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Elevator pitch for Enterprise 2.0 Study 2010

Enterprise 2.0 Study 2010 - centrestage GmbH

It is done, our Enterprise 2.0 study was published last Wednesday. Thanks to all who have given us in recent days to pre-releases or important information or support us in the preparation of the study with case study material. Anyone who has ever seen such a study knows the feeling: much of what we actually did a gut feeling already turns a now logical and rational numbers in dar. And we discovered that we actually still have a lot more things to investigate. It has more new questions than answers on the old ones.

And then there's this species of people who have a question, what are the main points now that you have learned. In 30 seconds please, as it were, "Elevator Pitch". Here's an experiment:

• The Enterprise 2.0 movement is at a crucial point. Could you so far are primarily technology enthusiasts and visionaries-minded party, so there are now more decision makers who implement a solution only if there is actual benefit is apparent. One would not be the first to burn their fingers, so one is interested in success stories and experiences from other companies and organizations.

• A typical entry in Enterprise 2.0, knowledge management, followed by the 2.0 versions of Intranet and Internet. Exciting is that it seems new waves are of applications based on Enterprise 2.0 tools. traded high-current, the areas of innovation and idea management, and time-to-market. And wake up the HR areas seem to want to be attractive for the generation of digital natives and deals with the question of how to use Enterprise 2.0 to the "Employer Branding". What is missing from my point of view? In the whole area of vocational training I am still looking forward to good examples.

• technology - yes, that's a subject! Enterprise 2.0 is not an adventure playground anymore, but the core of the circulation of information within the company. And if the technology fails ... why come increasingly commercial Providers into play, where there should be some interesting projects for IT service providers based on open source technologies.

• The active involvement of executives and top management is crucial for success in the introduction of Enterprise 2.0. These skills are needed but that must be developed in many cases only. Training on the topic of Enterprise 2.0 is important (both for managers and for employees), but just as a corresponding change management.

So, we arrived at our floor. Whether the whole is worth? Yes, absolutely. There can be no question over whether the companies should implement Enterprise 2.0. Only one is in the early majority and can thus achieve competitive advantage.

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first Hypothesis on the strategic objectives of the company in respect of the implementation strategy - Part 3

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).

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first Hypothesis on the strategic objectives of the company in respect of the implementation strategy - Part 2

"Enterprise 2.0 is still a young organization approach. The "Early Adopter" still experimenting with the implementation in business practice. The full potential of possible strategic objectives of the organizational approach is not exhausted, therefore, rather be pursued to date only a few strategic objectives. "

were after presented in the previous post, the individual strategic objectives follows at this point a comparison of these objectives simultaneously between German companies and companies in the Leading Edge.

As you can see are the Leading Edge Company in the diagram to the right to settle as the German company. The equal distribution of the number of persecuted goals away is greater at the Leading Edge. The German company, however are currently limited mainly to two goals. Thus they can also most likely to still count in the experimental period at the group of early adopters . This again shows that the adoption of Enterprise 2.0 is not yet spread very far.
leading edge companies are here to further the purposes of successful companies, one step and try three or four strategic objectives to integrate in their strategy. This is the critical attitude towards Enterprise 2.0 gradually filed and the issue reached a higher and higher acceptance status in the company.
Occasionally, particularly in progressive companies such as IBM and Adidas together even up to five objectives pursued, as demonstrated by a much wider deployment of Enterprise 2.0 strategy.

This projection can be seen in the next figure. Here, the percentage number of new targets between the Leading Edge and the Large Enterprises will be compared. It shows an almost identical right-shifted distribution curve, with three goals at the Leading Edge and two goals in the "Large Enterprises".

to work

Other findings from comparisons between this study and are IBM that innovative large companies show a greater willingness to multiple new rules and thus almost identical with the Leading Edge group. Start-ups are limited, however well as the German company with two main objectives.

With regard to the strategic direction for the introduction of Enterprise 2.0 that large companies are more focused on the area of customer integration and social networks. Start-ups, however devoted to the areas more demand end of the Long (Long Tail) and the identification of vacant market segments.
German-speaking businesses and the Leading Edge will focus mainly on business flexibility and collaborative innovation. The Leading Edge differentiated its goals but even in the areas of networking solutions and customer integration.

In view of the industry can be said that the industrial companies currently devote only two strategic objectives simultaneously and displays the information technology industry a more even distribution across all target-number-classes.

The telecommunications industry is most advanced. Here, already has three or more targets simultaneously. This is largely because, above all mobile users today have high expectations in the range of services to these businesses and, therefore, turn to this for some time not only the internal aspects, but also external issues such as the digitization of content and new services.

examples of customer participation, but also for the use of the "Long necessary end" showing two Internet start-ups Spreadshirt and Threadless that increase their sales through the direct involvement of customers in their own value creation process . These can then appropriate own designs for a t-shirt to create for themselves what the Internet and uploaded by the company to be printed and mailed. This can begin a much lower price for the products, since no expensive market studies and the like as a result of direct customer contact and exchange. operates a similar approach Nintendo by so-called "Sage" (agents) as a link between the company and the customers are used to incorporate in addition to the activation of a lively customer community in addition to new insights into product development.

the example of IBM and Adidas is still briefly to virtual worlds.
in the form of a company's IBM offers a 3D animated world on the platform "Second Life" information about innovations and products of their company to -. The IBM Research Lab Adidas is experimenting with new styles of sport shoes by placing in a virtual store virtual money for the appropriate virtual shoe from Second Life users for their avatar (a type of character) can be bought. Besides a while actually generated real revenue from these projects are aimed primarily from Adidas, market research and marketing.