Enterprise 2.0: Collaboration and Knowledge Management Renaissance
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Enterprise strategists have long been aware that the “informal organization” has tremendous influence on business success or failure. A vibrant culture with a strong sense of community and cross-functional network of employee relationships can significantly augment traditional management methods and processes structures. Hierarchy and formal controls can inadvertently result in compliance policies, decision-making roles, and work handing rules that constrain the ability of people to effectively communicate, share information, and collaborate. In many cases, these “gating mechanisms” are necessary business constructs that serve valid purposes (e.g., security), but they have unintended consequences: Communication may not be timely, relevant knowledge might not be shared, and collaboration may not occur across departmental boundaries. Breakdowns in information sharing and collaboration and a poor sense of community within an enterprise can impact a worker’s willingness to share insight and pass along experiences. Catalyzing the informal organization is becoming a more complex challenge for business and information technology (IT) strategists as shifting employee demographics crystallize concerns regarding aging workforce trends and expectations of younger employees (e.g., new work models).
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