Reading Andrew Mcafee’s Thoughts at the End of the Year enterprise 2.0 collaboration http://andrewmcafee.org/2009/12/2009-year-end-thoughts/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A AndrewMcafeesBlog %28Andrew McAfee%27s Blog%29

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Looking at Andrew Mcafee: How are the tools & philosophies of Web 2.0 making their way into (traditional) organizations? 2009/12/07 http://ping.fm/xHxNE

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In my recent post about Andrew McAfee Enterprise 2.0 I referred to the practice of demanding a sound business case of any innovation initiative  and how McAfee (supported by Robert Kaplan) deals with this requirement. This recent posts reflects also on return on investment myth.

Found at http://chieftech.com.au/the-enterprise-it-return-on-investment-myth-a

Read more at http://chieftech.com.au/the-enterprise-it-return-on-investment-myth-a

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For me, as a manager of a large customer contact center, knowledge management, collaboration, sharing facts and statuses  is essential to operate in a successful, efficient and effective way. That is the essence of Enterprise 2.0. And Enterprise 2.0 is also the title of Andrew McAfee latest book.

Whether you are an novice in the Enterprise 2.0 world or already a seasoned veteran, this book is an essential read for you. Andrew McAfee’s book has some excellent concepts that can be used to help bring social tools or collaboration into the enterprise (or organization).

The book has into two parts with the first dealing  Enterprise 2.0 tools/techniques and the last part  discussing how to adapt your enterprise successfully in order to utilize social tools.

Part 1 provided for me an overview of the tools and techniques of Enterprise 2.0 as well as some real-world case studies of companies that have implemented Web 2.0 platforms. Connecting of the various outlined concepts was the eye-opener for me.

Part 2 is excellent.  This is the stuff that anyone in a management, leadership or professional role  must read, connect to and act accordingly.

In his book, Mcafee has attempted to bring case four case studies and prior research together with his own work on the topic. I really liked the references to the findings of Roland Burt, Morten Hansen, Nancy M Dixon and Robert Kaplan. The context outlined by Mr. McAfee enables me – being merely an operational manager – to connect and start acting.

The author outlines his beliefs why there is a convincing rationale for enterprise 2.o and the approach to adopt it.

In my working environment I see more and more organizations denying the need of additional investing in systems and approaches (maintaining a status quo that is  very often established around the millenium).

The book challenges the theoretical and working assumptions of acting in that way but also argues why this kind of behavior will exist.  Andrew McAfee references to Chris Argyris Model 1 and Model 2 theory and the need for a shift. And that need to change has increased – in my opinion – after the financial meltdown of 09/2008.

Enterprise 2.0 concepts become – in my opinion – an important area of focus for many organizations in order to be successful in today’s business environment. However, many companies – or even better the leadership and management – are reluctant to undertake new initiatives.

There are undoubtedly many reasons for this; however, foremost amongst them is related to the difficulty in establishing a sound business case and justification for this type of an undertaking. It is great a  read how Andrew Mcafee solves this often irrational business requirement. The wordings on page 187 will stimulate me to discuss the rationale of business cases for every innovative infrastructure program.  Andy refers to Robert Kaplan’ s book Strategy Maps.  The difficulty in establishing a business case for Enterprise 2.0 is really an issue of cause and effect, and often stems from the fact that, since these processes are intangible, there is no direct link from an asset  to a demonstrable business outcome.

The book ends with outlining  strategies for using social tools within the enterprise. When you prefer reading capita select of this book make, sure you read the Six Organizational Strategies starting on page 179. Excellent in wordings.

Thanks to Eric Brown, who inspired me in writing this review!

