Whitepaper Leading the Cultural Shift to Enterprise 2.0

White Paper
Leading the Cultural Shift to Enterprise 2.0

Published: April 2009


Contents
Enterprise 2.0: Culture and Technology in Tandem ................................................1
Cultivating Enterprise 2.0 Culture .............................................................................3
Leadership..............................................................................................................4
Championing Corporate Communications – Blogs..........................................5
Balancing Freedom and Control.............................................................................6
Making Enterprise 2.0 Safe..............................................................................9
Knowledge as Currency .......................................................................................10
Realising the Virtual Enterprise ............................................................................10
Business Drivers of Enterprise 2.0 .........................................................................12
Optimise Customer Service..................................................................................12
Enable Channels and Partnership Networks .......................................................12
Spot Opportunities in Unexpected Places ............................................................13
Cultivate Brand Engagement and Loyalty ............................................................13
Use Customer and Partner Communities.............................................................13
Manage Human Capital........................................................................................14
Provide Self-Service and Peer-to-Peer Empowerment........................................14
Protect and Value Corporate Memory ..................................................................14
Achieve Transparency and Corporate Governance .............................................15
Support the Virtual Enterprise ..............................................................................15
Empower the Frontline .........................................................................................15
Open Text and Enterprise 2.0 ..................................................................................16
Open Text and Social Computing............................................................................17
Targeted Content Delivery....................................................................................17
Success Stories from The Content Experts™ .......................................................18
Northrop Grumman Accelerates Employee Productivity ......................................18
STA Travel Reaches Out to New Markets ............................................................18
CARE Canada Empowers Women ......................................................................18
Conclusion.................................................................................................................19
Definitions..................................................................................................................20
Social Marketplace ...............................................................................................20
Social Workplace..................................................................................................20
Social Compliance................................................................................................20
About Open Text .......................................................................................................21
Connect People, Process and Content ................................................................21
The Content Experts: Learn from Shared Experience .........................................21

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Enterprise 2.0: Culture and Technology in
Tandem
Web 2.0 is becoming increasingly prevalent in the enterprise, especially as
organisations hire a new generation of employees who use these technologies in
their personal lives and expect to use them at work. The 2.0 phenomenon is
entering the workplace as Enterprise 2.0, creating not only a technical shift but a
cultural shift. To be relevant in today’s market, it is imperative that organisations
adapt their business strategies and foster this generational investment.
Whereas Web 1.0 introduced an array of technologies such as Enterprise
Content Management (ECM), search engines and directories, Web 2.0 exploits
these foundational, autonomous technologies to enrich the user experience
through collaboration. Web 2.0 is comprised of a highly interactive, intelligent set
of tools that are co-dependent and act more like a service than a system, working
together like the synapses of the brain.
Web 2.0 tools like platforms (e.g. Wikipedia), video and image communities (e.g.
YouTube) and link collections (e.g. del.icio.us) provide easy access to information
where every user can contribute, change improve upon existing content. Referred
to as collective intelligence, these collaborative sites provide a virtual space for
diversity, quality and controlled content and encourage exchange and
participation.

Which of the Following Definitions of Enterprise 2.0 Most Closely Aligns with
Your
Definition?

Figure 1
AIIM, Market IQ, Q1 2008
“Enterprise 2.0: Agile,
Emergent & Integrated.”

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More than just the sum of its parts, Web 2.0 connects people with their processes
and content on the Web through these collaborative spaces, resulting in
meaningful idea exchanges. Enterprise 2.0 is the use of Web 2.0 in a business
context, a paradigm shift in the way we traditionally construct and conduct
business, regard knowledge and interact with stakeholders.
The world of work is changing. The increasing globalisation of commerce,
economic uncertainties, demographic shifts in the workplace, greening of the
enterprise, excess of email and regulatory legitimisation of 2.0 tools are
compelling organisations to rethink traditional content communication and the
way we define a knowledge worker. Organisations must address these forces to
stay competitive, deliver services, manage risks and costs and protect the
corporate memory that resides in employees and applications. A Social
Workplace and a Social Marketplace raise productivity even as resources
become scarce: they tap into the collected intelligence across employees,
customers and other external stakeholders and they open the door to mentorship
and knowledge sharing to information workers who are not traditional desktop PC
users.
The ability to enhance a company’s online presence with user-generated content
and other Web applications presents an ideal opportunity for organisations that
seek to communicate more efficiently with internal and external audiences. The
enterprise with a vision to reach a more mature level of collaborative culture will
provide easy access to socially networked communities via Web or mobile
devices, opening the door to content sharing, information exchange and
mentorship with a broader range of people: employees in the field or remote
locations and trusted advisors, clients and partners.

