I have to confess that I've enjoyed watching recent rounds of Enterprise 2.
I hereby declare myself an Enterprise 2.
I further declare: No, it is not "all about the people" - which is what an Enterprise 2.
I believe that although both technology and broad bottom-up participation are necessary to achieve the Drukerian vision, neither element alone is sufficient to achieve the noble end of re-engineering how ordinary people work together to achieve the ends of enterprises they choose to affiliate with.
As Peter Drucker said: "The purpose of an organization is to enable ordinary human beings to do extraordinary things.
I nominate Peter Drucker and Douglas Engelbart as Patron Saints of Enterprise 2.
Peter Drucker constantly advised businesses to give employees direct control over their own work and environment, with teams of "knowledge workers" responsible for work toward goals stated as broad business objectives rather than prescriptive plans.
"Marketing alone does not make a business enterprise.
In a static economy there are no business enterprises. There are not even businesspeople. The middleman of a static society is a broker who receives his compensation in the form of a fee, or a spectator who creates no value.
A business enterprise can exist only in an expanding economy, or at least in one that considers change both natural and acceptable.
And business is the specific organ of growth, expansion and change.
The second function of a business is, therefore innovation - the provision of different economic satisfactions.
It is not enough for the business to provide just any economic good and services; it must provide better and more economic ones. It is not necessary for a business to grow bigger; but it is necessary that it constantly grow better. . .
Above all innovation is not invention.
It is a term of economics rather than technology. Non technological innovations - social or economic innovations - are at least as important as technological ones.
In the organization of a business enterprise, innovation can no more be considered a separate function than marketing.
It is not confined to engineering or research, but extends across all parts of the business, all functions, all activities. " Peter Drucker, Management: Tasks, Responsibilities, Practices (1974)
At a 1934 Cambridge seminar by John Maynard Keynes, "I suddenly realized that Keynes and all the brilliant economic students in the room were interested in the behavior of commodities, while I was interested in the behavior of people.
" Peter Drucker, The Ecological Vision, p. 75-76, (1993)
"A manager's task is to make the strengths of people effective and their weakness irrelevant--and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
" Peter Drucker, Managing for the Future: The 1990's and Beyond (1992)
In an equally distinguished career, Douglas Engelbart has been enormously influential in creating and inspiring the creation of technology we use today (far beyond his invention of the mouse), but Doug's goals have always been expressed in terms of improving the abilities of groups to address complex, difficult and important problems:
"By 'augmenting human intellect' we mean increasing the capability of a man to approach a complex problem situation, to gain comprehension to suit his particular needs, and to derive solutions to problems.
Increased capability in this respect is taken to mean a mixture of the following: more-rapid comprehension, better comprehension, the possibility of gaining a useful degree of comprehension in a situation that previously was too complex, speedier solutions, better solutions, and the possibility of finding solutions to problems that before seemed insoluble. And by 'complex situations' we include the professional problems of diplomats, executives, social scientists, life scientists, physical scientists, attorneys, designers--whether the problem situation exists for twenty minutes or twenty years. We do not speak of isolated clever tricks that help in particular situations. We refer to a way of life in an integrated domain where hunches, cut-and-try, intangibles, and the human 'feel for a situation' usefully co-exist with powerful concepts, streamlined terminology and notation, sophisticated methods, and high-powered electronic aids. " Douglas Engelbart Augmenting Human Intellect: A Conceptual Framework, Introduction, (1962)
On the term "social software", I believe it's fair to blame it on Clay Shirky - who had the misfortune to introduce a term that's perfectly respectable for a sociologist who studies how technology influences group behavior:
“It's software that supports group interaction.
I also want to emphasize, although that's a fairly simple definition, how radical that pattern is. The Internet supports lots of communications patterns, principally point-to-point and two-way, one-to-many outbound, and many-to-many two-way. ” − Clay Shirky, A Group Is Its Own Worst Enemy O’Reilly Conference (April 2003)
If the term "social" must be deprecated, I hope its banishment takes with it all Social X marketing buzzwords, job titles, twitter tags, and the well-earned disco ball reputations of the so-called Social Media gurus.
On "Return on investment" debates, I believe that Taylorist time-and-motion studies would show gains that exceed the modest costs of introducing and using Enterprise 2.
"A very important surgeon delivered a talk on the large number of successful procedures for vascular reconstruction.
At the end of the lecture, a young student at the back of the room timidly asked, 'Do you have any controls?' The great man hit the podium and said, 'Do you mean, "Did I not operate on half the patients?"' . . . The hall grew very quiet and the voice at the back of the room very hesitantly replied, 'Yes, that's what I had in mind. ' The surgeon's fist really came down as he thundered, 'Of course not, that would have doomed half of them to their death!'. . . The room was then quiet, and one could scarcely hear the small voice ask, 'Which half?'" - Dr. E. E. Peacock, Jr. , University of Arizona College of Medicine; quoted in Medical World News, p. 45 (September 1, 1972) quoted by Edward Tufte in Beautiful Evidence (2006)
I believe the value of Enterprise 2.
Finally - having demonstrated the unerring truth of the Strict Druckerian position regarding the nature of Enterprise 2.
Nike does "email archeology" to decompose email thread to expose one part of a specific collaboration.
:>) @lehawselive (4:20pm Nov 4, 2009)
So if you don't agree with me, I hope you spend the the rest of your corporate life decomposing email threads from your corporate archive into Google Waves or Traction TeamPage comments where others can benefit from your labor if not from your ideas.
- Enterprise 2.0: What a Crock - Dennis Howlett Aug 26, 2009
- Denial is a river full of crocks - Gil Yehuda August 31, 2009
- Enterprise 2.0 is a Crock: Discuss - Andrew McAfee Sep 2, 2009
[ And so much more.
- How big a deal is Enterprise 2.
0? What do you mean by "Big"?
- Peter Drucker and Enterprise 2.
0 | Drucker Centenary
- Doug Engelbart | 85th Birthday Jan 30, 2010
- Having versus Using Enterprise 2.
- Reinventing the Web
- Tuesday Dec 9, 2008 | Forty years after the Mother of All Demos - Doug Engelbart
- Connections - Clay Shirky and Social Software
- The Rise of Enterprise 2.
0, Andrew McAfee | Video | Enterprise 2. 0 Summit 2008 Tokyo
- Schumpeter and Keynes, Peter Drucker, Forbes magazine (cover story) May 23, 1983 - This is great!
This was far too much fun to write.
I also value the term Enterprise 2.
"I wish the software I used every day at work allowed me to find what I want; discover what I need to know - along with surprises; and connect with people I don't even know to get my job done, learn more, and work in an enjoyable place.
This is a grounded wish since everyone in business has a direct basis for comparison - what they or their children see, use and enjoy on the public Web every day.
To the extent that corporate barriers dash expectations, read Peter Drucker on how to get rid of those barriers or find a better employer.
To the extent that enterprise technology differs with respect to needs for privacy, finding information in a link-deprived environment and sharing access to confidential sources or legacy applications, Enterprise 2.
I'm not sure where Professor Andrew McAfee sees himself in this ecclesiastical model.
Update 6 Jun 2013: In the original version of this post I used Strict Technarian to refer to those who believe there is a purely technical - specifically Web or Internet - solution to every problem.
Although I don't agree with all of what Morozov says - or the way he says it - I believe solutionist is a useful term.
Update 21 Nov 2014: Enterprise 2.