After a long while of silence was with me, it's finally continue with Part 3!
The silence should not imply that I was lazy, no .... But I was busy working hard in recent months to continue the study in the thesis. A bit over 60 case studies have emerged that have found their way into part of a wider evaluation of the current Enterprise 2.0 Study 2010 whose publication is imminent. Detailed information can already now here in the blog.
Well, but to the results from Part 3:
"Enterprise 2.0 is still a young organization approach also." Early adopters are still experimenting with the implementation in business practice, the full potential of possible strategic objectives of that. organizational approach is not exhausted, therefore, rather be pursued to date only a few strategic objectives. "
First, a quick look at Part 1 and Part 2 not hurt to understand the context in Part 3 is better.
If you go to the percentage of the objectives of all enterprises looks, one sees the still more internal and less partner-related issues to the fore. Collaborative innovation and strategic business flexibility here are examples of such internal aspects (for more details soon in hypothesis 2). Social media offers but in terms of Enterprise 2.0 and externally a hitherto untapped potential in terms hardly new forms of value-added partnerships. Here, above all the German companies still have a very large backlog.
The characteristics of the two beams social networking solutions and customer involvement can be especially in the "Leading Edge" see what areas the company increasingly turn to.
attempt is therefore in the company to introduce Enterprise 2.0, it requires not only isolated actions, a comprehensive implementation strategy has to her, involving mainly various aspects and dimensions of Enterprise 2.0. In line with the results of recent McKinsey study is also clear that this launch is being pushed still made largely from an internal perspective. As presented to
want to get decision-makers in the company but usually have a direct benefit in the form of cost savings or revenue increases, it is hard to argue on this basis a reasonable return on investment, especially as a direct benefit by increasing business flexibility and collaborative innovation is difficult to understand measurable.
is in this context, the question of whether it is better to be first to devote only a goal and pursue it, or whether the same goals as many tries at once to tackle. One finding is certainly that be added as a result of the benefit increase gradually other objectives that will be in the areas of the activation of new markets and business models as well as the improved market and customer proximity extend. This is today at the "Leading Edge" (such as IBM, HP, Vodafone) is already largely the case, while the German companies here also still lagging behind.
The sequence of addition taken goals corresponds approximately to the beam above course, with the first company dedicated to the field of social networking solutions and then in a further step, the customer integration. This describes exactly the procedure in such a systematic expansion or opening of Enterprise 2.0 from inside to outside.
especially start-ups "of the IBM study are the objectives of the far right to settle out, as they have to look for lack of own capital reserves, the bull by the horns, by committing to new forms of digital representation of products, and new digital sales branches.
In conclusion, companies who want to exist in the future to continue to be innovative, productive and efficient, not be an opening to get around their structures. By the existing knowledge of the entire direct business environment through research on social networks and their structures will be made available slowly, which increases efficiency in companies. This can be done through the integration of customers into the production development process, but also particularly in the private area in which a higher informative and communicative knowledge sharing is enabled (see hypothesis 2).
