man who considers himself an observer of human systems and human behaviour, a systems thinker, a listener and facilitator, and a techno-anthropologist.

In less fancy language, I am a strategy, organizational design and change researcher and consultant.

I am also a member of the ITA Alliance, a brain-trust of 5 organizational-and-social learning thought leaders and practitioners, with me as the sixth ‘hanger-on’.

3.) How did you get to the E2.0 topic?

Getting to the E2.0 topic has been a (very) long road for me. I got interested in the “sociology of work” in the early 70’s at the beginning of university. Ten years later I found myself at the start of my career consulting to and facilitating in organizations.

From the mid-80’s to the mid-90’s I was a Senior Principal with the global HR and organizational effectiveness consulting firm Hay Management Consultants. Thus, I was equipped with the theoretical and practical background of organizational design and all of the core elements of how an organization’s strategy, its capabilities and the motivations and competencies of its people converge into more (or less) effectiveness.

From the mid-90’s on, I have been an independent thinker, writer, consultant and change agent. I have worked with OD (organizational development) principles and processes, immersed myself in the Internet and social media, and I began thinking about the large and long-term impacts of the interconnected digital infrastructure we call the Web on our established ways of doing thins, our core assumptions about how humans live and work, and what this means for established institutions and the institutions yet to be created.

I created the word and the concept of “wirearchy” in 1999, as I began to realize that massive change would eventually be visited upon information-and-knowledge intensive enterprises of all stripes. Over the next 5 or 6 years, I began speaking about the concept, and also created a blogging / KM-related start-up. Then, in 2006, along came the term Enterprise 2.0 and it seems clear that it fit alongside what I was already doing. I have been writing and speaking in that area since.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

Let me first say that generally, I think the term Enterprise 2.0 is relatively vague and may be as much of a hindrance as a help in assisting organizational leaders and decision-makers see and deeply understand that large and important changes to the nature of knowledge work are underway, and are accessible to the objectives of improving productivity, capability and effectiveness. That said, Andrew McAfee’s recent new book has helped frame the issue in more accessible and practical ways.

Effective collaboration in the face of constant competition, turbulence, and change has been an issue for the last twenty years. We have seen successive waves of calling for … continuous learning, learning organizations, flexibility, resiliency, knowledge management, improved speed-to-market, employee engagement, the critical need for innovation, and so on.

It’s clear that hyperlinks and the Web, improvements in user interfaces, database capabilities, search, etc. have brought the possibility of large increases in the effective use of information and knowledge by knowledge workers. It’s also clear that many organizations have completely “wired” their processes with information systems. And further, it’s also clear that the Web (cloud computing) and ecosystems of increasingly-interconnected information systems bill bring further changes and new models to the game.

But, most organizations still use work and organizational designs coming out of the period dating from the 1930’s through the 1960’s (see Hamel, Malone, Drucker, Stan Davis, etc.)

For me, the notion of Enterprise 2.0 denotes a growing understanding that the enterprise will be surrounded and embedded in ecosystems of electronic / digital functionality and capability which also includes humans as core participants in interactive co-creative processes.

That, to me, means massive (eventual) change to organizational structures and rhythms, not to mention leadership and management philosophies and practices .. and I think the notion of “2.0″ denotes the next version, no ?

In short, organizational transformation towards the (often distant) responsiveness and effectiveness suggested by the promises held out by an engagement-driven information-and-knowledge based society.

5.) What are the main potentials of the Enterprise 2.0 idea?

Greater and more pertinent and practical involvement and engagement of customers and employees in what an enterprise produces / provides, how it creates the offerings, how it rides the waves of (continuous) change and how it becomes and remains a vibrant living system in a larger eco-system.

It also, I think, holds the idealistic potential of making many aspects of ‘work” more interesting and more engaging for many individuals, which I believe is a critical issue in an increasingly knowledge-based society where talent will always be at a premium.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

There are several important ones, I think.

