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Enterprise 2.0: Collaboration and Knowledge Management Renaissance
A Burton Group Report by Mike Gotta
www.burtongroup.com
Abstract
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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