Bertrand Duperrin ^{FRANCE / Paris}

The catchphrase of Henry Chesbrough's work on innovation (a doctrine called "open innovation" and described in Open Innovation, 2003, and Open Business Models, 2006), is "not all the smart people work for you." The key operational message that corporations seem to take away from it though, is "buy and sell intellectual property vigorously and throw some money at universities." Somewhere along the way unfortunately, a sophisticated reconstruction of the logic of innovation becomes reduced to quick-money recipes.

However, SaaS is not an optimal solution for every business problem and every customer. Providers need to look in the mirror and be brutally honest with themselves about the motivations around their SaaS strategy and its relevancy to the customer. I've already heard of instances of business changing hands between E2.0 vendors at this early stage in the game, for these very reasons.

It is much easier to use product managers to create a repeatable process. After all, there is much less passion involved. For many markets, it may not be worth Apple-style design. People often wonder for Enteprise software whether it matters, for example. But I don't buy my PM friend's argument. Talent of all kinds is always scarce. A decision to eschew finding talent for a repeatable process creates mediocrity.

Blogs and wikis provide specific formats to content. There are behavioral format clues that differentiate a blog from a wiki, but under the covers it's all content. Content elements have value beyond the formats and applications that hold them hostage — they're enterprise assets that can be repurposed in other formats. The specific format of content (.pdf .doc .html) is really only relevant for consumption — to associate the 'viewing' of the content with an application that can display it. The semantics of the content itself doesn't really care about the format (don't hold me to that when I'm telling you how to create semantically-relevant formats), just ask your favorite search engine — it's all words to them.

What I did not hear from these groups are the three things that I think are crucial to encouraging use amongst the rank and file:

I use the chasm model to explain my professional work of 1) seeing what is ready to cross the chasm by 2) staying connected to the innovators

An organization without a 2.0 strategy risks being left behind, or outright failure (though death may be slow). Employees want to work for progressive and innovative organizations, and expect 2.0 environments from employers of choice.
561 organizations of all sizes from across the planet participated in the Intranet 2.0 Global Survey and the results reveal rapid adoption of social media on the corporate intranet in the past year.
Once a nice-to-have or a future wish, Intranet 2.0 tools such as blogs, wikis and other vehicles have become mainstream, and are present in nearly 50% of organizations (regardless of size) in the Western World.
Intranet blogs, wikis and discussion forums are quite pervasive, while other less common tools such as podcasts and mashups remain an after-thought at most organizations:

Ce sujet n'est pas neutre, ces managers vont être les principaux relais dans la mise en place de communautés ou de plateforme collaborative dans votre organisation. Les avoir contre vous, c'est la garantie de l'échec de votre projet. Maintenant, il ne faut pas se leurrer, dans une organisation collaborative, le rôle traditionnel de ce management va évoluer, il ne peut pas demeurer le même. Comme le disait Peter Drucker : "90% de ce que nous nommons le management consiste à compliquer le travail des collaborateurs. Dans un nouveau monde de management, je vois l'employé gérer sa charge de travail et demander un soutien à un coach quand il en a besoin". Ce n'est pas sans rappeler le fonctionnement d'une entreprise collaborative.

They were not responsible for giving reports work to do. Instead a resource pool operated with resourcing managers identifying staff with the right skills mix to quickly staff-up and tear down projects. Consultants had to proactively go about managing their career, promoting themselves and finding their next job.
This, I believe will become the new model of the corporation in a Web 2.0 world. And the fact of the matter is this model exists today in many consulting firms.

Internal communities contain members who are employees of a company. They are paid and can be fired. The panelists touched upon many issues and gave excellent advice.

Today's networked era requires a new way to make investment decisions that incorporates intangible assets and more accurately depicts how value is created.
The industrial age has run out of steam. Look at General Motors. Look at Chrysler. We are witnessing the death throes of management models that have outlived their usefulness.
The network era now replacing the industrial age holds great promise. Networked organizations are reaping rewards for connecting people, know-how and ideas at an ever-faster pace. Value creation has migrated from what we can see (physical assets) to intangibles (ideas). Look at Google and Cisco. Annotated link http://www.diigo.com/bookmark/http%3A%2F%2Fblog.wirearchy.com%2F2009%2F06%2F27%2Fproductivity-in-a-networked-era-assessing-roii-return-on-investment-in-interaction

My triggering point for this post was a post by Peter Bergman in the Harvard Business blogs on the best way to change corporate culture. It is in many ways a recapitulation of fundamental issues organizations face on the cultural side. He says: "Performance reviews and training programs define the firm's expectations. Financial reward systems reinforce them. Memos and communications highlight what's important. And senior leadership actions — promotions for people who toe the line and a dead end career for those who don't — emphasize the firm's priorities. In most organizations these elements develop unconsciously and organically to create a system that, while not always ideal, works."
What all of this really boils down is two things - human and social capital. Toyota in my view could be one such company - the robust and high performance knowledge sharing network they have built across their supply chain is a case in point. See research paper here .

Community managers are human and imperfect. Here are the Seven Deadly Sins that community managers are sometimes guilty of:

If you're a boss, what do you do about employees who love to tweet, text and social network throughout the day? It's a question companies are grappling with as the generation gap threatens to create a communications divide.