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Somewhere in the early seventies a Boston band called the Modern Lovers made a seminal album (produced by John Cale of Velvet Underground fame). Tracks on the albums were named old world and another new world, as far as i can remember. The album stretched the era between 1969 and the pre-punk era. Funy to realise this when one reads this heading. Seems that we are in a similar transition era again

http://smlxtralarge.com/2009/12/10/old-world-new-world-the-journey-to-enterprise-2-0

December 10th, 2009

Andrew McAfee is a principal research scientist at the Center for Digital Business at MIT and recently wrote an article in the Financial Times, I would like to quote Andrew from the article but I can’t,

Copyright The Financial Times Limited 2009. You may share using our article tools. Please don’t cut articles from FT.com and redistribute by email or post to the web.

So I can share the article using lots and lots of tools but…. where is fair use in this? Anyway, I digress…

So I shall paraphrase, McAfee, says that E2.0 tools dramatically increase productivity inside organisations. Increases were measured from 20% to as much as 35%.

To be continued at http://smlxtralarge.com/2009/12/10/old-world-new-world-the-journey-to-enterprise-2-0

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Look at http://www.seekomega.com/2009/12/10-best-enterprise-20-videos-and.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+SeekOmega+%28Seek+Omega%29

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I’m reading the book “ENTERPRISE 2.0 BY ANDREW McAFEE”. I am a previewer in some Korean publishing company. They sometimes ask me about what book deserved to translated to Korean.

Yesterday i got the book for a preview. Actually i was waiting for the book. Andrew Mcafee is professor in Havard business school who is one of most famous people in E2.0 world.

As i thought the book looks great, it introduced case study and reason why we need E2.0 and introduction of E2.0 , success strategy etc.

I’m reading this book with excitement.

Looking at Jim Caddell’s Video Review of Andrew McAfee Enterprise 2.0 http://ping.fm/hB7Pp

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Here’s a link to a great article by Andrew Mcafee from HBR Voices.

This article really got me excited, and I have a lot of things to say about it. Hopefully I can cram it all in here.

I completely agree with Andrew that content is no longer limited to that produced by a company. Consumers have found an easy way to express themselves through the means of social media. Hence, Andrew’s argument about it being an illusion to control  conversations about your brand holds good. While I don’t disagree with Andrew, I do think there are other ways to control brand conversations in the web 2.0 era. So I’m going to take a crack at explaining how one could actually not only control what people say about a brand but also influence it, in a positive way!

1. Understand your consumers’ subculture – their behaviour, identify key influencers and study them. Remember in school when you always looked up to the kid who was awesome at sports and always had the cutest girl in class as his girlfriend (I did!). Your brand needs to be him! (Apologies for a very male driven analogy…but school was hard!)

2. Once you’ve nailed down your brand’s essence, stay true to it….no matter what! When your consumers see you acting a certain way, using a certain vocabulary and behaving a certain way – they will choose to follow you, thereby becoming brand ambassadors.

3. Finally, be a brand asshole!

Think that your brand is the best in the world and that you know more about it than anyone else on this planet. This confidence will help ensure that only you (or your company’s key spokesperson) are taken seriously when it comes to news about the brand/product.

Think Steve Jobs (man, I was trying to avoid Apple’s example for once…but it always catches up to you!).

So, imagine you are a sales manager. You walk into your office and you find all of your team ‘messing about’ with social networking sites. What would your reaction be? I have managed sales teams and managed sales managers and I guess that my historic reaction would have been pretty much unprintable.

I know why too. Social networking has very much been seen as, well, social. Not very business-like. A bit matey.

The world is changing and changing rapidly but are opinions at the coal-face of the business world also changing? Whether in the board room, or often and more importantly in the IT Department, resistance to networking is huge. In my ‘other life’ I do a huge amount of work with organisations in the UK public sector whose IT teams routinely block access to social networks as quickly as they find them. They are after all potential sources of security leaks. And in the public sector, if un-policed, I 100% agree with that premise. I know from a lot of talking and research that this is pretty much the case with large corporates too. There is a perception that social networking is not work and is potentially damaging.

