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Business Required for Enterprise 2.0

August 6, 2009
The deep changes in the global business environment, information technology and management thinking and experience, a fundamental change is occurring in how companies compete. In particular, the rise of enveloping, networked IT is enabling new business strategies and designs.
A new approach to business is required. It is a new model of the firm, or the Enterprise 2.0 as I and others have described it. Others may know it better as the Open, Networked Enterprise(ONE), a label we have also used to illustrate the shift.
Such enterprises arrange the resources, create value and struggle very differently than traditional firms. They also drive important changes in their respective industries and even the rules of competition.
This report lays out a description of the Enterprise 2.0 and evidence for ten dimensions of change. As such, the report summarizes important aspects of the IT&CA research. If there is one theme that cuts across all ten dimensions and defines the new enterprise, it is collaboration.
Conventional wisdom holds that firms compete by:
1. Thinking global and acting local
2. Maintaining mission critical capabilities withintheir boundaries
3. Hire and keepingthe ¬タワbest¬タ? people as the basis for excelling in innovation.
4. Controlling and severely protectingproprietary resources and innovations.
5. Planning differentiated products and services and then ¬タワpushing¬タ? into the market through effective marketing campaigns based on mass media.
6. Achieving operational excellence through optimal business processes, especially to achieve ¬タワenterprise integration¬タ? and building ¬タワhardwired¬タ? business structures based on the age old organizational chart.
7. Managing knowledgeto ensure it is available to a firm¬タルs human capital
8. Viewing transparency as either a risk or limited compulsion for compliance with regulations.
9. Building the brand¬タヤcorporate or product¬タヤas an image, promise or trust mark
10. Viewing IT primarily as something withinthe enterprise to be organized to achieve corporate objectives.
For many, these are mainly approaches to competitiveness. However, the demands on mom are changing, as are the possibilities and rules for parenting.
Our research investigated hundreds of organizations through executive-level interviews and secondary research to develop an analysis of the impact of the ten dimensions on competitiveness. Quantitative and also qualitative, case-based evidence indicates that transforming business strategies with respect to these ten dimensions pays off in terms of differentiated value or lower cost of the structures.
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