1. The core assumptions about how organizations are structured … in other words, the core design principle(s) of hierarchy, division of labour, measurement of (increasingly) intangibles that make up significant proportions of economic value.
2. The deep (current) embedded-ness of increasingly questionable core assumptions about power, status and decision-making.
3. Effective and sustained “culture change”
4. The knotty problem of what and how established management concepts and practices (may) need to change, i.e. work design, compensation, performance management
5. The impact of customers and markets in perpetual motion combined with hyperlinks, open API’s, the Web, etc, on business processes
6. Transition to a new paradigm for the IT function .. less gatekeeper, more facilitator, business partner with line management and HR, cloud computing, managing the line between ‘open’ and ’secure’.

7.) Please give us three tags that describe your person and work best?

Open, collaboration, respectthepastbutseizethefuture

8.) Please give us three links to articles/contributions that describe your views best?

I write on a regular basis for one of the E2.0 arena’s well-known blogs, FASTForward .. www.fastforwardblog.com. The 3 articles below are drawn from that blog.

Will Enterprise 2.0 Drive Management Innovation ?

Employee Engagement as a Core Goal for Enterprise 2.0 Adoption ?

Exploring an HR Framework for Enterprise 2.0

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9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

• Euan Semple
• Stuart Henshall
• Harold Jarche

1.) What is your name?

Oscar Berg

2.) Who are you and what are you doing?

I live in the city of Lund, Sweden, and work at Acando, a Swedish management consultancy with operations in Scandinavia and Northern Europe. I work as consultant with strategy, business development, architecture, conceptual design, and change management, primarily with global businesses.

3.) How did you get to the E2.0 topic?

I think it was quite a natural move for me, something that happened almost without me noticing it. I have worked as business analyst, usability architect and business developer with improving content management processes, collaboration, knowledge management and communication with the help from IT and web technology in particular since the mid 90ies. My passion for creating solutions to make people communicate, share and collaborate across barriers such as time, location and culture has led me to Enterprise 2.0. As I started blogging about things that interest me such as Web 2.0, Enterprise 2.0, KM, ECM, Collaboration and Enterprise Architecture in early 2007 on my blog www.thecontenteconomy.com, I got in contact with a lot of other people within the emerging Enterprise 2.0 community which has been very stimulating. It has made me invest a lot of time and effort in this field, because I feel I am getting a lot back from other people in the Enterprise 2.0 community. I also see an intersection of all my interests in Enterprise 2.0.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

The Internet and the web in particular has enabled a shift in how people communicate with each other, enabling rich and frequent two-way communication with a reach, immediacy, usability, and accessibility (due to low production cost) that can’t really be compared to any advance in communication technology in human history (yes, that might provoke some, but that is my personal opinion). We are no longer limited to the previously bad scalability of communication, cooperation and collaboration technologies, something which not only makes us question large and hierarchic organizations but also makes it theoretically possible for a single individual to manage and operate a business on a global scale – with the help from a network of contributors, including customers.

To me, Enterprise 2.0 is fundamentally about trying to understand and using what we know about this shift today and to apply it in an enterprise context to help enterprises fulfill their purposes. It is not just about implementing social media or deploying social technologies in an enterprise. Rather, it requires a thorough understanding the values, principles, culture and human behaviors that make communication, sharing and collaboration happen in such an easy and natural way on the social web. We need to look at what kind of values can be created for enterprises and how they will need to transform themselves to enable this value creation.

5.) What are the main potentials of the Enterprise 2.0 idea?

Given my understanding of the core concept of the Enterprise 2.0 idea, there is a diversity of potentials. Here are some of the potentials that I am currently focusing on to help customers utilize:

Improving findability, discovery, maintenance and reuse of information, thereby reducing human latency and avoiding time spent on searching and managing information, reducing waste and rework, and avoiding reproduction of information that already exists.

Creating ambient awareness that allows people to know what goes in in their work environment and when it is their turn to contribute - despite that the people and resources are physically disconnected by time, location, culture.

Facilitating the capture and sharing of tacit knowledge, as well as allowing ideas to flow and finding their way to people who can make them happen, thereby fueling innovation.

Enabling more efficient and effective communication, sharing and collaboration within teams and within an enterprise as a collective, as well as allowing new co-operations and collaborations to emerge by allowing people who otherwise would not find each other to find each other, connect, and build trust in each other.