Is Social CRM an answer? I am not going to attempt to define it here because there are so many conflicting and overlapping views about what it is but it seems pretty clear that most people are happy that it is the addition of social elements to CRM or indeed the application of CRM toolsets and practices to large social networks.

The burgeoning world of Business Networking and Social CRM can be seen to be part of what Andrew Mcafee of MIT calls Enterprise 2.0.   Andrew writes in his blog “Enterprise 2.0 is a Crock: Discuss”,

‘… E2.0 is not an unstoppable force. All a company has to do is wipe ESSPs off its servers and block them at the firewall, and no Enterprise 2.0 will take place. And will that shortsightedness drive the company out of business in six months or a year? Almost certainly not.’

So should this worry those of us who espouse the openess of networking and the clear and present value of the huge amount of information and, wait for it, SALES LEADS? Well there is an argument that it should however, it will become pretty clear, pretty quickly that whilst businesses don’t go out of business within six months that those people within the corporate brick walls (as opposed to firewalls) that things are changing and so must they. The very clever ones will, I hope, start to look right now at the advantages they can get by using social networking to truly drive business.

Now there’s an interesting slant on networking. What if, instead of surfing around hoping that your sales team come across something interesting, that those leads come straight to them, through the very tools that scare the suits and the geeks! That might just be the compelling event that turns the tide against social networking in corporate environments and opens up the doors to the true potential of the social web.

If Andrew Mcafee can coin the term Enterprise 2.0 then perhaps I should enumerate my ideas as SOMETHING 2.0 but the reality is, nothing here is new, sales professionals have always used the tools available to them to do their job. It doesn’t really matter what you use, selling is selling. Your must have a need and must have a budget. As a sales professional the task is to find those with needs and to provide a value proposition.

I truly believe that there are some times in business which are era defining. Those defining times are most often technology driven and whilst technology won’t get a sales guy to ask for business, business cannot run without people buying and selling and social networking and Social CRM will only help that.

At WeCanDo.BIZ we have some fascinating launches coming over the next week or two which we know will make the garnering of sales leads so much easier. Taking real needs directly from the social web straight into our Social CRM system, WeCanDoCRM and creating real leads at the click of your mouse.

I hope you join us in what could be a very, very exciting journey.
:: :: :: :: :: :: :: :: :: :: ::

Found at http://www.gilyehuda.com/enterprise-20/review-for-andrew-mcafees-enterprise-2-0-book

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Found at http://www.cmswatch.com/Trends/1730-E2conf-wrap-up

06-Nov-2009

The (excellent) Enterprise 2.0 Conference concluded yesterday in San Francisco. Here are some thoughts on several of the key issues bandied about, including ROI, adoption, usability, SharePoint, and the evolving industry.

My first observation is that the conference vibe was much more practical, and much less like a religious revival meeting than previous Enterprise 2.0 events. Some gurus complained about a lack of passion and energy, but I think Andrew McAfee set a great tone in his keynote when he exhorted the audience to replace liberation theology with more realistic goals.

There was much discussion about creating business cases, and ROI in particular. Like many information management projects, demonstrating a financial return on social computing investments can be a fraught (and sometimes fake) exercise. Of course, that doesn’t mean there isn’t a true business case. When enterprises are successful at collaboration or social networking, usually it started with a leap of faith. However, to see what your CFO thinks of faith-based initiatives, read about this illuminating panel discussion. CFOs are right to ask for tight program management, business sponsorship, and real deliverables.

Which brings me to the next big theme: adoption. Many enterprises are struggling with employee adoption of social tools. So, this prompts me to ask — perhaps unfairly — what about the whole idea of “emergence”? Aren’t these tools so cool, so fun, so essential to modern work, that they will sweep through the enterprise in a groundswell held back only by your troglodyte executives? It turns out that many social computing efforts are actually championed by C-level executives. This led several observers at the conference to blame power-hoarding middle managers for poor adoption. Maybe that’s the case in some enterprises, but as a generalization it feels trite to me.

