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	<title>Comments on: The Phrase Enterprise 2.0 Is a Problem</title>
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	<link>http://www.leveragingideas.com/2008/02/20/phrase-enterpirse-20-is-problem/</link>
	<description>Ideation on economics, media, venture capital and startups</description>
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		<title>By: Julian Bradder</title>
		<link>http://www.leveragingideas.com/2008/02/20/phrase-enterpirse-20-is-problem/comment-page-1/#comment-87664</link>
		<dc:creator>Julian Bradder</dc:creator>
		<pubDate>Tue, 18 Aug 2009 18:59:09 +0000</pubDate>
		<guid isPermaLink="false">http://www.leveragingideas.com/2008/02/20/the-political-metaphor-that-is-enterprise-software/#comment-87664</guid>
		<description>This is an interesting angle and I am interested in your comment about the 9-5 model. I haven&#039;t done that for years - it&#039;s more like 6 - midnight now!&lt;br&gt;&lt;br&gt;What interests me is the effect that his is going to have on the overall workforce. Now with so many of us having niche skills, are we not better integrating into &#039;workstreams&#039; that may serve many companies - thus Person A becomes the go-to resource for a particular skill requirement across a number of companies. Sociologically is the notion of the big enterprise going to dissapear, drawing skills based on relevance and timeliness. &lt;br&gt;&lt;br&gt;We longer need to move and work in this big vertically aligned way - I can help every company in my niche, so why not support them all. It lowers overall cost, removes latency in the workforce and keeps me interested. Perhaps even the days of the 3 month / 6 month contract may begin to erode? &lt;br&gt;&lt;br&gt;Interesting times.</description>
		<content:encoded><![CDATA[<p>This is an interesting angle and I am interested in your comment about the 9-5 model. I haven&#39;t done that for years &#8211; it&#39;s more like 6 &#8211; midnight now!</p>
<p>What interests me is the effect that his is going to have on the overall workforce. Now with so many of us having niche skills, are we not better integrating into &#39;workstreams&#39; that may serve many companies &#8211; thus Person A becomes the go-to resource for a particular skill requirement across a number of companies. Sociologically is the notion of the big enterprise going to dissapear, drawing skills based on relevance and timeliness. </p>
<p>We longer need to move and work in this big vertically aligned way &#8211; I can help every company in my niche, so why not support them all. It lowers overall cost, removes latency in the workforce and keeps me interested. Perhaps even the days of the 3 month / 6 month contract may begin to erode? </p>
<p>Interesting times.</p>
]]></content:encoded>
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		<title>By: Julian Bradder</title>
		<link>http://www.leveragingideas.com/2008/02/20/phrase-enterpirse-20-is-problem/comment-page-1/#comment-87140</link>
		<dc:creator>Julian Bradder</dc:creator>
		<pubDate>Tue, 18 Aug 2009 14:59:09 +0000</pubDate>
		<guid isPermaLink="false">http://www.leveragingideas.com/2008/02/20/the-political-metaphor-that-is-enterprise-software/#comment-87140</guid>
		<description>This is an interesting angle and I am interested in your comment about the 9-5 model. I haven&#039;t done that for years - it&#039;s more like 6 - midnight now!&lt;br&gt;&lt;br&gt;What interests me is the effect that his is going to have on the overall workforce. Now with so many of us having niche skills, are we not better integrating into &#039;workstreams&#039; that may serve many companies - thus Person A becomes the go-to resource for a particular skill requirement across a number of companies. Sociologically is the notion of the big enterprise going to dissapear, drawing skills based on relevance and timeliness. &lt;br&gt;&lt;br&gt;We longer need to move and work in this big vertically aligned way - I can help every company in my niche, so why not support them all. It lowers overall cost, removes latency in the workforce and keeps me interested. Perhaps even the days of the 3 month / 6 month contract may begin to erode? &lt;br&gt;&lt;br&gt;Interesting times.</description>
		<content:encoded><![CDATA[<p>This is an interesting angle and I am interested in your comment about the 9-5 model. I haven&#39;t done that for years &#8211; it&#39;s more like 6 &#8211; midnight now!</p>
<p>What interests me is the effect that his is going to have on the overall workforce. Now with so many of us having niche skills, are we not better integrating into &#39;workstreams&#39; that may serve many companies &#8211; thus Person A becomes the go-to resource for a particular skill requirement across a number of companies. Sociologically is the notion of the big enterprise going to dissapear, drawing skills based on relevance and timeliness. </p>
<p>We longer need to move and work in this big vertically aligned way &#8211; I can help every company in my niche, so why not support them all. It lowers overall cost, removes latency in the workforce and keeps me interested. Perhaps even the days of the 3 month / 6 month contract may begin to erode? </p>
<p>Interesting times.</p>
]]></content:encoded>
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	<item>
		<title>By: The Workstreamr Blog &#187; Blog Archive &#187; The Political Metaphor That Is Enterprise Software</title>
