The question is getting those people interested... the big question... once more... HOW?
ES: "I was sent a dress code for the Barclays building in Canary Wharf, and then told I couldn't connect my laptop to their projector for fear of spreading viruses, and I heard the older staff moaning about the younger staff leaving at 5pm rather than working late. But the younger staff were going home to connect online through Facebook etc. as they were not allowed to connect at work."
But as some of us agree in the session (not all....the luddites don't agree), it's a people management issue, not a technology issue. When I was a student in the 80s and temping in various offices, one particular office banned the use of telephones because some Indian ladies working in the office had been phoning relatives in India. I've worked in open-plan offices where talking is banned between workers... so certain types of old-fashioned and ineffective management will always try to limit communication between workers. The technology will change, the desire and need for workers to actually need to communicate will not.
ES is saying to many that count here what I've been banging on about for ages.
So this is my way of saying it:
Get your staff to blog. Get your customers to blog. Everyone blogging? Good. What are the down sides? Someone says something negative about you? Well, they're thinking it anyway, so better that you know about it and can do something about it, rather than having a disgruntled worker, supplier, client spreading invisible poison! And most of the time, it's only good.
You're spreading the word.
You're engaging with the wider world.
You're allowing the wider world to spread the word.
....just make sure the word people are spreading is a good one. How?
Make sure your company works well.
Make sure your organisation is a healthy one.
Make sure your products and services are doing what they should.
Make sure your customer services are open and ready to absorb and pass on feedback from customers, to improve those products and services.
It is, very basically, Kaizen (Continuous Improvement) brought into all areas of all of the chains... workers, clients, suppliers...
Back to Euan Semple.... Crumpler helped him re-thread the strap on his bag after observing him tweet about it being impossible to put together. A similar example to Jeff Jarvis' "Dell Hell" story.
And a reminder from Euan that I (and we all) really have to find time to read Jeff's book "What would Google do?"... and see how you can impassionately look at data and see what is happening. With your brand. With your company. With your staff. With your customers. And then react to that data...
Euan blogged on "Why most companies who try to do Enterprise 2.0 fail" and said:
1. They think it is about technology.
2. They aren't prepared to deal with the friction that allowing their staff to connect generates.
3. They will assimilate it into business as usual.
4. They will try to do it in a way that "maximizes business effectiveness" without realizing that it calls for a radical shift in what is seen as effective.
5. They will grind down their early adopters until they give up.
6. They will get fleeced by the IT industry for over engineered, under delivering solutions, think that Enterprise 2.0 failed to live up to its promise and move on to the next fad.
7. Lack of patience
8. It is not companies who do Enterprise 2.0 it is individuals.
Now for some coffee....
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