More on Chambers keynote by the people of Avenue A | Razorfish, pointing out his argument that decision making processes (at least at Cisco …) were changed and accelerated:
And when talking about web 2.0 [Chambers] specifically drew attention to social networking as changing decision making processes within organizations.
[…] Chambers emphasized that social networks are changing businesses making them less hierarchical and more network oriented.
Well, yes, strengthening (and leveraging) social networks via social software may facilitate this, decision making can be accelerated (and be more distributed, democratized, deconstructed, diversified, …).
In fact, the main change effect is not acceleration (but the change effects in brackets …).
Alas, be warned, your results may vary, social networking in the enterprise is not “easy”. One reason is that this is not a technology problem (with some kind of tech answer), but a people problem. Supplementing organizational hierarchies and “command and control” decision structures with free-form collaboration and teamwork approaches needs some serious thinking before “kicking-off these projects”, taking into account that this calls for broad implementation approaches, lead and energized by skillful managers, and more …
Then (and only when …) we employ freeform social software and enterprise 2.0 concepts we can ease implementation, like when we leverage bottom-up mechanisms that are already in place, and allow for the emergence of usage and networking patterns that reflect and support the actual informal networks that exist in the organization anyway.
Social software may enter the corporate world quite naturally in the end …