Selon Andrew McAfee, chercheur principal au Center for Digital Business du MIT Sloan School of Management.
Quelques extraits :
when I see executives launch blogs, either internally or externally, I get pretty optimistic, because that’s a very clear signal. One of the things that makes me pessimistic, though, is when the blogs read like press releases and when they don’t, for example, turn on the commenting feature on their blog, so that it’s just another megaphone for an executive to shout at the organization. There are plenty of those out there already, and people don’t react too well to that.
Some enthusiastic people deploy some new tools, they come back and look around a couple months later, they don’t see really thriving communities, and then they say, “Well, we did an experiment. It was a failure, so we’re going to turn this stuff off and go back to business as usual.” They don’t have the patience to let people migrate over to the new way of working, and they don’t invest enough time in signaling that this is actually what we want to have happen. They don’t think enough about how to encourage use.
One really clever approach I heard was from Lockheed [Martin], which is a large global aerospace and defense company. It has a lot of risk concerns, a lot of very legitimate security concerns. Their executives actually got pretty excited about Enterprise 2.0 and rolled out tools that very easily could be misused in this organization. When they rolled them out, though, they made sure that every kind of contribution could be flagged if it was inappropriate. That gave everyone a sense of calm that if something bad happens, all the eyeballs in this organization can help us find it. And they have a mechanism to flag it so
that it comes to the attention of the compliance department. I asked them how many posts or how many contributions had been flagged in the history of Enterprise 2.0. I believe the answer was zero.
How Web 2.0 is changing the way we work: An interview with MIT’s Andrew McAfee
