Enterprise 2 0

In just a few years, Web 2.0 communities have demonstrated astonishing levels of innovation, knowledge accumulation, collaboration, and collective intelligence. Now, leading organizations are bringing the Web's novel tools and philosophies inside, creating Enterprise 2.0.

Social software has taken the Internet by storm, fuelling huge growth in collaborative authoring platforms (such as blogs, wikis and podcasts) and massive expansion in social networking communities. These technologies have generated an unprecedented level of consumer participation and it is now time for businesses to embrace them as part of their own information and knowledge management strategies. Enterprise 2.0 is one of the first books to explain the impact that social software will have inside the corporate firewall, and ultimately how staff will work together in the future. Niall Cook helps you to navigate this emerging landscape and introduces the key concepts that make up 'Enterprise 2.0'. The 4Cs model at the heart of the book uses practical examples from well known companies in a range of industry sectors to illustrate how to apply Enterprise 2.0 to encourage communication, cooperation, collaboration and connection between employees and customers in your own company. Erudite, well-researched and highly readable, this book is essential for anyone involved in knowledge, information and library management, as well as those implementing social software tools inside organizations. It will also appeal to marketing, advertising, public relations and internal communications professionals who need to exploit the opportunities social software offers for significant business impact and competitive advantage.

"Web 2.0" is the portion of the Internet that's interactively produced by many people; it includes Wikipedia, Facebook, Twitter, Delicious, and prediction markets. In just a few years, Web 2.0 communities have demonstrated astonishing levels of innovation, knowledge accumulation, collaboration, and collective intelligence. Now, leading organizations are bringing the Web's novel tools and philosophies inside, creating Enterprise 2.0. In this book, Andrew McAfee shows how they're doing this, and why it's benefiting them. Enterprise 2.0 makes clear that the new technologies are good for much more than just socializing-when properly applied, they help businesses solve pressing problems, capture dispersed and fast-changing knowledge, highlight and leverage expertise, generate and refine ideas, and harness the wisdom of crowds. Most organizations, however, don't find it easy or natural to use these new tools initially. And executives see many possible pitfalls associated with them. Enterprise 2.0 explores these concerns, and shows how business leaders can overcome them. McAfee brings together case studies and examples with key concepts from economics, sociology, computer science, consumer psychology, and management studies and presents them all in a clear, accessible, and entertaining style. Enterprise 2.0 is a must-have resource for all C-suite executives seeking to make technology decisions that are simultaneously powerful, popular, and pragmatic.

Ever-changing business needs have prompted large companies to rethink their enterprise IT. Today, businesses must allow interaction with their customers, partners, and employees at more touch points and at a depth never thought previously. At the same time, rapid advances in information technologies, like business digitization, cloud computing, and Web 2.0, demand fundamental changes in the enterprises’ management practices. These changes have a drastic effect not only on IT and business, but also on policies, processes, and people. Many companies therefore embark on enterprise-wide transformation initiatives. The role of Enterprise Architecture (EA) is to architect and supervise this transformational journey.Unfortunately, today’s EA is often a ponderous and detached exercise, with most of the EA initiatives failing to create visible impact. The enterprises need an EA that is agile and responsive to business dynamics. Collaborative Enterprise Architecture provides the innovative solutions today’s enterprises require, informed by real-world experiences and experts’ insights. This book, in its first part, provides a systematic compendium of the current best practices in EA, analyzes current ways of doing EA, and identifies its constraints and shortcomings. In the second part, it leaves the beaten tracks of EA by introducing Lean, Agile, and Enterprise 2.0 concepts to the traditional EA methods. This blended approach to EA focuses on practical aspects, with recommendations derived from real-world experiences. A truly thought provoking and pragmatic guide to manage EA, Collaborative Enterprise Architecture effectively merges the long-term oriented top-down approach with pragmatic bottom-up thinking, and that way offers real solutions to businesses undergoing enterprise-wide change. Covers the latest emerging technologies affecting business practice, including digitization, cloud computing, agile software development, and Web 2.0 Focuses on the practical implementation of EAM rather than theory, with recommendations based on real-world case studies Addresses changing business demands and practices, including Enterprise 2.0, open source, global sourcing, and more Takes an innovative approach to EAM, merging standard top-down and pragmatic, bottom-up strategies, offering real solutions to businesses undergoing enterprise-wide changes