Enabling the people within an enterprise to aggregate, maintain and share a collective body of knowledge and intelligence with the enterprise as a collective.

6.) What are the main challenges, threats and issues of the Enterprise 2.0 idea?

The technocratic focus on Enterprise 2.0 that believes that the tools and technologies themselves will help to solve the kind of problems we are addressing that I am seeing all over is worrying me. Installing a social software platform won’t make a difference unless the enterprise as collective is not ready for a transformation of its culture, practices, attitudes and behaviors. It won’t be possible to create real value from Enterprise 2.0 technologies without such a transformation taking place.

Lack of leadership commitment and alignment with business vision and strategy is a key challenge when trying to create value with Enterprise 2.0. Grass-root adoption is not enough – although value can emerge as parts of an enterprise transforms itself, the enterprise as collective won’t transform unless the leadership supports this transformation. So any grass-root approach to Enterprise 2.0 must always be complemented and supported by a top-down approach which is supported by top management.

Finally, fear of making mistakes that prevents a more agile and pragmatic way to explore, understand and validate potential business benefits is a major obstacle to creating value with Enterprise 2.0. Failing is inevitable, and daring to fail is crucial to succeed.

7.) Please give us three tags that describe your person and work best?

simplicity, collaboration, web

8.) Please give us three links to articles/contributions that describe your views best?

• Enterprise 2.0 and Collective Collaboration – Part II
• Winning with employee engagement
• The Age of Transparency – Rebuilding trust

9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

I have so many people I admire and respect in the Enterprise 2.0 space, but since I must pick three names:

1. Gil Yehuda
2. Paula Thornton
3. Sameer Patel

1.) What is your name?

Cecil Dijoux

2.) Who are you and what are you doing?

I have been working in the IT industry for about 20 years in different european countries for different types of companies (SMB, Global Companies, Start-up, Public organizations) in different industries (travel, Apparel, Mobile services).

3.) How did you get to the E2.0 topic?

Regardless of all the differences, I have always been confronted with the same problem : knowledge management in highly complex environment. And it has never been as criticicaI s in my current position. I am currently working as Support Team Lead in a software company making PLM solutions for the apparel industry. PLM are enterprise-wide complex solutions, both from the functional, technical and integration perspectives. The latter being critical : different people from the company with different types of knowledge, globally distributed. I have started to blog 3 years ago on different topics (culture, web, society, social networks) and working on this Enterprise 2.0 presentation back in October 09, I’ve just found out that all the different topics I was addressing until then (bar the music maybe) was all somewhat relevant and interlinked in the E2.0 context. This has been a revelation : all of a sudden, I’ve found my blogging voice. I love this idea of participating to this great global conversation.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

Empowerment of knowledge workers. I have read quite a few books on management and I am a big fan of Peter Drucker. I believe Enterprise 20 is a great opportunity to fulfill moder management promises : participatory management, trust, emergence.

5.) What are the main potentials of the Enterprise 2.0 idea?

I am a strong believer that Enterprise 2.0 is key to have more engaged people. And this is a win win : more engagement leads to happier people, a more innovative context, more productive company, more transparence, less politics etc … Elyahu Goldratt said that all companies have three goals, or rather they have one goal which is to make three types of people happy : shareholders, customers, employees. Enterprise 2.0 is spot on to achieve these 3 goals.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

I believe that the main challenge is a cultural one for adoption. And it lies at middle management level. Bringing internet tools into the enterprise brings the internet culture : disintermediation, reputation, emergence etc … And middle managers usually are not very comfortable with these principles. Michel Crozier, the famous french organizations sociologist wrote about this middle management resistance to change.

7.) Please give us three tags that describe your person and work best?

Culture, Social, Digital

8.) Please give us three links to articles/contributions that describe your views best?

