Loading ..."Everybody was born with a screwdriver in their hands"
This is my reaction to a post of Vinnie Mirchandani and an interview with JP Rangaswami, link to which I found there.
I am a subscriber to JP blog, and largely agree with most of what is discussed in this interview on a strategy level. However I have a big problem with an execution side of this E2.0 philosophy.
I don’t believe in "either/or", I trust in "and". We have today (or had yesterday) a highly structured data/process/information flow approach which have all sort of limitations and hand/mind cuffing controls. W2.0/E2.0 approach sets us free to exchange of knowledge at proverbial "water cooler", and that is wonderful, but we still need to deliver products and services based on commonly agreed standards of quality and customer satisfaction. That requires process, controls, etc.
Unfortunately I could find very little about building E2.0 on the foundation of process based applications. JP did not answer this question so far, since I posted it on his blog.
However I found an example I was looking for in Chris Bucholtz post on InsideCRM blog:
The new version of Oracle CRM On-Demand Release 15 allows users to do things like:
Establish friendships between internal employees to encourage collaboration
Establish similar relationships with external contacts (in other words, customers)
Build networks so when contact information changes, everyone in the network is updated about it
Embed RSS feeds, widgets and other web content in context on the account page
Thank you Chris.
There are many excellent blogs and other resources on the Internet which explore methodologies and Best Practices for business process re-engineering, project management, systems implementation, software engineering, and change management. However I could not find much help with unlocking value of integrated utilization of these disciplines to facilitate Organizational Transformation. In this blog I would like to focus on this subject. I would like to stress that this is not an academic inquiry, but a practitioner's desire to discuss and share practical business knowledge and Best Practices. Let's see how it evolves - "Every brilliant idea quickly degenerates into a lot of hard work" - Peter Drucker.
thanks for the link…I have other issues with E2.0 including the fact that I think it is a pompous title for a group of collaboration tools.
Big egos like Siebel and Benioff did not call CRM E2.0, Sanjiv when he was worth zillions did not call SCM E2.0 but along comes a bunch of social tools and think they are the next “Enterprise”?
I agree, we have a lot of tools and very few ideas of how to use them properly, i.e. with a positive economic and social effect.
Peter Drucker, in his book “Entrepreneurship and Innovation”, explored history of a time gap between technical innovation and commercial success of the innovation. This gap is sometimes quite significant, but we try to bypass learning process by pretending that something “revolutionary” comes to the market every second year. My favorite of the Enterprise 2.0 concepts is a “mob wisdom” - I guess we have realized that a concept of “common sense” (which is not that common) is no longer sexy enough.
This is not to say that some of the ideas and tools of that ilk can be quite useful in a context of a larger implementation paradigm.