In fact, this whole debate reminds me of all the talk circa 2004 about getting better Intranet adoption. Enterprises had invested in pricey portal systems that employees rarely bothered to visit. Intranet managers learned over time to provide useful services that ease employees’ daily tasks. Often what employees really wanted was a single simple application, like an online org chart. There’s a lesson there.

I have another theory about the adoption conundrum: many of these tools (especially the big combo suites and platforms) are simply too hard to use. Social software vendors high on their own fumes claim their products can be adopted “without training.” That’s bunk. Our evaluation research finds usability varying widely among the products, with unexpectedly high requirements for employee training across the board. We also see a broad trend towards more complex, dashboard-style interfaces that appeal to information addicts like me (and maybe you), yet frequently induce vertigo in normal people.

The other big topic, of course, was SharePoint. This crowd was a bit more skeptical about SP2010 than I might have guessed. It turns out that many community and collaboration managers felt burned by SP2007, and they’re cautious. At the same time, some of the larger and more successful case studies can point to SharePoint as the underlying platform — albeit always heavily customized.

Speaking of customization, I’ll end on a positive note. The services community around social/collaborative computing appears to be evolving at a healthy rate. It’s still dominated by indie evangelists, but a broader consulting ecosystem is slowly developing. Companies range from boutique advisory firms who can help with key business issues, to small and large integrators with growing experience implementing complex systems. In other words, this is becoming a more “normal” technology space. This also means that social software vendors are going to have to learn how to run effective channel programs. Today, many vendors are quietly making very good coin providing “adoption” consulting and other non-technical services to customers at a time when I’d rather see them focus more on improving the scalability of their technology. Anyway, for you the customer, a maturing ecosystem is very good news.

- Submitted by: Tony Byrne, Analyst -

Read more at http://www.cmswatch.com/Trends/1730-E2conf-wrap-up

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Found at http://blog.social-advantage.com/2009/11/andrew-mcafee-enterprise-20-book.html

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Começou hoje a Enterprise 2.0 Conference, em San Francisco (EUA).  (Para quem quiser acompanhar no Twitter @rodrigocvc, a hashtag é #e2conf). Trata-se de um encontro sobre a chamada Empresa 2.0, já na 4ª edição, em que os painelistas apresentam e discutem com a plateia o que de melhor está acontecendo nesse mundo. O conceito ainda é novo, surgiu com um paper de Andrew McAfee, professor de Harvard, chamado “Enterprise 2.0: The dawn of emergent collaboration”. Nele, McAfee mostra que as empresas estão tentando entender as grandes mudanças que estão acontecendo. A principal delas, mais evidente, é que a maneira de fazer negócios está passando do controle das instituições para o controle dos consumidores. Esse conceito foi o tema central do workshop de Dion Henchcliffe, da Henchcliffe & Co, um dos pioneiros no estudo e na implementação dessas ferramentas. O ambiente que possibilitou o surgimento dessa prática de negócios é formado pelos seguintes itens:

• Crescente criação de valor por parte das redes;
• Controle cada vez menor dos executivos sobre seus próprios negócios;
• Mudanças nos conceitos de propriedade intelectual impactando as formas de fazer negócios;
• Aumento na transparência e abertura dos negócios;
• Revisão na atuação das cadeias de fornecedores em relação ao negócio, dos processos de criação baseados em comunidades e nos próprios relacionamentos.

São mudanças dramáticas que impactam profundamente na maneira de fazer negócios. Selecionei abaixo algumas questões/reflexões que dão pano para manga e servem para levantar os principais desafios de implementação.

