Wow Cecil is on a role and has claimed his sarcastic wit.
His 10 Principles that define whether adoption of Enterprise 2.0 is risky and as such should be avoided are as follows:
- Your company is not comfortable with innovation??
- It is business critical to foster politics??
- Strong managers are pivotal in the organization??
- Employees are engaged or else ?????
- The IT department defines the organization??
- Collaboration is dangerous??
- Employees need to know where to find stuff??
- High Fear / Low Trust??
- By IT workers for PC users??
- Business Methodologies are just a way for consultants to make big bucks
(please visit Cecil’s actual blog entry??for the contextual value that only comes from appreciating the source)
His key messages:
If any of the above is true for your company, then Implementing Enterprise 2.0 is very risky.
It encourages collaboration and knowledge sharing for employees to be more efficient.
How scary. Better be safe : in that case make sure you stay out of Enterprise 2.0.
Cecil ends his post with the following question
Can you think of any other principles that would make Enterprise 2.0 a no-go for an organisation (in real life business) ?
To me, I see that question in the same light of the sarcastic emphasis of the post. If those principles represent your ideal environment, feel free to continue working in a Dilbert-like existence.
Don’t you think that it is time for the Dilbert’s of the world to finally get their due 😉
You cannot force engagement, nor can you enforce social dynamics. Both are based on the environment that foster their emergence. Only through that emergence can the real value of an engaged and aligned workforce be achieved.
We keep hearing about the 90-9-1 rule. On the web, only 10% can be deemed to be engaged within the prosumer marketspace. If you are running your organization based on the same metrics, you are failing to tap into your workforces true potential.
And that, is your elusive ROI (one based on true cost reductions vs. false revenue projections). Cut down on the real expenses, that of a disengaged and misaligned workforce. By reducing your true expenses, you will achieve profit margins that will far exceed the cost associating with the cultural emergence of a social enterprise.