Assemble Enterprise 2.0 with Open-Source

John Eckman points to an Optaros whitepaper on Enterprise 2.0 technologies, specifically open-source tools.

I like their take and view of technologies for supporting knowledge management 2.0 and their criticism of “One True Architecture”-thinking. No wonder, as I too argue that adaptivity, connectivity and emergence are essential ingredients to knowledge management concepts …

Here’s the Executive Summary:

Enterprise 2.0 promises a new approach to creating, managing, and consuming knowledge within the enterprise, allowing patterns and value to emerge out of relatively freeform, experimental, unrestricted exchanges. Unlike knowledge management systems of the nineties, which locked users into strict taxonomies, enforced rigid workflows, and reflected hierarchical management relationships, emerging social computing systems rely on lightweight, adaptable frameworks designed to facilitate knowledge creation across traditional boundaries, enable rapid change, and foster contributions from throughout the management hierarchy.

This new knowledge management paradigm needs to be supported by new technologies and approaches. It isn’t, however, just a matter of selecting the right set of applications or the right platform; there is no “One True Architecture” which includes all the features and functions users could ever desire.

Webmontag Stuttgart am 9. Juli 2007

Via Patrick Schnabel c/o SoSo Blog: Stuttgarter Webmontag dieses mal an der Hochschule der Medien (HDM), am 9. Juli 2007 ab 19:00. Weitere Informationen und Anmeldung im Webmontag Wiki.

Nachdem dieser Termin nun steht, wird der erste Stuttgarter Wiki Wednesday sicherlich nicht am 11. Juli stattfinden – vermutlich wird es der 18. Juli, endgültig terminiert wird der Termin Ende dieser Woche.

Update: es ist der 18. Juli 2007 geworden.

McAfee and Davenport debate on the value of Enterprise 2.0

Dan Farber reports on the McAfee / Davenport debate he moderated, basically noting that …

[they] agreed that Enterprise 2.0 is in its infancy, but disagreed on the potential for it to transform how people work in corporations.

And this is where the trouble (and the interesting stuff) begins, so lay your hands on the transcript that John Eckman has, view the streamed video or get it as a mp4-download).

I will elaborate more on this in one of my next posts, now I’m all busy …

Web 2.0 enabled knowledge worker productivity

I’ve noted the excellent “Ask Charlie” slideshow on Enterprise 2.0 before. This seems to have triggered a round of look-alikes, take e.g. this slideshow on web 2.0 enabled knowledge worker productivity and work styles (“A new way to define a productive worker”):

Well, yes, this is worthy pointing out even when it’s not in the line of the burstyness vs. busyness discussion (which I’ve really liked) – oh, and just ignore the spotty spelling here and there.

Snap-shots …

… now also on this site, Snap enhances links with visual previews of the destination site, RSS overviews and more.

It allows you to “look ahead,” before deciding if you want to follow a link or not.

If this is not for you, just click “Disable” in the upper right corner of the Snap Shots bubble and opt-out (forever).

Supporting Business Development with a Wiki

Via Stewart Mader comes notice of an article in FastCompany on how Disney uses wikis in internal business model innovation projects (well, not all WDI employees seem so content as the folks of the digital-media department, but that’s another story …).

This is an excellent description of how a wiki can be the information, collaboration, and social hub of a group. Creating a directory of staff profiles helps people hone their wiki editing skills, tell others about themselves, and become more deeply connected to the rest of the community on the wiki. The flexibility of the wiki shows in the creation of that “Cool Stuff We’ve Done This Year” section, because people can start by informally listing things they’ve done, then go back and add descriptions, links, images, video, etc. and pretty soon they’ve built a better, more accurate, and naturally built report on what they’ve accomplished.

I like the use case and rationale of the people at Disney, this is obviously a good little case study. I wouldn’t place too much focus on the “maverick spirit aspects” anyway. Adaptivity and room for “emergent uses” are attractive enough – especially for the support of (business model) innovators.