1. Como garantir que todos estejam a bordo?
2. O custo real é o do tempo das pessoas. Às vezes, o custo para implementar em software pode ser baixo ou mesmo zero se for um programa aberto.
3. A maior dificuldade é a mudança cultural. É um problema de pessoas, e não tecnológico. Um dos tweets sobre a conferência foi preciso: “É uma questão de sociologia, e não de tecnologia.”
4. A rede é o grande lugar para se estar hoje. É onde estão os consumidores, competidores, colaboradores, idéias e inovação. Em contrapartida, existem poucas estratégias de sucesso comprovadas. Ou seja, é o lugar ideal para inovação, experimentação que trará frutos positivos para os pioneiros. 
5. O conceito de Empresa 2.0 precisa se adaptar ao ambiente e não o contrário.

Ao final Hinchcliffe apresentou um checklist, baseado na experiência dele, com premissas para implementar estratégias bem-sucedidas de Empresa 2.0. Ele chamou de F.L.A.T.N.E.S.S.E.S., que explico a seguir:

Freeform (Forma livre) – são necessários softwares facilmente adaptáveis para uso das empresas, apoiados no conceito de Open Source (código aberto, como Linux e Open Office, similar ao Microsoft Office), totalmente reprogramáveis.

Links – é preciso conectar as pessoas e o dar sentido, possibilidades e associações ao conteúdo para alavancar o potencial da informação.

Authorship (Autoria)– é preciso dar acesso total a todos os colaboradores para que façam parte do jogo

Tagging (Classificação) – considerado menor por alguns, o conceito de classificação ajuda a organizar o conteúdo, expandindo as possibilidades e facilitando o acesso ao conteúdo.

Network oriented (orientado para redes) – utilização de pequenos módulos baseados na rede, reusáveis e facilmente conectáveis

Extensions – uso de extensões para ampliar o alcance do conhecimento, identificando padrões e atividades dos usuários

Search – tratar de forma séria a busca para ampliar as possibilidade de descoberta e reuso da informações, aumentando as possibilidades de retorno do investimento

Social – proporcionar um ambiente não-hierárquico e transparente

Emergence (emergência) – estar atento ao ambiente altamente dinâmico e sujeito a adaptações constantes de rota

Signals – o conteúdo precisa chegar para as pessoas de forma estruturada, como notificações por e-mails, lista de atividades no site, páginas customizáveis etc.

Esse é o contexto, o que se aprendeu até agora. Como pano de fundo, ficou uma grande questão ainda não foi resolvida: qual o retorno sobre o investimento (ROI)? Segundo Hinchcliffe, os custos desses projetos tendem a ser menores que os ‘esforços clássicos de TI”. A lógica para justificar a adoção dos conceitos de Empresa 2.0 é a seguinte: se o investimento é baixo, o retorno é mais fácil de ser atingido. A grande pergunta é: como conseguir esse retorno?

Acho que esse, depois do desafio de implementar e garantir que a comunidade permaneça ativa é  o maior que teremos pela frente. A certeza que fiquei depois desse workshop é que esse é um caminho sem volta. Mais sobre isso nos próximos dias.

Professor McAfee’s new Blog: The Digitization of Business (rss)

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Found at http://www.ikiw.org/2009/10/06/how-much-can-enterprise-2-0-change-the-way-we-work

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• Presentation: New Wave Collaboration And Enterprise 2.0 (sharingatwork.com)
• Enterprise 2.0 ‘Changes the Game’ for Business Process Management (fastforwardblog.com)
• McAfee: It’s Not Not About the Technology (fastforwardblog.com)
• Simple Definition of Enterprise 2.0 (fastforwardblog.com)
• Enterprise 2.0: the Week in Review (cloudave.com)

What is a wiki?

Wikis were first introduced in WikiWikiWeb a website designed by Ward Cunningham in 1995. A wiki is the term given to an online document that many people can collaborate on. That is, they can edit, update, delete, add pages/links, change content and so on to wiki pages. The most common and well known wiki is: Wikipedia.

What is an Enterprise wiki?

Infoworld declared 2004 as the Year of the enterprise Wiki, as wikis began to emerge in businesses across the globe. Bascially, a wiki that is used for conducting work in an enterprise is an Enterprise wiki.

