My Enterprise 2.0 implementation isn't as successful as I thought it would be? I hear that statement quite a bit these days where vendors present this nirvana like vision of an open organization where information freely flows from every individual. The idea of simply loading some hardware with a collection of Web 2.0 tools and value emerges is simply a pipe dream. Implementing Enterprise 2.0 takes energy and an enormous commitment from everyone involved. So how long does it take to become an Enterprise 2.0 success story? I believe it was Thomas Watson (IBM) that answered the question of how long it takes to become great in business. His response was "one second". It happens when you decide to be great and willing to make the commitments necessary to make it happen.

You have heard it too; we selected a vendor and implemented a large farm of servers. We even have solid executive support but the implementation hasn't taken off for some reason. Could it be that you are still standing on the edge of the pool, dipping your toe to see how cold the water is? What do you say to a business customer that comes to you and says "I want to use this in my business to increase innovation, what is the solution set fro accomplishing this?" If you answer involves something along the lines of "Hmmm, err, You start with, hmmm, a wiki page and then add something..." then you have not committed to your Enterprise 2.0 effort. If instead you hand the business owner some solid documentation, ROI analysis, 2.0 patterns and even success stories then your own the right track. If they ask you how they can ensure success or at the very least get a high percentage of contribution you had better have a better comment then "beats me, I just work here".

Full commitment to Enterprise 2.0 involves more than just technology. You have to look at it as a program like any other effort for the organization. When you have a drive for United Way, do you just email folks with some URL? No, you create mailers, communication events, and you get senior management involved. You set targets, objectives, and share the vision to the entire organization. But in Enterprise 2.0, you took the Field of Dreams idea of just build it and they will come. When it doesn't happen you scratch your head and then blame the culture.

I wanted to write you a note, not of appreciation but of concern for the future of the organization. Not sure if you have noticed but the business environment has changed dramatically over the past year or so. I am feeling some of the most unprecedented market pressures that have come my way in decades. We need to increase our levels of innovation while at the same time reducing the costs from the operational units. We expect change, invite change, and need new paradigms in order to not only survive but prosper in the coming years.

I appreciate that you are spending so much time discussing what is 2.0 and what it is not. That being said, I need help now not when you figure the full boundaries of your open society. We now have more tools than a Swiss Army Knife and like all new innovations consolidation will occur but that takes time. Unfortunately, time is not something I have a lot of. Don't assume that because I understand Web 2.0 that I have a full comprehension of Enterprise 2.0. And, neither should you. You seem to have nailed the technical aspects down but you're missing or ignoring the most important aspects of this change. My business imperatives are simple: globalization, information management, innovation, speed, ROI, cost transformation, and survival. So when you come to my leader's office, please be prepared to answer a few questions:

• How can I integrate these tools within my environment and address my imperatives?
• What do I need to do for my people? Training? Education? Transformation?
• What services can be added to the tools to serve my business needs?
• What solutions can you bring to table to have an immediate impact to my productivity?
• How do I convince my business managers to replace their current processes with you?
• How can I measure success and how will I know that I am heading down the right path?
• What patterns, templates, and success stories do you have to show me?

I have an enterprise full of people that claim to understand Web 2.0. What I need from you is the implication of 2.0 to my business model. My door is wide open and I am waiting for you,

Sincerely,

The Business

Like the vision of that perfect mate, we all have this ideal vision of Enterprise 2.0. We take the best perceptions of success and imagine our organization fitting into that mold exactly. We see some 2.0 CEO flying in and laying the foundation of Enterprise 2.0 at our feet. Information Technology delivers the perfect collection of Web 2.0 tools and places them at our finger tips where business value has been waiting for years to emerge. It reminds me of the Christmas Story, where the little boy imagines himself as this great sharp shooter that saves the town from the evil bandits. When in reality, Enterprise 2.0 is more like the "Leg Lamp"; messy, crazy, unpredictable, and risky to say the least.

For the vast majority of implementations, the Enterprise 2.0 effort will begin with a spark or an idea where someone takes a risk. Maybe the infrastructure is funded but someone has to step up and take that first step. After that person gets shot in the back, reprimanded, or fired then another person has to take the reins. I admire the work of Luis Suarez and Scott Gavin, for they are some of the few that survived and became industry leading voices. But the death trail of failed voices cannot be overlooked. Despite this view of organizations just waiting for Enterprise 2.0, most have done business profitably for years without them. How much courage does it take for someone to start an internal blog when their management see little or no value? Would you ask 5 levels above you permission to post a few ideas or your own? Do you have the onions to step out into a field of conversation that could determine your next career step; up or down?

It easy for us on the outside to say just do it! Take a risk and you will be rewarded but those successes are few are far between. The point of this post is to recognize those that try and take that giant leap. They are willing to gamble their career on a communication medium and the ideals of those of us on the outside. Much in the same way, people with MBA's think they know how to run a company. We assume that all Enterprise 2.0 implementations are simply a case study. Add a few best practices and what emerges is Collaboration success. This is clearly a pipe dream and fails to recognize the challenges, risks, and hurdles that must be overcome by those within the company walls. Take the time to thank you few that take the risks and contribute to your Enterprise 2.0 effort. You can take all of the value from the vendor and consultants and it won't even come close to value contributed by those early adopters.