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Cultivating Enterprise 2.0 Culture
Enterprise 2.0 is not just a fad; it is a social and cultural movement that relies on
real business drivers and a shift in understanding the framework around an
organisation’s communications, processes and structure. There are numerous
technological and sociological changes that support the creation, utilisation and
future development of social computing and Enterprise 2.0 and users are looking
for the next level of interactivity. Moreover, a new generation of online users are
coming of age during a period where the ability to communicate via the Web is
not only widely accepted but almost second nature. Never before has the ability
to publicise one's opinion, personal information and professional expertise been
as easy or accessible as in today's world of online communication.
But this cultural shift explains why just as many companies are struggling with
Enterprise 2.0 today as are thriving. In a recent report, McKinsey found that
although organisations plan to spend more than ever on Web 2.0, “as many
survey respondents are dissatisfied with their use of Web 2.0 technologies as are
satisfied. Many of the dissenters cite impediments such as organisational
structure, the ability of managers to understand the new levers of change and a
lack of understanding about how value is created using Web 2.0 tools.”1

Figure 2
The McKinsey Quarterly,
June 2008, “Building the
Web 2.0 Enterprise.”

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Enterprise 2.0 is not technology heavy; it is culture laden. The expenditure
required to create an Enterprise 2.0-ready organisation is relatively light and
inexpensive, an overlay on existing technologies. It is true, however, that
organisations that integrate Web 2.0 too early or without a well-prepared
implementation strategy are usually unsuccessful due to immature technology,
excessively rapid implementation or common human error. But with a solid
technological foundation, innovation on top of existing mature technologies
provides a significant head start over attempts to build 2.0 solutions from the
ground up. With the right foundation, organisations do not have to reconcile
Enterprise 2.0 technology or usability–they need to cultivate Enterprise 2.0
culture.
Excluding the incoming workforce, the shift into the digital world has taken a lot of
change management for workers raised on paper. Even today, the use of
computers still is not wholly embraced by employees who dealt with paper for
decades. Although they find computers helpful, these workers often admit that
they are not entirely comfortable. Adopting new systems and programs and
working around bugs has been a struggle for many of the paper generation.
Introduce Enterprise 2.0 and treat it like yet another system that workers have to
master for the sake of management and failure is imminent. But using a solid
ECM system and best-of-breed Web 2.0 technologies combined with a culture
that champions leadership, balances freedom and control and values the
harnessing of knowledge, you can make Enterprise 2.0 easy to use and relevant
to your workforce. By establishing a supportive foundation both technologically
and socially, this collaborative technology will take hold.

Leadership
As detailed in the McKinsey report “Six Ways to Make Web 2.0 Work,” successful
Enterprise 2.0 essentially requires a “[b]ottom-up cultural shift that needs the
support of the top. Senior executives often become role models and lead through
information channels to build participation…A higher level of usage is found at
companies that encourage [Web 2.0 technology] by using tactics such as
integrating the tools into existing work plans, launching Web 2.0 in conjunction
with other strategic initiatives and getting senior managers to act as role models
for adoption…Dissatisfied respondents are likely to note [more barriers to Web
2.0 technology] including the inability of management to grasp the potential
financial return for Web 2.0, unresponsive corporate cultures and less-than
enthusiastic leaders.”2
Malcolm Gladwell, author of The Tipping Point: How Little Things Can Make a Big
Difference, might say that enterprises need to look for the connectors and
mavens in their organisation to incite Enterprise 2.0 participation. Connectors are
people reachable by anyone in the enterprise in only a few steps; they occupy
many different worlds, subcultures and niches.3 Mavens, on the other hand,
“have the knowledge and social skills to start word-of-mouth epidemics. What
sets mavens apart, though, is not so much what they know but how they pass it
along. The fact that mavens want to help, for no other reason than because they
like to help, turns out to be an awfully effective way of getting someone’s
attention.”4 In other words, organisations need to elect people to lead this cultural