What is so great about wikis?

• Collaboration. Participation. Harnessing collective intelligence (Tim O’Reilly)
• Wikis provide users with simple and easy to use methods of content creation via a wiki markup language.
• Linking -> An important part of the SLATES paradigm in Andrew McAfee’s blog, wikis make linking to other wiki pages easy by stripping it down to the bare essentials in the Wiki markup language. Provides an easy ability to forge deep interconnections between data sources.
• Edits and history of the document is tracked so you can return to previous versions and look at differences between versions.
• User access control: Wikis can have the power to allow and deny users. Users who are not registered can be disallowed the ability to edit. Registered users will have their username fixed to edits so that these changes can be tracked to particular users.
• Modern wikis can integrate with other tools such as e-mail, RSS and blogs.

Weaknesses of wikis?

• Giving many users access relies on their ability to contribute effectively and advantageously.
• Spamming can be possible when masses of users can contribute anonymously.
• Control is sacrificed for empowerment, that is managers lose control while users take/get control.

Businesses using wikis?

• Disney:
  Disney’s Digital Media faction started using a wiki when its team decided they needed a tool that matched their department. They needed speed and collaboration, so they create an internal website without consulting their boss. They just did it. The project was not seen as defiance of their management but rather a tool to enhance their performance and better use the resources of their 150-strong team. Reader here – Online version of the magazine article.
• Dell:
  Socialtext co-founder discusses how their product helped Dell:

  “The second use case is a participatory knowledge base. So at Dell, for instance, we did a knowledge base for their call center. Their call center handles exceptions. That’s what they do all day long. Answer a call, hear the problem, look for an answer, and then they don’t have the information. Now, [with a wiki], they tap the informal network that exists inside the call center and document the solution. 99 percent of the pages created [on the wiki] and tagged allow the call center to go from 20 clicks to find information to four, substantially decreasing search costs and decreasing the average call time by 10 to 20 percent.” (Source: Discussing the role of enterprise wikis).

• Yahoo:

“…we use TWiki internally to manage documentation and project planning for our products. Our development team includes hundreds of people in various locations all over the world, so web collaboration is VERY important to us. TWiki has changed the way we run meetings, plan releases, document our product and generally communicate with each other. We’re great fans of your work!” (Source: The Yahoo Twiki success page).

• Others:
  See the Twiki (Wiki product provider) customer list with quotes from users of the software. Customers include: Nokia, Yahoo!, Oracle, Trend Micro, Sony, United States Coast Guard, Allergan, etc.

After my last post I have decided to take another angle at businesses using enterprise 2.0. In this post I’m going to discuss only one company who has used enterprise 2.0 in their business internally. Why only one? Because there’s a lot to talk about and you don’ t want to be reading this all day.

A company I found that has dived head first into adopting enterprise 2.0 is that of Accenture, a global consulting firm, (Buckler, 2007). The CTO of Accenture, Donald Rippert, sees the future of technology in the enterprise merging with technology in the realm of web 2.0. In 2007, Accenture went live with “a new global employee network that looks much like Facebook,” (Buckler, 2007). After discovering how easy it was to find content on Youtube, no matter how novice or unheard of the content creator, Rippert wondered why finding information on their corporate database and archives was next to impossible. The key to solving the mystery lay in the way social media and web 2.0 applications use and promote tagging of content. So in a similar manner that delicious enables tagging, the idea of users adding value and assisting searches via tags was conceived.

After introducing the online global network within Accenture, the company then introduced several other web 2.0 tools that they transformed/reinvented into their own enterprise 2.0 tools. These include a wiki called Accenturepedia and a video-based knowledge sharing system called AccentureTube (borrowing its name from web 2.0 site YouTube). Accenturepedia runs much like any other wikis allowing employees access to centralised data to which they can contribute themselves. AccentureTube acts as one large internal video database which users can upload work-related content, tag it and share amongst colleagues. The idea was to keep the system familiar (by borrowing ideas from YouTube), to enhance and promote its use, (Neal, 2008).