		<link>http://www.leveragingideas.com/2008/02/20/phrase-enterpirse-20-is-problem/comment-page-1/#comment-27307</link>
		<dc:creator>The Workstreamr Blog &#187; Blog Archive &#187; The Political Metaphor That Is Enterprise Software</dc:creator>
		<pubDate>Mon, 17 Mar 2008 04:13:41 +0000</pubDate>
		<guid isPermaLink="false">http://www.leveragingideas.com/2008/02/20/the-political-metaphor-that-is-enterprise-software/#comment-27307</guid>
		<description>[...] the original post, click here   Posted in Work Culture &#124;     Leave a [...]</description>
		<content:encoded><![CDATA[<p>[...] the original post, click here   Posted in Work Culture |     Leave a [...]</p>
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		<title>By: Leveraging Ideas &#187; It Could Be Called вЂ?Enterprising 2.0вЂ™: Sam Huleatt - Social Media, Venture Capital and Startup Architecture Blog</title>
		<link>http://www.leveragingideas.com/2008/02/20/phrase-enterpirse-20-is-problem/comment-page-1/#comment-25189</link>
		<dc:creator>Leveraging Ideas &#187; It Could Be Called вЂ?Enterprising 2.0вЂ™: Sam Huleatt - Social Media, Venture Capital and Startup Architecture Blog</dc:creator>
		<pubDate>Fri, 22 Feb 2008 05:58:57 +0000</pubDate>
		<guid isPermaLink="false">http://www.leveragingideas.com/2008/02/20/the-political-metaphor-that-is-enterprise-software/#comment-25189</guid>
		<description>[...] sfHover = function() { var sfEls = document.getElementById(&quot;nav&quot;).getElementsByTagName(&quot;LI&quot;); for (var i=0; i Sphere: Related Content   Add to: document.write(&quot;Del.icio.us&quot;) &#124; Digg it &#124; Reddit &#124; Slashdot   var disqus_url = &#039;http://www.leveragingideas.com/2008/02/21/it-could-be-called-%e2%80%98enterprising-20%e2%80%99/ &#039;; var disqus_title = &#039;It Could Be Called вЂ?Enterprising 2.0вЂ™&#039;; var disqus_message = &#039;%0ALast month the Wall Street Journal compiled a list of seven common activities technology is helping to transform. Notably absent was вЂ?how we work.вЂ™%0AMy last post discussed why I feel the phrase Enterprise 2.0 is not the best one to represent the next generation of enterprise software. I arrive at this conclusion based in the fact that work culture is fundamentally changing. As a result of these changes, the next wave of software innovations cannot simply be вЂ?additionsвЂ™ to already existing architectures. Maybe this would be fine if we were in a maturing industry; but we are not. Thus, our next software innovations must utilize new architectures that are specifically designed to address our new era. Likewise, the terminology we use to define new software should reflect such changes.%0ASo what exactly is going on? %0AOne of the biggest changes I see (and that Stowe loves to talk about) is a movement away from the notion of hierarchical вЂ?enterprises.вЂ™ There is a shift from large corporate-shells to individual вЂ?enterprisingвЂ™ individuals. Thanks to technology and globalization, power is shifting away from large corporate structures and returning to individuals. More and more, itвЂ™s about niche specializations, not generalists. We see this manifest itself in an increasing number of freelancers and consultants. In the United States alone there are 42 million independent workers; 30% of the entire labor force. We are now in a project economy where the creative class is flourishing thanks in large part to lowered barriers to entrepreneurship brought about by advances in technology and the internet.%0ANext, people are coming to understand that work is improved when it is вЂ?social.вЂ™ We all know the role of swarm theory in nature. Swarm theory comes into play with power participation laws, collective intelligence and wisdom of the crowds. The social also feeds entrepreneurship and innovation. Just this week the New York Times suggested that freelancers excel when in a social environment. On top of this, there is also a blurring of work/life boundaries for young workers. While millenials expect longer hours they also expect social interactions at work -- and the tools to allow them.%0AMike Gotta of Collaborative Thinking sums it all up perfectly:%0AThe вЂњsocial enterpriseвЂќ (e.g., Enterprise 2.0), reflects a desire to transform organizations governed by industrial-age management practices. Establishing a more participatory culture across internal and external stakeholders is essential for enabling the level of workforce agility and resiliency necessary for organizations to continuously innovate and grow. %0AClosely related to the ideas of вЂ?enterprising individualsвЂ™ and the вЂ?socialвЂ™ is the role of presence. While people may be working collaboratively and with specialists, itвЂ™s often not face-to-face. Technology has empowered us to be able to find and hire the best talent вЂ“ no matter where in the world it exists. Collaboration is now geographically dispersed. Outsourcing and offshoring is increasingly common, and not necessarily related to cost-savings. Similarly, millenials are demanding the ability to work from home, allowing for better flexibility and work/life balance. These changes must all be reflected in new enterprise software, especially as the mindset shifts away from the necessity of physical spaces and presence.%0AFinally, I think there is a healthy shift away from talking about вЂ?productivity increasesвЂ™ and instead talking about вЂ?quality increases.вЂ™ ROI is obviously important, but as younger people work longer hours and more commonly have niche specialties, I believe they also take more pride in what they do. ItвЂ™s not about getting it done faster; itвЂ™s about getting it done better.%0AWhile there are undoubtedly more changes occurring (multi tasking for example), these are some of the most significant I recognize and which I believe Workstreamr will begin to address.%0A%0ASphere: Related Content%0A&#039;;   View the entire comment thread. &#171; The Political Metaphor That Is Enterprise Software [...]</description>
