Enterprise 2.0 Chapters 3 & 4

1. Enterprise 2.0 Chapters 3 & 4 Presenters: William Caputo Ryan Barr Matthew Piatko

2. Presentation Overview • Chapter 3 -Web 2.0 and the Emergence of Emergence • Web 2.0 • Enterprise 2.0 • Chapter 4 • The Concept of Tie Strength • Enterprise 2.0 Bull’s Eye • Poor Tools and New Tools • Converting Potential Ties • Interactions between strangers • Conclusion • Q & A

3. Chapter 3

4. Web 2.0 • Web 2.0 is not mere “hype.” • The new tools of Web 2.0 are applicable to VistaPrint, Serena, the U.S. intelligence community, and Google. • New resources and communities • Wikipedia • Delicious

5. Web 2.0 • Web 2.0 began with a conference brainstorming session between O’Reilly and MediaLive International. • O’Reilly examined the following organizations: • Wikipedia • Facebook and MySpace • Delicious • You Tube and Flickr • Blogger and Typepad • Google • Craigslist

6. Web 2.0 • Web 2.0 is the business revolution in this computer industry caused by the move to the Internet as platform, and an attempt to understand the rules for success on that new platform. Chief among those rules is this: Build applications that harness network effects to get better the more people use them. • This definition highlights the network effect: the fact that some resources, like telephone networks and person-to-person auction Web Sites, become more valuable to each member as they attract more and more members.

7. Enterprise 2.0 • Enterprise 2.0 is the phenomenon that occurs when organizations adopt the tools and approaches of Web 2.0. • Underlying trends of Enterprise 2.0 • Free and Easy Platforms for Communication and Interaction • A lack of Imposed Structure • Mechanisms to Let Structure Emerge

8. Free and Easy Platforms for Communication and Interaction • Popular collaboration technologies (Channels): • E-mail • Mobile phone texting • Some types of IM • Information sent via channels isn’t widely visible, consultable, or searchable. • Platforms, alternative to channels, are simply collections of digital content where contributions are globally visible and persistent

9. A lack of Imposed Structure • The goal was to avoid structure. Structure means: • Workflows – The steps needed to accomplish a piece of work. • Decision Rights – who has the authority, permission, power, or ability to do various things? • Interdependencies - Who will work together and what will their relationships be. • Information – What data will be included, how it will be formatted and displayed, and how data elements will relate to one another…

10. A lack of Imposed Structure • The author used the Wikipedia example. At first, Wikipedia was very structured. However, after 18 months and $250,000, there were only 12 articles. Wikipedia then loosened their control measures. • From January 15 to January 31, 617 articles were created. By the end of the year, there were over 19,000 articles. • The authors also noted the Delicious example. Delicious allowed users to develop their own taxonomies. (This was different than Yahoo.)

11. Mechanisms to Let Structure Emerge • Web 1.0 search engines used a process called Web-crawling, which is a process of visiting as many websites as possible and analyzing their metadata. • This process had two major problems • What do you do when there are two web sites on the same topic • This process relies on web sites having the correct metadata. • Google was developed by two Stanford students to overcome these problems. • Emergence is the appearance of global structure as the results of local interactions. • Folksonomya categorization system developed over time by folks. It is an alternative to taxonomy.

12. Mechanisms to Let Structure Emerge • Tagging like linking fulfils the standard criteria for emergence • Its conducting by many agents spread all over a digital platform like the Internet • These agents are acting independently and with great autonomy. • Agents are also acting in their own self-interest. • Tagging has spread to popular Web 2.0 sites such as YouTube and Facebook. • Emergent social software platforms (ESSPs) ESSPs share SLATES attributes.

13. SLATES Attributes • Search – Users must be able to find what they are looking for. • Links – Links allow search engines like Google to work. • Authoring – Blogs and Wikipedia has demonstrated that people want to author. • Tags - Folksonomy • Extensions – smart computers do some of the categorizing for you. • Signals – Technology allows users to know when new content is available.

14. Enterprise 2.0 • This background allows a more precise definition of Enterprise 2.0 – is the use of emergent social software platforms by organizations in pursuit of their goals. • It is also important for organizations to define the ground rules of the community so that members interact with one another in a positive way. • These ground rules fall into two groups: informal norms and formal policies and guidelines.

15. Chapter 4

16. The Concept of Tie Strength • ESSPs purpose is to support ties that are strong or aimed at ones weak or nonexistent • Hawthorne studies • Used as a template for future work • Hawthorne effect • Outputs, interactions, attitudes in assembly workers • Fiction has built on the aspect of small groups of colleagues and their activities and interations

17. The Concept of Tie Strength, cont. • Mark Granovetter • “The Strength of Weak Ties,” referred to as SWT • Acquaintances (weak ties) are less likely to be socially involved with each other than close friends (strong ties) • These acquaintances provide bridges to other sets of close friends • Weak ties, not strong ties, provide a better bridge • These bridges gather information and solve problems • Ideal situation for knowledge workers is to have core strong ties with many weak ties

18. The Concept of Tie Strength, cont. • Ronald Burt, “Structural Holes” • Defined as: a separation between nonredundant contacts; or contacts that don’t “lead to the same people, and so provide the same information benefits” • These holes need people to fill them to support the flow of information • Unspanned structural holes are detrimental for enterprises

19. The Enterprise 2.0 Bull’s-Eye Potential Weak Strong Ties

20. The Enterprise 2.0 Bull’s-Eye, cont. • Potential – Structural holes exist between a knowledge worker and other employees • Causes redundancy, reinventing the wheel • Potential ties > weak ties > strong ties

21. Poor Tools for Important Jobs • Tools aimed at the third bull’s-eye ring • Directories – organizational white pages • Key information no supplied • Document repositories – common of knowledge workers, like lawyers, that create documents • Those within the organization can search the repository • Documents focus primarily on content, not potential ties • Automated tie suggesters – IT that monitors knowledge workers computer activities (e-mail) • Links those with similar patterns to form a tie • Privacy concerns, not widely adopted

22. New Tools for Strongly Tied Colleagues • Wiki’s – supports strong ties • Solves the version control and simultaneous editing problems • Minimizes or eliminates hierarchical structure in knowledge management • Implemented in the engineering department at VistaPrint to facilitate knowledge management

23. New Tools for Weakly Tied Colleagues • Facebook used to build a stronger corporate culture at Serena • Facebook allowed people to create a network to know what people were doing and provide their own updates • Updates by people could be used as context for communication • Facebook provided a medium for the hiring process • Facebook was chosen over other social networking software (SNS) for its focus on the second ring of the bull’s-eye

24. Converting Potential Ties • ESSPs are used to convert potential ties to actual ties • Blogs and wikis • Knowledge in content and links • A mature community will change the nature of intelligence forever • Adapt rapidly to environments

25. Converting Potential Ties • The nature of Intellipedia: • Work at the broadest possible audience • Work Topically, not organizationally • Replace Existing Processes

26. Converting Potential Ties • Even when information is tacit, the IC can give you contact information of an expert • This links people that would have never met

27. Interactions Between Strangers • Building the prediction team at Google • Linked strangers in the company to one idea • “Got the ball rolling” for a knowledge initiative • Very powerful for networking • People with no link can productively interact and generate valuable information

28. Conclusion • ESSPs are not the same • ESSPs will act differently across organizations • ESSPs are useful in a variety of ways • ESSPs are useful at different levels of the knowledge worker bulls-eye