What do you need in order to begin to be an Enterprise 2.0?

Estimated reading time: 5 minutes

The concept of an Enterprise has not really changed in its essence, but at last it seems that the Management and People concepts are integrating more and more in organizations. These concepts embrace: strategy, processes, indicators, benchmarking, quality, teams, marketing, positioning, culture, leadership, results, excellence, people, collaboration, sustainability, etc.

The fast changing and ever more competition coupled with the ease of access to new technologies that were once expensive and complex to implement this change has led to the Business/Enterprise 2.0.

What is an Enterprise 2.0?

An Enterprise 2.0 is one that integrates collaborative technological platforms to make its business objectives a reality, but that exploits a sense, from the people’s perspective and with a clear business sustainability focus. 

Don’t forget that it’s not just about tools, since they, themselves, don’t do much more than be used. The objective(s) of this use will determine if they are the leverage of change or not, within an organization.

Normally, whenever a project is launched, the second action to launch after the initial analysis tends to be the technological support tool. Having reached the end of implementation, the client believes that the greater part of the project has ended and is unaware that the change management is the essential and critical part in the entire process. 

This change management is the key to success in an Enterprise 2.0, and therefore, a key to the sustainability of existing businesses. 

The future sustainability of businesses go through an Optimization of resources and excellent management of them. By resources, understand not only the traditional ones, but also the talent, culture, accessability, knowledge, relations, etc. 

How do you do it?

The key to success is in change management:

  1. Design a strategy with objectives and phases
  2. Launch actions and tools, including the people and focusing them
  3. Measure results

An Enterprise 2.0 from the beginning should take on a change in their strategy direction, integrating values that initially were only reserved for physical people:

  • Have a good attitude towards changes
  • Be (more) transparent
  • Collaborate
  • Share
  • Help
  • Grow sustainability
  • Etc.

These concepts are the base for all the necessary changes in its processes, its management and its commercial capacity or productivity arrive at a good harbor. An enterprise 2.0 will be sustainable if it is additionally capable of integrating in its current cultural paradigm, since this paradigm also requires companies, that greatly articulates society, knowledge, innovation and creativity.

But additionally from these concepts, expanding on that information in future articles, tools are needed. With Zyncro’s Enterprise 2.0 infographic, one can observe with only a look of all of the elements that converge around technological tools.

Some objectives to launch an enterprise 2.0 change can be: 

  1. Increase Productivity: Enterprise 2.0 supports this improvement process through the introduction of collaborative tools and task management.
  2. Improve internal relations: The introduction of effective communication tools for the control of tasks, channeling of knowledge, identity grouping, experiences and common interests, and the facilitation of channel top-down/bottom-up allows improvements in communication for interested groups.
  3. Promote systems:  Edit data of people, customers and the market, and operating them together is the greatest challenge for an enterprise 2.0 (familiar concepts may be Big Data, social CRM, Business Intelligence, and others).
  4. Improve external relations: Social networks and their integration in the business, for interaction with designated profiles, is key for the sustainability of this,  as discussed above closes the cycle of society-business-society.

Sergio Ríos (@Sergio_Biable) is a consultant, trainer and Director at Biable, a consultancy specialized in management innovation, currently developing strategic and operational consulting advanced in 1.0 and 2.0 environments. Currently, he is a professor at universities, business schools and chambers of commerce, specializing in: management, integral 1.0/2.0 strategy, business 2.0, tools 2.0 and benchmarking. He also has extensive experience as a consultant and licensee of the EFQM Model, Innovation, Business Strategy and Social Media applications.