1. Enterprise 2.0 : leveraging collaboration platforms to foster knowledge, innovation and productivity
2. Enterprise 2.0 explained to our managers in 10 principles
3. Réseaux sociaux dans l’entreprise.fr : les 5 obstacles culturels (French only)

9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

1. Vincent VanWylick
2. Frederic Brunel
3. Oscar Berg

This is a short notice that there’s now a video of an interview I did several weeks ago with T-System MMS’ Frank Schoenefeld on the topic of Enterprise 2.0, adoption challenges and outlook for Enterprise 2.0. Then his book was still in the making, but he’s finished now and I will try to get my hands on it ASAP.

Björn published the video on the German-based ECM WORLD weblog - I embedded it here directly (but be aware it’s in German!)

Sevenload Direkt

Frank Schoenefeld is a deep thinker on Enterprise 2.0 and his contained views and perspective is doing the field a good service. Moreover he’s got first-hand experience as T-System’s MMS experimented a lot with internal social software, and has evolved quite a bit since then. See for example Franz Patzig’s account of the changes he’s seen while coaching them with their internal BarCamp-alike, Open Space unconference initiatives. So, even when he’s a CTO by title, there’s much to learn from him on questions of implementation and utilization of internal collaboration platforms, and we’re glad to have him amongst the speakers at the upcoming E20SUMMIT.

Update: There’s also a long interview with him at besser 2.0 too, but it’s in german language again.

1.) What is your name?

Mark Masterson

2.) Who are you and what are you doing?

I’m an enterprise architect with CSC, and a blogger. I’ve worked as a parasite of the financial services industry in Frankfurt and London for the last 20 years. I’ve spent the last two years researching, and working with clients of all sizes on cloud computing, SaaS and Enterprise 2.0. Other research interests and development experience are focused on BPM and distributed systems in enterprisey organisations, as well as systems management and performance engineering. In a previous life, I was a UNIX sys admin, and have the scars to prove it. I also jumped out of helicopters, and drove trucks full of missiles around in the dark whilst going entirely too fast in the first Gulf War. I am a founding member of the 2.0 Adoption Council.

3.) How did you get to the E2.0 topic?

I started working for CSC, and discovered that they needed it. Seriously. In 2006, almost immediately after joining CSC, I blogged about the terrible state of things there, from my perspective. Mere days after that, in the process of researching what might be done about that, I stumbled across the term “Enterprise 2.0″ for the first time, and wrote a slightly snarky post titled “OMG, it’s Enterprise 2.0!“. In that post, I concluded by saying

“In any case; to the Woodrow’s, Phil Wainewright’s and Susan Scrupski’s of the world, here’s my message to you: I’m CSC, I get it, and I’m working on it. Watch this space.”

Now, in late 2009, I am helping to lead an initiative at CSC to roll out Jive’s SBS platform to all 92k employees, and I am convinced that it is already transforming the company.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

It’s about enabling collaboration, which itself is dependent on the visibility of the social graph and structural holes within it and the information that has value to the organisation, as well as sophisticated and low-barrier means of communicating about these things. There is a host of enabling technologies, but in my view it’s about what they get used to do. It may also be about the emergence of a new form of organising people and systems to do work, but the jury will be out on that one for quite awhile yet.

5.) What are the main potentials of the Enterprise 2.0 idea?

It enables more efficient, functionally rich business interactions, at a lower cost. It may also help free the battery humans.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

Fear of change, as with any significant, transformational event. I am also deeply concerned about people underestimating its impact — something I think that happens largely because they can’t see the forest for the trees. At CSC, we’ve seen things like the outsourcing team in Viet Nam coming into direct contact with fierce debate between a cadre of green Australians and a cadre of climate change sceptics in our Texas offices. These sorts of cultural collisions are new — not in their nature, of course, but in their scope and speed. We aren’t well prepared for that.

7.) Please give us three tags that describe your person and work best?

Troublemaker, thinker, sexy (the latter being a placeholder for the attribute “tends to crack completely inappropriate jokes”).

8.) Please give us three links to articles/contributions that describe your views best?

• Social processes: if you add social software to BPM, do you get Enterprise 2.0’s killer app?
• Structural holes, or “Why is Enterprise 2.0 a good idea?”
• Can social software “work” in Germany?