In terms of the Wikinomics business models (Peering, Being Open, Sharing and Acting Globally), Accenture has been able to achieve all of these goals internally. The company was already global so by offering the enterprise 2.0 tools without pressure they fostered and promoted global interactions amongst their employees. This in turn lead to peering, in that the different facets of the company could collaborate, find each other and communicate ideas easily. Although I have not discussed how Accenture reaches out to its community, they are miles ahead in terms of sharing their innovations, reasearch and experiences across a broad range of fields including their adoption of enterprise 2.0 via their website. They are actively being open and sharing their information to the wider community via blogs, podcasts and downloadable documents.

Accenture’s enterprise 2.0 ventures can also be compared to the SLATES paradigm as proposed by Andrew McAfee. Firstly, searching was made easier by the ability for employees to tag media with keywords. Secondly, linking was acceleratd by giving the masses the ability to edit wikis, tag media and so forth hence creating a dense link structure in their intranet. Thirdly, employees were given the ability to author. They can edit, create and contribute to the Accenturepedia wikis. This also steams from the inherent nature of web 2.0 being about collaboration, the network effect and users adding value (some patterns identified by Tim O’Reilly as being at the heart of web 2.0). Tagging was delivered by Accenture as discussed earlier to categorise and give relevance to content so that user could find and gain information more quickly. Extensions come of course with tagging, the AccentureTube if similar to YouTube, would use tags to offer relevant and similar types of video content to the user in a side pane, extending extra content to them. Signalling would be intergrated into their enterprise 2.0 tools to enable users to quickly view what has changed and what content has been added. This could come in the form of RSS feeds or email updates to changes in a wiki they are monitoring.

Finally, how does Accenture’s E2.0 infrastucture address Dion Hinchcliffe’s extension to the SLATES paradigm? Hinchcliffe sights social, emergent, freeform and network-oriented elements as an important part of enterprise 2.0. In my opinion the Accenture infrastucture covers the social, emergent and freeform nature of E2.0 and its fully web-based nature allows information to be addressable and reusable.

For anyone interested, I’ve found a video interview with the director of Fast Innovation and director of innovation, technology and learning at Accenture that might be of interest here. In particular, she briefly mentions how she tried to convince management to get an “avatar”.

Thank you for reading my post. I’ll keep up updated if I find any more interesting news articles on Accenture.

References
Accenture. (2009). Accenture GLobal Research and Insights. Retrieved, August 19, 2009, from, https://www.accenture.com/Global/Research_and_Insights/default.htm
Buckler, G. (2007). Accenture CTO gets his Web 2.0 on. Retrieved, August 19, 2009, from, http://www.itbusiness.ca/it/client/en/home/News.asp?id=43006
Dawsom, R. (2009). Implementing Enterprise 2.0 – Sample Chapter. Retrieved, August 19, 2009, from, http://implementingenterprise2.com/IE2_Sample_Chapter_2.pdf
Koser, M. (2009). Accenture gets into Intranet 2.0. Retrieved, August 19, 2009, from,  http://www.frogpond.de/index.php/archive/accenture-gets-into-intranet-20/
Neal, D. (2008). Innovation comes as a standard. Retrieved, August 19, from, http://www.computing.co.uk/itweek/analysis/2215255/innovation-comes-standard
Ross, J. (2009). FASTforward’09 Interview: Kirsti Kierulf, Director, The Fast Innovation Center and Director, Innovation, Technology, and Learning, Accenture. Retrieved August 19, 2009, from, http://www.fastforwardblog.com/2009/02/10/fastforward09-interview-kirsti-kierulf-director-the-fast-innovation-center-and-director-innovation-technology-and-learning-accenture/

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