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shift who have the connections, skills and knowledge to make valuable
contributions.
To make Enterprise 2.0 successful, managers and influencers within an
organisation should respect two well-defined characteristics of leadership: having
a clear vision and trusting in your people. Enterprise 2.0 is a cultural shift that
needs a clear commitment from leadership; it is about giving employees, an
organisation’s greatest asset, the baseline for enriched engagement and
productivity so that they can grow to their full potential.

Championing Corporate Communications – Blogs
Leadership considerations must be carried through to corporate blogging. A
corporate blog should align with preconceived organisational goals and
strategies, but unless it is a marketing-specific blog, it is not a place for press
releases, blatant marketing or public news; it is a medium for exploring corporate
culture, values, strategies and direction.

Figure 3
June 2008, “Building the
Web 2.0 Enterprise.”

“Forrester Research looked at 90 blogs from Fortune 500 companies and found
that most corporate blogs are ‘dull, drab and don’t stimulate discussion.’ Sadly,
two-thirds hardly ever get any comments, 70 percent stick strictly to business
topics and worse 56 percent just republish press releases or already-public news.
That has led many to think that corporate blogging isn’t really worth much effort.”5
The reason why so many of the corporate blogs that Forrester evaluated were
unsuccessful was precisely because enterprises “think that corporate blogging
isn’t really worth much effort.” Although the medium is more personable than

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other marketing methods, such as articles and ads, enterprises must not take
blogs for granted. As discussed previously, an enterprise must elect people to
lead this cultural shift who have the connections, skills and knowledge to make
valuable contributions. Blogs have to be respected as a vital component in an
organisation’s overarching branding and communications strategy.
A corporate blog must be contributed to and monitored regularly to prevent stale
material and to keep readers interested. An important component of successful
blogs is to enable feedback and introduce forums for further discussion, helping
to inspire participation and interaction. Thought leadership in blogs becomes
meaningless if stakeholders are not permitted to enrich the discussion with their
experiences and views; preventing employees, partners and customers a voice
undermines the value to the company and of the tool itself, which is meant to illicit
open, trustful and transparent discussion to help improve enterprise goals and
strategies. Think bottom-up.
Because of the diversity of stakeholders apt to publish to a corporate blog, an
enterprise needs to choose Web 2.0 technology that is easy for everyone to use,
whether technically inclined or not. With a good technological foundation that
encourages usability, policies should be developed with the organisation’s Legal
team to protect confidential information such as trade secrets, financial data and
even personal details.
Potential structure for enterprise blogs:
 Employee blogs for projects, working documentation and internal
knowledge networking
 PR blogs for communicating with various target groups, such as the
media, investors and customers
 Marketing blogs for publishing company information and syndication in
external media
 Forums for engaging customers, partners and other target groups in
discussions and processes, such as support forums for customers

Balancing Freedom and Control
But how do you get management buy-in for this bottom-up shift? Management
has traditionally been the gatekeeper of enterprise knowledge, but with Enterprise
2.0, control over information is given to all participants. In his book Everything is
Miscellaneous: The Power of the New Digital Order, David Weinberger explains
that “the change [management is] facing from [Enterprise 2.0] is deep and real.
Authorities have long filtered and organised information for us, protecting us from
what isn’t worth our time and helping us find what we need to give our beliefs a
sturdy foundation. But with [Enterprise 2.0], it’s all available to us, unfiltered. This
creates a conundrum for businesses as they enter the digital order. If they don’t
allow their users to structure information for themselves, they’ll lose their patrons.
If they do allow patrons to structure information for themselves, the organisations
will lose much of their authority, power and control.”6

.

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Figure 4
February 2009, “Six Ways
to Make Web 2.0 Work.”