9.) Please give us three names of colleagues that you would refer to as siblings-in-spirit?

• James Governor
• Simon Wardley
• Lee Bryant

1.) What is your name?

Susan Scrupski

2.) Who are you and what are you doing?

have been tracking the evolving sector in Enterprise 2.0 since 2006. I am primarily interested in the adoption challenges of Enterprise 2.0 in large organizations. I am very interested in products and platforms in the space, and I’ve launched the world’s first private customer community for early adoption at www.20adoptioncouncil.com.

3.) How did you get to the E2.0 topic?

I was first drawn to tracking the SaaS market, but then veered toward the Enterprise 2.0 sector.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

It’s the introduction of social and collaborative principles to the large organization. It involves the use of certain technologies, but is centered more squarely on a profound change in accepted organizational behavior and a philosophical reinvention of work.

5.) What are the main potentials of the Enterprise 2.0 idea?

Increased employee loyalty, merit-based recognition, greater agility to leverage human potential, lower IT costs, faster results, improved decision-making.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

Corporate politics, fear of loss of control, corporate-wide strategic vision for Enterprise 2.0, silos, security, governance.

7.) Please give us three tags that describe your person and work best?

Community organizer, Agent provocateur, Friend.

8.) Please give us three links to articles/contributions that describe your views best?

• http://www.readwriteweb.com/enterprise/2009/04/state-of-enterprise-market.php
• http://itsinsider.com/2008/06/16/a-years-summary-of-personal-reflection-ii/
• http://itsinsider.com/2008/04/22/corporate-antisocial-behavior-the-enemy-is-us/

9.) Please give us three names of colleagues that you would refer to as sister-in-spirit?

• Oliver Marks
• Dion Hinchcliffe
• Andy McAfee

1.) What is your name?

James Dellow

2.) Who are you and what are you doing?

I’m a consultant working in the field of social computing. I work for Headshift, a specialist social media and enterprise social computing consulting company. Headshift was founded in the UK, but has been operating in Australasia since 2008.

3.) How did you get to the E2.0 topic?

Many people mistake me for a ‘techie’, but I have never worked in an IT department. During the early part of my career I found myself in the position where I was the person who was the go-between for business and IT. I became interested in Enterprise 2.0 through my experiences in knowledge management (formed at Ernst & Young), and then later as a consultant working with a range large organisations (particularly with CSC) - as a result I have an appreciation for both the organisational and technology challenges that Enterprise 2.0 aims to change.

I also completed a Master of Business & Technology at the University of New South Wales (Sydney, Australia) in 2005 - so my feet are firmly planted in the grey area between social and computing.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

I approach Enterprise 2.0 with a management perspective - heavily influenced by systems thinking - that takes into account the relationship between the social and technology aspects of applying Web 2.0 inside an organisation. This means results will vary between organisations because of the complexity of those relationships and the environment where they exist.

In practice this means I don’t believe simply installing a blog or a wiki makes you ‘Enterprise 2.0’. But equally, without the technology its doesn’t work (at least at the scale we need - Andrew McAfee captured this well in his SLATES model). In my own thinking I’ve tried to distinguish between Enterprise 2.0 and other applications of Web 2.0 inspired information management technologies under the theme of Intranet 2.0.

Also, despite my background in knowledge management, I don’t treat Enterprise 2.0 as the next iteration of knowledge management although its is very complementary.

5.) What are the main potentials of the Enterprise 2.0 idea?

I’ll answer this in a round about way. When we look at the evolution of our modern industrial society (embodied in the classic organisational structure), information and communication technologies (ICT) have been at work in the background supporting and shaping this evolution. Critically they have allowed organisations to scale, while also extending their organisational span of control so they can achieve their objectives in at least a semi-cohesive way.

However, with this growth and globalisation the actual environment for organisations has become more complex. As a result the command and control approach that ICT supported in the past is failing to keep up.

To operate effectively, we need systems that allow people to work in a way where social controls direct action and allow problem solving, not fixed hierarchical processes that are inflexible and often out of date. The experience of Web 2.0 on the Internet is already demonstrating that there is a better way for organisations to learn from.

