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Enterprise 2.0- Obstacles

Enterprise 2.0- Obstacles. The two primary or prominent obstacles that prevents organizations from deploying fully emergent social software platforms(ESSPs) are: Not everyone within an organization wants information to flow and grow more freely.

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Enterprise 2.0- Obstacles

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  1. Enterprise 2.0- Obstacles • The two primary or prominent obstacles that prevents organizations from deploying fully emergent social software platforms(ESSPs) are: • Not everyone within an organization wants information to flow and grow more freely. • Organizations have difficulty in implementing a free flow of information within.

  2. Enterprise 2.0 – Liar’s Club Concealing or withholding essential information about their subsystems by their project managers during weekly project meetings when they are behind schedule. Does it happen at your workplace? It’s a common scenario at I.T companies

  3. Enterprise 2.0 - Alternatives • If the senior managers identify this problem and are sincere in solving this issue, they can use alternative (Enterprise 2.0) ways of sharing information between teams are: • Intranet system like SharePoint Portals. • Reporting systems like Dash Boards, Knowledge Management tools. • Third party Project management Software systems. • Informal methods like Blogs, Wikis,

  4. Enterprise 2.0 – Model 1. • Chris Argyris, Harvard professor explains the phenomenon where information is not shared freely even when the managers sincerely hope to. • “Model 1” is a theory in use rather than an espoused theory, in other words, its what people actually do, regardless of what they say are doing. • He articulated both governing values of Model 1, and the associated activities that derives from these values.

  5. Enterprise 2.0 – Model 1 • Governing Variables Action Strategies. • Define goals and try to achieve them Design and manage the environment unilaterally • Maximize winning and minimize losing Own and control the task.(Claim ownership and execute the task) • Minimize generating or expressing Unilaterally protect yourself. negative feelings • Be rational Unilaterally protect others from being hurt Though the above governing values seem productive, they highly become counterproductive and limit the ability to change and improve. Also, they often tend to generate mistrust and rigidity. Argyris recommends that they abandon the governing values of Model 1 and replace them with the Model 2 values and strategies.

  6. Enterprise 2.0 – Model 2 • Model 2 theory of Behavior • Governing values Action strategies Valid Information Design situations where participants can be origins of action and experience high personal causation Free and Informed choice Jointly control task Internal commitment to the Protect self as a joint enterprise, and be Choice and constant monitoring oriented toward growth of its implementation Bilaterally protect others

  7. Enterprise 2.0 – Model 2 Model 2 does not reject the skill or competence to advocate one’s purposes. It does reject the unilateral control that usually accompanies advocacy because the typical purpose of advocacy is to win. The behavioral strategies in Model 2 involve power sharing with anyone who has the competence. In short, Model 2 can help organizations move from defensive to productive reasoning.

  8. Enterprise 2.0 –Importance of Technology IT matters, it affects both performance and competition, increasing differences between companies and separating winners from losers. In mid 1990’s companies in US became highly competitive, the more the technology an industry absorbed, in general, the more competition intensified, thus showing the clear association between them. Enterprise software including ERP, CRM and SCM are unique powerful tools have leveraged good business ideas by imposing them.

  9. Enterprise 2.0 –ESSP software tools • Software examples Specific social software tools which programmers have adapted for enterprise use include: • unstructured search tools • wikis • weblogs for storytelling • enterprise social bookmarking for tagging and building organizational knowledge • RSS for signaling • collaborative planning software for peer-based project planning and management • social networking tools • mashups for visualization • prediction markets for forecasting and identifying risks.

  10. Enterprise 2.0 – Conclusion ESSPs are very powerful tools, not all organizations will deploy and use them with the same skill and enthusiasm. ESSPs are long hauls, requiring a great deal of attention, leadership and patience, again not all organizations will have enough of these resources to succeed ESSPs help companies with good ideas to distinguish themselves from the competition.

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