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Information is a weapon that can be used to change reality, improve positioning, and reduce costs and risks. Knowledge is power, which means increased focus on the information worker in an electronic world. Web 2.0 has already started to influence how employees are connected to each other, and solutions like iPhone, Facebook and Twitter change our enterprise requirements for functionality and usability. Information workers want solutions like in Star Trek, and over the next few years we will see new worker models for business information and users.
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Cool Uniforms and Flying Cars
How will the future be for Information Workers?
Atle Skjekkeland,
Vice President, AIIM
Seth Godin:“It’s human nature to imagine that the
future will be just like the present, but with cooler uniforms and
flying cars.”
Agenda
Word Cloud of presentation notes using Wordle.net
Current status?
What’s in your digital landfill?
How much is
By 2011, the digital universe will be
as big as it was in 2006
http://www.emc.com/digital_universe.pdf
…you likely have core systems to manage the
MONEYin your organization and the
PEOPLEin your organization...
……but what about
INFORMATION?
…and for the Information Worker?
Business Drivers for the Enterprise?
12
• Fact 1: – The Essence of Leadership is Information Management
• Fact 2:– Information Quantity will always exceed Information Processing Capacity
Thornton May, Futurist, Executive Director and Dean, IT Leadership Academy
Value of Information
• Prof. Donald A. Marchand's Strategic Information Alignment model– Risks
– Innovation/Create New Reality
– Costs
– Competitive Advantage
The Information Age• Personal computers heralded individual productivity
• Participation today exposes individual work more broadly
User Expectations
• Access = Google
• Networking = Facebook
• Profiling & Insights = Amazon
• Integration = Microsoft Virtual Earth
• Reference & Navigation = Wikipedia
• Application Development = Open Source
• Documentation = SAP Developer Network
The Future Workplace?
Microsoft Surface
The Office Information Worker Board of the Future
Simpler Work Index1. Competing on Clarity: My manager organizes and shares
information in ways that help me work smarter and faster
2. Navigation: In my workplace, it is easy for me to find whomever or whatever I need to work smart enough, fast enough
3. Fulfillment of Basics: In my workplace, it is easy to get what I need to get my work done—right information, right way, in the right amount
4. Usability: In my workplace, corporate‐built stuff (like IT, training, and support) is easy to use
5. Speed: In my workplace, that same corporate‐built stuff gets me what I need, as fast as I need it
6. Time: My company is respectful of my time and attention, and is focused on using it wisely and effectively
Source: Bill Jensen, Work 2.0 Rewriting the Contract
The Information Worker
My workspace
Functions that I need
Information that I need
Processes that I need
Context for my work
Source: Forrester
Defining Web 2.0• Tim O'Reilly, 2004
– The Web As Platform (inside/outside)
– Harnessing Collective Intelligence (emergence)
– Data is the Next Intel Inside (mashups) – End of the Software Release Cycle (SaaS, rolling updates)
– Lightweight Programming Models (agile development, modular)
– Software Above the Level of a Single Device (multiple interfaces, standards)
– Rich User Experiences (dynamic, not static)
Defining Enterprise 2.0
• “A system of web‐based technologies that provide rapid and agile collaboration, information sharing, emergence and integration capabilities in the extended enterprise”
Business Intelligence
Source: AIIM Market Intelligence, 2008
What is Your Organization Trying to Accomplish With Enterprise 2.0?
28
How Well Suited is Enterprise 2.0 for the Following Groups/People?
29
How Likely is Your Organization to Utilize Enterprise 2.0 for the Following Business
Practices?
Source: AIIM Market Intelligence, 2008
How Critical is Enterprise 2.0 to Your Organization's Overall Business
Goals/Success?
Enterprise 2.0 Frameworks
31
SLATES
• Prof. Andrew McAfee, 2006– Search
– Links
– Authoring
– Tags
– Extensions
– Signals
Search
Links
34© AIIM | All rights reserved
Authoring
35© AIIM | All rights reserved
Tags
36© AIIM | All rights reserved
Extensions
37© AIIM | All rights reserved
Graphic Source: Amazon.com
Signals
FLATNESSES
• Dion Hinchcliffe, 2007– Freeform– Links– Authorship
– Tagging– Network‐oriented– Extensions– Search– Social– Emergence– Signals
Freeform
40© AIIM | All rights reserved
Network‐oriented
41© AIIM | All rights reserved
EDOK 2015
Social
42© AIIM | All rights reserved
Emergence
43© AIIM | All rights reserved
Technologies?
44
45
What Technologies Fall into YourDefinition of an Enterprise 2.0 Platform?
