Policy implication of the e2.0 study D.Osimo Tech4i2
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The interim report outlines the objectives of the Tech4i2 Enterprise 2.0 study, focusing on the definitions and challenges of both supply and demand sides, as well as macro-economic impacts and infrastructure needs. It discusses the evolution of enterprise tools from traditional applications to a more collaborative, emergent framework that enables loose, ad-hoc collaborations among a diverse range of participants. Policy recommendations highlight the need for an innovative, open, and meritocratic approach to European Union policy-making to foster a dynamic software industry.
Policy implication of the e2.0 study D.Osimo Tech4i2
- 1. Summary of Interim Results 14 September 2010 David Osimo Tech4i2 Enterprise 2.0 study
- 2. Objectives of the study Definition Supply side and market Demand side Macro-economic impact Infrastructure requirements Legal aspects Challenges Policy recommendations
- 3. Objectives of the Int. Report Definition Supply side and market Demand side Macro-economic impact Infrastructure requirements Legal aspects Challenges Policy recommendations
- 4. We are here
- 6. Quot homines, tot sententiae
- 7. Working definition PEOPLE Tools for identifying people with expertise, knowledge or interest in a particular area and linking to them CONTENT Tools for finding, labeling and sharing useful content/information (authoring) COLLABORATION Wiki/collaboration/authoring and project work A full suite of offerings including the above with cross-links and a shared knowledge-base.
- 8. Examples
- 9. Values, not only tools
- 10. What is new Traditional Enterprise apps Enterprise 2.0 Mission Enable pre-defined groups/teams working closely together and/or relatively formal collaborative relationships. Enable individuals to act in loose, ad-hoc collaborations with a potentially very large number of others. Relationship to organisational hierarchy Tools reflect the organizational hierarch and roles within them. Little link to organizational hierarchy Control of structure Centrally imposed and generally rigid controls Emergent (=emerges and evolves) Content originated by Specialists with authorisation All users - also emergent Control over users Users/participants are fixed and their roles pre-defined. Roles by choice and can evolve over time (emergent) Control mechanisms Formal, rules Norms, examples Change of content timescales Slow Rapid Delivery model Typically on premise commercially licensed software Range of delivery models including on premise, cloud, commercial, open source, stand-alone, suites or add-ins to E1.0 systems Range of participants Colleagues with similar or complementary job roles Anyone in the organization and potentially outside (e.g. customers) Links between participants Peer or hierarchical Links can be strong to non-existent (or 'potential') within the group Typical tools Knowledge management, knowledge repositories, decision automation Blogs, wikis, social networking, prediction markets Communication patterns One-to-one Many-to-many
- 11. What is new E-mail? Traditional Enterprise apps Enterprise 2.0 Mission Enable pre-defined groups/teams working closely together and/or relatively formal collaborative relationships. Enable individuals to act in loose, ad-hoc collaborations with a potentially very large number of others. Relationship to organisational hierarchy Tools reflect the organizational hierarch and roles within them. Little link to organizational hierarchy Control of structure Centrally imposed and generally rigid controls Emergent (=emerges and evolves) Content originated by Specialists with authorisation All users - also emergent Control over users Users/participants are fixed and their roles pre-defined. Roles by choice and can evolve over time (emergent) Control mechanisms Formal, rules Norms, examples Change of content timescales Slow Rapid Delivery model Typically on premise commercially licensed software Range of delivery models including on premise, cloud, commercial, open source, stand-alone, suites or add-ins to E1.0 systems Range of participants Colleagues with similar or complementary job roles Anyone in the organization and potentially outside (e.g. customers) Links between participants Peer or hierarchical Links can be strong to non-existent (or 'potential') within the group Typical tools Knowledge management, knowledge repositories, decision automation Blogs, wikis, social networking, prediction markets Communication patterns One-to-one Many-to-many
- 13. Policy issues Demand side SME and innovation Market fragmentation Take-up and productivity of service sector Translating research into impact Skills implications Managing HR in times of change Working conditions, incentives and privacy Legal challenges (storage and continuity) Supply side Favorable context for start-ups Fostering a dynamic EU software industry, experimenting with business models IT specialist skills
- 14. Policy assessment Go/NoGo: Policy-actionable items? DG INFSO Other DGs / EU authorities Other institutional level
- 15. Meta-policy issues A new way of doing innovation policy: open, meritocratic, demand-driven, with the widest involvement of actors, accepting fast failure and informal learning. A useful approach for EU policy-making: towards Open Method of Coordination 2.0?