Today, Cisco announced the findings of its Teleworker Survey, an in-depth study of almost 2,000 company employees. The study, conducted to evaluate the social, economic and environmental impacts associated with telecommuting at Cisco, revealed that a majority of respondents experienced a significant increase in work-life flexibility, productivity and overall satisfaction as a result of their ability to work remotely.

At first glance this can seem to be an impersonal and inhuman concept as the network expands to surround everything and dominate the participation that so far at least is still driven (for a little bit longer anyway) by what people do and contribute online. However, this bleak vision is tempered by the realization that far from being pushed to the side, we collectively must be the feedback loop that guides Web Squared through billions of daily interactions that makes it possible in the first place. It's the full environment, including us, which makes it all work.

Value chain 2.0 takes into account the active consumer in the production of value, across every level of a company's activities. Henceforth, we call the active consumer the "ConsumActor " to indicate this reality.

What is Product Development 2.0 exactly? It's an informal term I'm applying to something that online startups and traditional businesses both are increasingly doing: leveraging of mass user contributions, providing open architectures for others to build on as they like, and even handing control over key product decisions directly to users. The reasoning behind doing this is simple: Satisfied customers have always been essential to having the most successful business, both online and offline. But how best can you ensure that they get exactly what they want from you, as customized and quickly as possible? This is where the scale, new tools, and business models of Web 2.0 have stepped in, giving us the potential to provide our customers with better, rich products, much more quickly, and with more of what they want. Taken as a whole, it's increasingly clear that there are new business models afoot that are just now being well understood.

So when the company says it's missing out on good ideas, this is both surprising, and perhaps somewhat expected. Surprising, because how does a company consistently ranked at the top of innovation surveys miss good ideas? Expected, because Google now employs 20,000. With that many people, how does a company stay on top of all those ideas?
What I'm seeing is a company that is is progressively systematizing its innovation practice. Google is following the path of its large enterprise brethren, adapting its internal processes to account for its size and its need to grow across multiple fronts. It really has to. It's no longer the small company where ideas get tossed around on a white board, and everyone knows what's going on. I mean, there are 20,000 people employed there.
Google is getting serious about innovation.

Most closures, however -- even those that do not end in bankruptcy -- are the result of unforeseen circumstances. It seems that Murphy's Law affects entrepreneurs disproportionately. Often, these disasters could have been avoided if company management had paid more heed to the principles of risk management.

I know what you're asking: "How can you crowdsource your own company?" Well, in this case I'm referring to the fact that once a year, Disney (DIS) puts out a call for product ideas to its entire consumer products division of 12,532 employees, which includes Fashion

Recognized by Fortune magazine as "the world's leading strategy expert in business today",
Gary Hamel has outlined ten design rules for innovation for companies intent on generating sustained wealth in the future:

We have also seen social media form communities that increase productivity in manufacturing processes, software development, and project management. We have seen people self manage in social media to segregate and elevate good information away from bad information. We have seen communities act with logic, tact, and precision previously thought to be the province of top management guidance.
In short, we have seen social media replace or duplicate almost every structural element of the traditional corporation outside of the construct of corporations. Can social media provide a corporate structure in and among itself?

The home page is dominated by the activity stream, which includes links to tasks, blog posts, documents and other systems that are relevant to this person's work. It's not just the usual social network stuff

I've recently been asked a couple of questions I used to hear all the time. The questions are:
1. Doesn't process discipline add overhead and cost?
2. Doesn't process discipline stifle creativity?

Undoubtedly Microsoft is pioneering the R

En ce moment c'est la saison des conférences et l'actualité est particulièrement riche cette semaine avec la 140 Characters Conference à New York et l'Enterprise 2.0 Conference à Boston. Médias sociaux et entreprise 2.0... deux domaines qui suscitent beaucoup de bruit et de créativité mais qui ne se mélangent pas. Une des raisons principale qui fait que ces deux domaines sont jusqu'à présent restés hermétiques est parce qu'ils répondent à des objectifs différents et surtout fonctionnent différemment (notamment dans la motivation et les dynamiques sociales sui régissent les interactions).
C'est dans ce contexte que le Social Business Design fait son apparition avec l'ambition d'unifier ces deux pratiques en une sorte de Théorie du Tout : From Social Media To Social Business Design.

hose ideas, however, don't really come from nowhere. Instead, they are typically at the edge of a company's radar screen, and sometimes a bit beyond: trends in peripheral industries, unserved needs in foreign markets, activities that aren't part of the company's core business. To be truly innovative, companies sometimes have to change their frames of reference, extend their search space. New ways of thinking and organization can be required as well. Annotated link http://www.diigo.com/bookmark/http%3A%2F%2Fonline.wsj.com%2Farticle%2FSB10001424052970204830304574133562888635626.html

While I can't go into the full vision of what we're thinking about yet—we're realizing that the bigger picture goes beyond how you can be a great tweeter, blogger or social media evangelist for your organization. It's time to think beyond marketing and building personal brands and time to think about how participation through social technologies can lead to emergent outcomes for any organization. Can "social media" save GM? It's unlikely that media can save any organization grappling with changes in their business environment. But what if organizations of that size were able to act preemptively before market conditions forced them into similar predicaments?