		<content:encoded><![CDATA[<p>[...] sfHover = function() { var sfEls = document.getElementById(&#8220;nav&#8221;).getElementsByTagName(&#8220;LI&#8221;); for (var i=0; i Sphere: Related Content   Add to: document.write(&#8220;Del.icio.us&#8221;) | Digg it | Reddit | Slashdot   var disqus_url = &#8216;<a href="http://www.leveragingideas.com/2008/02/21/it-could-be-called-%e2%80%98enterprising-20%e2%80%99/" rel="nofollow">http://www.leveragingideas.com/2008/02/21/it-could-be-called-%e2%80%98enterprising-20%e2%80%99/</a> &#8216;; var disqus_title = &#8216;It Could Be Called вЂ?Enterprising 2.0вЂ™&#8217;; var disqus_message = &#8216;%0ALast month the Wall Street Journal compiled a list of seven common activities technology is helping to transform. Notably absent was вЂ?how we work.вЂ™%0AMy last post discussed why I feel the phrase Enterprise 2.0 is not the best one to represent the next generation of enterprise software. I arrive at this conclusion based in the fact that work culture is fundamentally changing. As a result of these changes, the next wave of software innovations cannot simply be вЂ?additionsвЂ™ to already existing architectures. Maybe this would be fine if we were in a maturing industry; but we are not. Thus, our next software innovations must utilize new architectures that are specifically designed to address our new era. Likewise, the terminology we use to define new software should reflect such changes.%0ASo what exactly is going on? %0AOne of the biggest changes I see (and that Stowe loves to talk about) is a movement away from the notion of hierarchical вЂ?enterprises.вЂ™ There is a shift from large corporate-shells to individual вЂ?enterprisingвЂ™ individuals. Thanks to technology and globalization, power is shifting away from large corporate structures and returning to individuals. More and more, itвЂ™s about niche specializations, not generalists. We see this manifest itself in an increasing number of freelancers and consultants. In the United States alone there are 42 million independent workers; 30% of the entire labor force. We are now in a project economy where the creative class is flourishing thanks in large part to lowered barriers to entrepreneurship brought about by advances in technology and the internet.%0ANext, people are coming to understand that work is improved when it is вЂ?social.вЂ™ We all know the role of swarm theory in nature. Swarm theory comes into play with power participation laws, collective intelligence and wisdom of the crowds. The social also feeds entrepreneurship and innovation. Just this week the New York Times suggested that freelancers excel when in a social environment. On top of this, there is also a blurring of work/life boundaries for young workers. While millenials expect longer hours they also expect social interactions at work &#8212; and the tools to allow them.%0AMike Gotta of Collaborative Thinking sums it all up perfectly:%0AThe вЂњsocial enterpriseвЂќ (e.g., Enterprise 2.0), reflects a desire to transform organizations governed by industrial-age management practices. Establishing a more participatory culture across internal and external stakeholders is essential for enabling the level of workforce agility and resiliency necessary for organizations to continuously innovate and grow. %0AClosely related to the ideas of вЂ?enterprising individualsвЂ™ and the вЂ?socialвЂ™ is the role of presence. While people may be working collaboratively and with specialists, itвЂ™s often not face-to-face. Technology has empowered us to be able to find and hire the best talent вЂ“ no matter where in the world it exists. Collaboration is now geographically dispersed. Outsourcing and offshoring is increasingly common, and not necessarily related to cost-savings. Similarly, millenials are demanding the ability to work from home, allowing for better flexibility and work/life balance. These changes must all be reflected in new enterprise software, especially as the mindset shifts away from the necessity of physical spaces and presence.%0AFinally, I think there is a healthy shift away from talking about вЂ?productivity increasesвЂ™ and instead talking about вЂ?quality increases.вЂ™ ROI is obviously important, but as younger people work longer hours and more commonly have niche specialties, I believe they also take more pride in what they do. ItвЂ™s not about getting it done faster; itвЂ™s about getting it done better.%0AWhile there are undoubtedly more changes occurring (multi tasking for example), these are some of the most significant I recognize and which I believe Workstreamr will begin to address.%0A%0ASphere: Related Content%0A&#8217;;   View the entire comment thread. &laquo; The Political Metaphor That Is Enterprise Software [...]</p>
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