Ça fait déjà un bon moment que je parle de l’importance du Web 2.0 pour les organisations [2]. Je me concentre plus spécifiquement sur la portion externe (c’est-à-dire internet) du Web 2.0. Le pote Claude Malaison, faisait office de prêcheur dans le désert en parlant depuis belle lurette de Web 2.0 à l’interne de l’entreprise (c’est-à-dire l’intranet ou encore l’entreprise 2.0). [3]Il se sentira moins seul en lisant le dernier article de Jakob Nielsen (ça fait toujours plus crédible pour les gestionnaires lorsque ça vient d’un gourou américain que lorsque ça vient d’un gourou québécois. Nul n’est prophète en son pays) Social Networking on Intranets [4]. Les conclusions de l’étude de cas de 14 compagnies de six pays recoupent ce que Claude et moi-même disons déjà depuis si longtemps… :
Here are some things that might surprise you about the social media initiatives we studied:
• Underground efforts yield big results. Companies are turning a blind eye to underground social software efforts until they prove their worth, and then sanctioning them within the enterprise.
• Frontline workers are driving the vision. Often, senior managers aren’t open to the possibilities for enterprise 2.0 innovation because they’re not actively using these tools outside of work. Indeed, many senior managers still consider such tools as something their kids do. One of the dirty secrets of enterprise 2.0 is that you don’t have to teach or convince younger workers to use these tools; they expect them and integrate them as easily into their work lives as they do in their personal lives.
• Communities are self-policing. When left to their own devices, communities police themselves, leaving very little need for tight organizational control. And such peer-to-peer policing is often more effective than a big brother approach. Companies that we studied said abuse was rare in their communities.
• Business need is the big driver. Although our report discusses specific tools (blogs, wikis, and such), enterprise 2.0’s power is not about tools, it’s about the communication shift that those tools enable.
• Organizations must cede power. Using Web 2.0 technologies to communicate with customers has taught many companies that they can no longer control the message. This also rings true when using Web 2.0 tools for internal communication. Companies that once held to a command-and-control paradigm for corporate messaging are finding it hard to maintain that stance.
Il remarque aussi que les entreprises qui attendent trop avant de prendre le virage risquent de perdre des jeunes employés qui s’attendent à ce que les innovations avec lesquelles ils communiquent dans leur vie de tous les jours se retrouvent aussi au travail ou, qu’au contraire, les entreprises qui adoptent ces outils rapidement devront s’attendre à des modifications profondes de leur culture d’entreprise…