What's Your Unadoption Strategy For Enterprise 2.0? - InformationWeek

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What's Your Unadoption Strategy For Enterprise 2.0?
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Deb Donston-Miller
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Deb Donston-Miller,
User Rank: Apprentice
8/14/2012 | 1:03:50 PM
re: What's Your Unadoption Strategy For Enterprise 2.0?
Email may not be the enemy of collaboration, but as long as it is a separate system, I think most people will default to its use. It makes a Gmail/Google+-type system sound really smart.

Deb Donston-Miller
Contributing Editor, The BrainYard
366pi
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366pi,
User Rank: Apprentice
8/14/2012 | 12:56:16 PM
re: What's Your Unadoption Strategy For Enterprise 2.0?
Adoption is yet-another-vanity-metrics to showcase the ROI on technology investment done by company management; however, the roots for success is "Qualitative Sharing" than Quantity.

Trying to replicate the rules of interaction and conversation done on Public Platform to Closed Enterprise calls for shift in Mindset and well tuned Social networking policies within enterprise boundaries. I would want to ask all my peers and managers just one question, "Can you share?"

I really liked the article and Idea of "Unadoption". It's time to go beyond adoption :)
ThePrisoner6
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ThePrisoner6,
User Rank: Apprentice
8/13/2012 | 4:07:49 PM
re: What's Your Unadoption Strategy For Enterprise 2.0?
Thanks for the article. It's important to emphasize the fact that in order to do social right, employees need the bandwidth in their schedules in order to realize its potential. Otherwise, it's just another thing for them to add to the already long list of things they have to do.

In addition, one of the things that projections and predictions tend to gloss over is the assumption that people actually want to collaborate. That largely depends on culture, and there are many places where collaboration is a foreign concept, or at least unfavored. People want credit for the work they have done, because performance is so closely tied to compensation and bonuses. For many knowledge workers, there is an inherent disincentive to sharing the knowledge they have acquired, because sharing what they know levels the playing field. It's only natural to ask, "what's in it for me?". Along with the changes to the communication model, there need to be changes to feedback and recognition.

In some cases, the erroneous notion that "Big Brother" is policing their every move can kill a social initiative before it starts. Some organizations seeking to mitigate risk may hobble their own initiatives by disabling functions that employees want or need in order to use social tools effectively. There are ways to address these issues, but they must be unwound delicately, as they often have a more to do with fragile egos and individual insecurities than shared goals and corporate unity.

One approach may be to pilot social tools with one or two high-performing groups within the organization, thus creating a safe place to address any concerns or missteps on a smaller scale before implementing company-wide. By building in the opportunity to fail and learn, you create a model for larger-scale success.


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