Whilst enterprise technology departments have been steadily building their information and knowledge management portfolios, the Internet has generated new sets of tools and capabilities which provide opportunities and challenges for improving and enriching knowledge work. This book fills the gap between strategy and technology by focussing upon the functional capabilities of Web 2.0 in corporate environments and matching these to specific types of information requirement and behaviour. It takes a resource based view of the firm: why and how can the knowledge capabilities and information assets of organisations be better leveraged using Web 2.0 tools? Identifying the underlying benefits requires the use of frameworks beyond profitability and cost control. Some of these perspectives are not in the usual business vocabulary, but when applied, demonstrate the role that can be played by Web 2.0, how to manage towards these and how to assess success. Transactive memory systems, social uncertainty, identity theory, network dynamics, complexity theory, organisational memory and the demographics of inter- generational change are not part of normal business parlance but can be used to clarify Web 2.0 application and potentiality. Written by a well-respected practitioner and academic Draws on the author’s practical experience as a technology developer, designer, senior manager and researcher Provides approaches to understanding and tackling real-world problems

Enterprise 2.0 (E 2.0) has caught the collective imagination of executives who are innovating to radically change the face of business. E 2.0 takes full benefit of social networking, including blogs, discussion boards, mashups, and all that is sharable and combinable.Examining organizations and their social activities, Enterprise 2.0: Social N

"There is the idea of the 'different' company. A company that after more than 100 years is now turning its back on production based on the division of work. In his introduction, Götz Hamann, journalist for Die Zeit, describes the authors as engaged in an 'attack on capitalism'. Expert articles by such renowned authors as Andrew McAfee, Don Tapscott and David Weinberger are augmented by examples from Nokia, SAP and Vodafone in the quest to discover how Web 2.0 technologies can best be used as business tools, and how companies will need to change in order to survive as Enterprise 2.0 organizations. Not forgetting the question of whether it's worth it for company management. After all, Enterprise 2.0 necessarily implies that decision-makers must also 'let go' and give up their control. Yet are we really ready for this?" CIO "This book can (...) certainly be of help in illuminating a fundamental change taking place in the business world." ChangeX Online Journal for Change in Society and the Economy "The changeover to new ways of thinking in the enterprise requires everyone to undergo a multifaceted learning process." Associated Press "The Ideas Man (David Weinberger) is once again proposing a revolutionary thesis: purge your company of as much control as possible." Financial Times Deutschland "What we have here is a generational change." David Weinberger, in an interview for Spiegel Online

Enterprise Process Management Systems: Engineering Process-Centric Enterprise Systems using BPMN 2.0 proposes a process-centric paradigm to replace the traditional data-centric paradigm for Enterprise Systems (ES)--ES should be reengineered from the present data-centric enterprise architecture to process-centric process architecture to be called as Enterprise Process Management Systems (EPMS). The real significance of business processes can be understood in the context of current heightened priority on digital transformation or digitalization of enterprises. Conceiving the roadmap to realize a digitalized enterprise via the business model innovation becomes amenable only from the process-centric view of the enterprise. This pragmatic book: Introduces Enterprise Process Management Systems (EPMS) solutions that enable an agile enterprise. Describes distributed systems and Service Oriented Architecture (SOA) that paved the road to EPMS. Leverages SOA to explain the cloud-based realization of business processes in terms of Web Services. Describes how BPMN 2.0 addresses the requirements for agility by ensuring a seamless methodological path from process requirements modeling to execution and back (to enable process improvements). Presents the spreadsheet-driven Spreadsheeter Application Development (SAD) methodology for the design and development of process-centric application systems. Describes process improvement programs ranging right from disruptive programs like BPR to continuous improvement programs like lean, six sigma and TOC. Enterprise Process Management Systems: Engineering Process-Centric Enterprise Systems using BPMN 2.0 describes how BPMN 2.0 can not only capture business requirements but it can also provide the backbone of the actual solution implementation. Thus, the same diagram prepared by the business analyst to describe the business’s desired To-Be process can also be used to automate the execution of that process on a modern process engine.