Overview of 1.0 Technologies & FLATNESSES
Directly ProvidesPartially ProvidesDoes Not Provide
Overview of 1.5 Technologies & FLATNESSES
Directly Provides
Partially ProvidesDoes Not Provide
Overview of 2.0 Technologies & FLATNESSES
Directly ProvidesPartially ProvidesDoes Not Provide
The Integrated Value
• Why do I need non‐Enterprise 2.0 Technologies?– Consider that the
creation of Wikis has caused a resurgence in chat rooms and e‐mail based alerts
Directly Provides
Partially ProvidesDoes Not Provide
The Integrated Value
• Why do I need non‐Enterprise 2.0 Technologies?– Consider that the
creation of Wikis has caused a resurgence in chat rooms and e‐mail based alerts
Directly Provides
Partially ProvidesDoes Not Provide
Positioning Technology Alternatives To Business Needs
Directly Provides
Partially Provides
Does Not Provide
Worker Models
52
Worker Models for Enterprise 2.0
Worker Models
• Islands of Me– Culture Component
• Protectionism• Functional Isolation• Hierarchical management• Tall and thick (multiple) walls• Competition seen only externally
– Technology Component • Siloed repositories• Standalone applications• Manual integration‐reentry
WordPerfect 5.1 for DOS
• One‐way Me/Enterprise 1.0– Culture Component
• One‐way push‐based sharing• As Needed Knowledge Seeking• Closed communities/Earned Trust• Structured/Orchestrated Teams• Network Management• Semi‐permeable Functional Walls
– Technology Component • Shared yet siloed repositories• Communication‐focused Channels• Standalone workflow
Worker Models
Mozilla thunderbirdemail client
• Team Me– Culture Component
• Team focused• Shared repositories• Knowledge Seekers• Closed communities/Earned Trust• Limited Extended Enterprise• Cross‐Team Collaboration• Internal Cannibalization
– Technology Component • Intranets & Extranets• Groupware• Integrated work models (EAI)
Worker Models
• Proactive Me/Enterprise 1.5– Culture Component
• Push/Pull 24/7• Focus on "Net Work" ‐ Patti Anklam• Extended Enterprise• Modular Work Sharing• Semi‐automatic collaboration
– Technology Component • Dynamic/Personalized Web• Agents• Portals/Dashboards• Vortals and B2B Marketplaces
Worker Models
Worker Models
• Two‐way Me– Culture Component
• Proactive Community Building• COPs/COIs• Knowledge Management
– Driven from the top• Collective Intelligence
– Brute force, no emergence• Strategic Collaboration• Semi‐Transparent
– Technology Component • Early Open Source• SOA/Strategic Portal Deployments• Social Networking• Information Architecture/Taxonomies
Worker Models
• Islands of We– Culture Component
• “Socialness” is a major asset• Profiling/Core Competency• Virtual Teaming• B2C Focus• Cost‐driven Outsourcing• Semi‐Mass customization
– Technology Component• Strategic use of social, emergent and integration software externally
• Rogue internal usage• Collaborative content development• SOA/Modular Adaptive Applications
Worker Models
• Extended Me/Enterprise 2.0– Culture Component
• Transparency• Participative/Engaged• Always On/In• Mass Customization• Agility• Competency‐Driven Outsourcing• Embedded/Strategic Collective Intelligence
– Technology Component• Strategic deliberate internal deployment of emergent and social software
• Integration and Modular Programming
2.0
Worker Models
• The 7 Business Models That Have Emerged from Enterprise 2.0 ‐Wikinomics, Don Tapscott
– Peer Pioneers
– Ideagoras
– Prosumers
– New Alexandrians
– Platforms for Participation
– Global Plant Floor
– Wiki Workplace
The Wiki Workplace
Worker Strategies
• Researchers at the IT Leadership Academy in the US have observed several general strategies for working in a “always‐on‐ness” world– The Digital Delusionals
– The WebEmersonians
– The Delegationals
– The Cyber‐Sailors
– The Boundaries
– The Neo‐Utopians
Generational differences?
64
Source: http://gobigalways.com/old‐people‐ruining‐social‐software‐young‐people‐ruining‐the‐workplace/Source: Sam Lawrence, CMO of JIVE Software
How Critical is Enterprise 2.0 to Your Organization's Overall Business Goals/Success?
67
SPLIT
Millennials
Gen X
Boomers
What are YOU Trying to Accomplish with Enterprise 2.0?
What Do You See as the Current Shortcomings of Enterprise 2.0?
Millennials
Gen X
Boomers
Millennials vs Boomers
• Some differences exist
• No evidence of dramatic or polar differences thatwarrant specialhandling– Strategic leveragevs. personalizedapproaches
Source: http://gobigalways.com/old‐people‐ruining‐social‐software‐young‐people‐ruining‐the‐workplace/
Conclusions?
Four Principles for the Future
• Embrace the Asset Revolution– The knowledge workers now own the means of production
• Build My Work My Way– Employees know they own the means of production– They do not want to waste time in a complex ever‐flowing world – They like try to lead a balanced life, ‐ which they will define
• Deliver Peer‐to‐Peer Value– They like collaborating, and they do not want artificial barriers to
collaboration to stop them from adding value
• Develop Extreme Leaders– Leaders must be accountable, willing to listen, and to be
challenged regarding the way work gets done
Source: Bill Jensen, Work 2.0 Rewriting the Contract
