a quiet revolution is taking place. That’s the message from Soumitra Dutta and Matthew Fraser, academics at the Insead business school in France and authors of Throwing Sheep in the Boardroom.
They detail how companies, including General Electric, Procter & Gamble, Shell and Airbus, are busy integrating social networking into their corporate strategies. These companies, say the authors, are showing that the use of blogs, wikis, widgets and other Web 2.0 tools “encourages horizontal collaboration and harnesses the power of collective intelligence to boost productivity, foster innovation and create enhanced value”.
“We set out to explore, in an objective and rigorous way, whether the concept of Enterprise 2.0 could deliver real business benefits,” they say. They found plenty of evidence that it could, although conceding that the biggest obstacles to its acceptance may be cultural, overcoming the scepticism of business leaders and their fears about the free-flow of information in their companies.
It would be interesting to discuss and consider how these could be applied effectively in a NZ environment and then scaled for other markets.
What is the value add and what metrics would you use to assess the value add?
As much as anything else how do you overcome cultural impediments to the deployment of such tools and provide suitable governance mechanisms?
Is there anything inherently wrong with making more information to more people in the company? Would more transparency help in the current economic situation?