I have begun to explore Ross Dawson’s new book, Implementing Enterprise 2.0. It organized around a useful Enterprise 2.0 Implementation Framework. One of the things I first noticed was the relatively low-key role of technology. This is a good thing. The four main components going from upper left clockwise are: Understanding Drivers, Creating Enabling Frameworks, Supporting Initiatives, and Driving Adoption and Value. It is an iterative process where you go forward by continuous loops around the framework.

Ross writes that, “some will begin in the upper left domain of Understanding Drivers, by understanding the drivers.” I would add that this is the best place to begin. However since many Enterprise 2.0 efforts have a grass roots beginning it is best to acknowledge this as he writes, “others will start in the lower right domain of Supporting Initiatives by identifying and supporting existing initiatives that people have begun of their own initiative.” Nowhere do you begin with the technology, although you might assess and support ongoing efforts that started this way before you applied the framework. Part of this Supporting Initiatives process is the identification and support of champions, as well as gaining and leveraging senior executive involvement.

Ross adds that much of the ongoing work is in the Driving Adoption and Value phase. Many organizations have experienced that what seems like highly promising initiatives but failed to gain traction. He adds, “traditional approaches to user adoption, culture change, and internal communication are useful, but need to be adapted for Enterprise 2.0.” I would guess that those efforts which started with the technology rather than Ross’s Understanding Drivers phase are strong candidates for the failure group unless a focused effort such as Ross describes in the Supporting Initiatives phase is implemented and provided they also address real business drivers,

I have seen many similar frameworks for new technology over the past twenty plus years. This is a good one and it focuses more on business drivers and organizational change issues. This is part of the adaption of the traditional implementation approaches for Enterprise 2.0. The other big change I see is the experimental nature. There is a paradox here. While the focus should not be on technology, the tools do take us to some unforeseen places and we need to be open to this. There is ample room for that discovery and refinement in this framework.

After going into useful detail on the components of the framework, there is a section on the implications for HR and IT. IT may move to a role of stewart, advisor, and facilitator. This is good advice. Ross also adds that the rise of Enterprise 2.0 increases the interdependence of IT and other support and business units. I would agree. Enterprise 2.0 provides greater tools for connecting people. HR needs to take advantage of this is all aspects of what they do. The final section covers the technology options, which is a good place for it.

Ross concludes that in the spirit of Enterprise 2.0, he plans to continue to refine the book. I think he is off to a good start and will be interested to see how it evolves.