This doesn’t mean the future won’t be transactional either - Amazon and eBay are all examples at one end of the Web 2.0 spectrum that mix efficient high volume transactions with social controls.

But as we move towards Enterprise 2.0 we need to remember that its not just about changing technology, at the same time society and the shape of organisations will also be changing. As a result, the workplace might also become a little more fun and interesting because of Enterprise 2.0.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

To quote Clay Shirky,

“Every story in [Here Comes Everybody] relies on a successful fusion of a plausible promise, an effective tool, and an acceptable bargain with the users”

This gets back to the point that there are set of complex interactions at work that determine how successful any organisation can be with adopting Enterprise 2.0 as a way of organising. However, many people choose to only focus one aspect. This is a recipe for failure.

On the organisational side, Enterprise 2.0 is a clear challenge to existing organisational power structures. Information is power only if information access and flow can be controlled - but Enterprise 2.0 changes that rule and some people will be threatened by it.

On the technology side many of the strengths of the Web 2.0 model are hidden from the average Internet user - however, when we move Web 2.0 into organisations much of that hidden Web 2.0 infrastructure (both technology and people) is missing. Unfortunately, traditional enterprise IT management often works at a tangent to the Web 2.0 approach, so there is some ‘pain’ associated with this change.

7.) Please give us three tags that describe your person and work best?

business-and-technology, systems thinking, collaborative

8.) Please give us three links to articles/contributions that describe your views best?

You’ll also find more articles here, but three selected are

• Intranet 2.0
• Sharepoint and Enterprise 2.0
• Error! This Enterprise upgrade requires Change Management 2.0 is installed

9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

• Jon Mell
• Kim Sbarcea
• Cai Kjaer

1.) What is your name?

Henriette Weber

2.) Who are you and what are you doing?

I tell people that I am a social marketing rebel extraordinaire - which means that I use social marketing to transform businesses inside out. My tagline is that I make companies not look like asses online and make companies into thrustworthy, remarkable and authentic players in the world of both the social web - but also offline.

3.) How did you get to the E2.0 topic?

I got into E2.0 because I can see there’s a lot of things about 2.0 that companies haven’t grasped yet. It breaks my heart. Basically I think that the companies who are not succesful in enterprise 2.0 will probably not survive in the long run - there’s so much out there that companies need to embrace to follow the demand of their clients. Which they don’t do because they can’t measure it (and how stupid is that ?). I followed up by creating an ebook on “why every company should be a rockband” which evolves the rockbandism that is needed for companies to become different kinds of companies. I really firmly believe that rockbandism is putting Enterprise 2.0 on the map and mind for a lot of companies that haven’t been thinking about it before.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

My understanding is that Enterprise 2.0 is the answer to the transformation we need companies to do these days. We can’t keep building companies on structures that date back to the industrial revolution. Whatever Enterprise 2.0 may be for you - it makes you more human and likable - and how cool is that?

5.) What are the main potentials of the Enterprise 2.0 idea?

We as companies get to learn how to be close to our clients - not using scattergun techniques to talk to them, but where we have them in our backhand if we need them for something that gives value to them.

I think the potential is limitless - also because we can use Enterprise 2.0 to become better companies, in terms of user experiences and of making people become better.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

The challenges are the companies themselves. My sense is that the system is the failwhale here - seriously it are the structures we have been taught as kids and as companies. That failing is bad and control is good. The web is anarchistic. The challenge is that companies can’t or won’t embrace the chaos of the internet these days.

7.) Please give us three tags that describe your person and work best?

socialmarketing, returnoninvolvement, rockbandism

8.) Please give us three links to articles/contributions that describe your views best?

Uh hard - currently that would be, (but they change all the time):

• http://www.toothlesstigerpress.com/rockbands - my ebook on rockbandism
• http://henrietteweber.com/2009/04/15/thoughts-on-shared-branding/ thoughts on shared branding
• http://henrietteweber.com/category/boatworkingpan/ - my shared economy IRL startup: “coworking boat pan”

9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

• Brian Solis
• Paula Marrtila
• Annika Lidne