Those of you tracking the Enterprise 2.0 story know the drill, namely that applying Web 2.0 tools and platforms inside organization may or may not — depending on who you are talking to — improve the way we collaborate, run our businesses, and even potentially tap major new veins of previously unexploitable worker productivity. (I have a future post on this)But what I really liked most was his graphic, which hits a lot of the concepts and keywords we built OpenTeams around:
Clearly the exciting things happening on the Web today from the explosion of user-generated content, ad hoc collaboration in the large, rapid self-service global information discovery via Web search, and collective intelligence stories like Wikipedia are outcomes that many would like to replicate inside our enterprises.
Because they are highly democratic and egalatarian; anyone can deploy these tools, anyone can quickly learn to use and benefit from them, and they can be used to communicate and collaborate openly with anyone else inside (and often outside) the organization, are inherently viral, they literally tear down the barriers that would normally impede their forward movement and adoption inside the organization.
And, anecdotally at least, this seems to be happening. I now routinely collect stories of firms large and small encountering these tools sprouting up within their organization, both via internally installation of these platform to employees just putting their favorite externally hosted Enterprise 2.0 tool subscription on their corporate credit card. In other words, because they appear to so easily cross organizational boundaries, can be adopted so easily, require virtually no training, are highly social, and so on, Enterprise 2.0 apps appear to have their very own "change agent" by their fundamental nature.
(Blogger sometimes fuzzs up the graphics - click it to see a sharper version)