Novell hired me to provide a short introduction to Enterprise 2.0 and explain the current landscape. The following is the presentation description: Like most tech-fashion fads, Enterprise 2.0 is not widely understood. Vendors, consultants, and even customers are rushing to incorporate the label "Enterprise 2.0" into new offerings. This webinar by leading Enterprise 2.0 industry-watcher and insider, Susan Scrupski, will sift through the buzz and present an informative presentation of what Enterprise 2.0 is and what it isn't. Attendees will learn the background on the so-called movement, the drivers and obstacles to adoption, where Enterprise 2.0 is originating in the large organization, as well as hear a narrative on large enterprise early successes. Hear this presentation online: http://bit.ly/2Nkty3

1. DEMYSTIFYING ENTERPRISE 2.0
DATE AUTHOR
SEPTEMBER 23, 2009 SOCO PARTNERS/SUSAN SCRUPSKI

2. Who Am I?
• Blogger
• Researcher
• Consultant
• 2.0 Evangelist
• Conference Organizer
• Founder, The 2.0 Adoption Council
•@ITSinsider

3. 1ST E20 CONFERENCE
ANDREW MCAFEE
DION HINCHCLIFFE
WEB 2.0 APRIL’06 SEPT’07 OCT’07 JUNE’09 DEC’09
’04
SOCIAL MEDIA
’04
Enterprise 2.0 Timeline

4. McAfee
Case Study
DrKW: Investment Bank, 2005
• blogs, wikis, messaging
• e20 technologies: blank SLATES*
• let knowledge work “emerge”
• unstructured, egalitarian
*SLATES: Search, Links, Authoring, Tags, Extensions, Signals

5. Hinchcliffe’s “FLATNESSES”
SLATES+
•SOCIAL, emergent, freeform,
and network-oriented
•E20 is “a state of mind”

6. What is an e20 State of Mind?

7. TRANSPARENCY
COLLABORATION/SHARING
TRUST
AUTHENTICITY
The Pillars of 2.0 Zen

8. Are e20 & “Social Media”
Synonymous?

9. No.
E2.0 happens behind the
firewall (and for good reason).

10. News Flash: Enterprises Have Secrets!
CUSTOMER DATA
PATENTS
STRATEGY
EMPLOYEE DATA
M&A PLANS
PRODUCT DESIGN
COMPETITIVE DATA

11. But... Employees Should Not.

12. So, how does it all fit together?

14. The Enterprise is Social
Beyond the Firewall
• Inside the firewall: Collaboration
• 2-way conversation at the edge
‣ Porous boundary to market
‣ Focuses roles/concentration
• All market/biz data returns to Enterprise for processing/action
• Increases competitiveness with timely decision-making

15. The 2.0 Adoption Council
• A collection of Market Leading early Adopters
• Approximately 80 members to date
‣ Large Enterprise (10K+ employees)
‣ “Internal Evangelists”
• Sharing best practices/experiences

16. Current Members
‣Alcatel-Lucent ‣GDF Suez ‣NASA/SAIC
‣Alcoa ‣General Mills ‣Nokia
‣Allstate ‣GlaxoSmithKline ‣Penn State University
‣Alstom Power ‣Hatch Associates ‣Pitney Bowes
‣AREVA ‣Hewlett-Packard ‣PR Newswire
‣AT&T ‣HSBC ‣Pratt & Whitney
‣British Petroleum ‣Humana ‣Rocketdyne
‣Booz Allen Hamilton ‣IBM ‣PricewaterhouseCoopers
‣CapitalOne ‣Intel Corporation ‣Procter & Gamble
‣Cardiff University (UK) ‣International Paper ‣Raytheon
‣Chubb ‣Johnson and Johnson ‣SAP
‣Cisco ‣Juniper Networks ‣SAP BusinessObjects
‣Compagnie de Saint Gobain ‣Lockheed Martin ‣Schlumberger
‣Compuware ‣Lowe's companies ‣Seagate
‣Corning ‣Lyonnaise des Eux/Suez ‣SK Telecom
‣Covidien Environment ‣State of Maryland
‣CSC ‣Massachusetts Institute of ‣Sun Microsystems (Oracle)
‣Deloitte Technology ‣Swedish Armed Forces
‣Disney ‣McDonald's ‣Texas Instruments
‣Electronic Arts ‣McKinsey & Company ‣The Washington Post
‣Eli Lilly ‣Medtronic, Inc. ‣Thrivent Financial
‣EMC Corp. ‣Merck ‣United Business Media
‣Ford Motor Company ‣MetLife ‣Wells Fargo

17. Drivers for Early Adopters
Increase Productivity
Expert Location
Retain Institutional Knowledge
Lower Costs
Foster Innovation
Cultural Reinvention
Other
Caution: small sample. Illustration purposes only.

18. Obstacles for Early Adopters
• Awareness and/or Confusion
• Culture, Culture, Culture
‣ Moving from silos to “flat enterprise”
‣ Rewarding sharing, vs. hoarding
• Making the Business Case
• Ease of Use
• Misjudging the Importance of Community
Management

19. Who’s Driving Enterprise 2.0?
HR
Sales 14% Innovation
IT
5% 9%
42% LOB
58% R&D
9% Knowledge Management
Procurement 14%
5%
Program Management
9%
Operations
5% Marketing
32%
Caution: small sample. Illustration purposes only.

20. Early Case Studies
• Investment Bank:
‣ Flattened organization, created visibility for
Audit and Compliance group resulting in more
accurate reporting to Federal regulators
• Leading F500 Manufacturer:
‣ IT Organization wanted to change its image
from “IT sux” to “IT rox.” Factory Managers
singing IT praises now.
• Global Leader in Business Solutions and Services:
‣ Where Expertise is billable, dramatic
improvement in time-to-market deliverables.

21. Where to find more info...
• Andrew McAfee’s original MIT Sloan article.
‣ http://andrewmcafee.org/2007/09/enterprise_20_is_now_free/
• Dion Hinchcliffe’s expansion of the SLATES mnemonic.
‣ http://blogs.zdnet.com/Hinchcliffe/?p=143
• The 2.0 Adoption Council
‣ http://www.20adoptioncouncil.com
• @ITSinsider on Twitter
‣ http://www.twitter.com/itsinsider
• ITSinsider blog
‣ http://www.itsinsider.com