The benefits of social computing need to be weighed against the associated
risks, but the right Enterprise 2.0 solutions have security controls, such as
auditing trails that divulge information about all transactions. In addition, users
should be able to flag unscrupulous information. In effect, to be successful, an
organisation must exercise a balance between freedom and control when it
comes to Enterprise 2.0. “Prudent managers should work with Legal, IT and HR
security functions to establish reasonable policies, such as prohibiting
anonymous posting. Fears are often overblown, however and the social norms
enforced by users in the participating communities can be very effective at
policing user exchanges and negotiating risk.” 7
Aside from security controls, some argue that Enterprise 2.0 is not safe because
users will have free reign to share confidential enterprise information. And, with
access to all sorts of data and a degree of power over content, there are worries
that the “inmates will be running the asylum.” But Enterprise 2.0 is not about
relinquishing all knowledge and control; it is about contributing information that
employees can use to improve their performance, customer service and time-to-
market.

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The risks of social computing in the enterprise:
 Ownership of content is delegated to a community of users rather than one
individual.
 Editors have less control over what gets published on the Web site.
 Quality assurance is the responsibility of the user community.

Technical problems that could emerge in the enterprise:
 Security loopholes via separate content and user repositories.
 Infiltration by hackers, spam bots and other undesired spam.
 Heterogeneous software platforms conceal risks in security and use of
content by unwanted third parties.

However, with the proper benchmarks in place, social computing can benefit
companies in a variety of ways:
 Improved, structured communication to support business processes.
 Increased use of collective intelligence for quality assurance.
 More diversity through the inclusion of individual specialist knowledge.
 Additional visibility and speed through broader authorship.
 Enhanced productivity through positioning as an expert in the community.

What are share workspaces best suited for in your
company?

Figure 5
The Gilbane Group, June
2008, “Collaboration and
Social Media - 2008.”

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Making Enterprise 2.0 Safe
Like email, the tools of Web 2.0 are forms of digital content that record
communications between people. As such, Web 2.0 generated content has many
of the same issues that were discovered with email in the late 1990s and early
2000s. Both litigators and regulators seek to uncover employee communications
and decisions and the choices made through Web 2.0 applications are no
exception. Using the principles developed for email and the proper use of content
management technologies to preserve and destroy records within the
organisation, it is possible to create similar Governance, Risk Management and
Compliance (GRC) processes for Web 2.0 content and collaboration. Many
applications within Web 2.0 involve the sharing of unstructured content, including
documents and image files. The natural tendency of Web 2.0 applications to
operate outside of business departments, cutting across traditional organisational
boundaries, creates an interesting challenge for GRC. Because Web 2.0
operates outside of conventional constraints, developing, monitoring and
managing content control policies becomes more complicated.
Another issue with GRC for Web 2.0 is cost. Web 2.0 makes use of every byte of
a data stream available to present compelling uses of content and conversation.
Currently, Web 2.0 content and file transfers are the driving forces for storage and
bandwidth on the Internet, eclipsing email as the dominant application. The vast
networks of Web 2.0 application servers will continue to expand, driving both
storage and bandwidth costs while IT budgets dwindle. Clearly, a thoughtful
approach to developing a GRC process for Web 2.0 applications is required.
There are simply not enough servers and fiber lines in the world today to digitise
every conversation of every person on the Internet.
The growing Web 2.0 risk management problem needs to be addressed
fundamentally, from the ground up. Part of the core approach is to recognise that
not all content is created equally. Different kinds of Web 2.0 applied content need
to be retained for different periods of time; the challenge lies in identifying the
important content, separating that important information from the unimportant and
determining an appropriate retention period. The “content lifecycle” concept –
what is done with collaborations and content after they have been processed –
introduces another important aspect of Web 2.0 content management.
The lifecycle of Web 2.0 content can be divided into three different phases:
 Active Phase: During the short active phase, people work with the
information contained in Web 2.0 content such as wikis; they respond to
blogs and create conversation threads.
 Reference Phase: During the reference phase, Web 2.0 content is
retrieved from the file store as required.
 Evidence Phase: During the evidence phase, Web 2.0 content is
primarily used to address regulatory concerns—a blog or an instant
message from a chat room is a business record in many contexts and
must therefore be retained for the same time period as any other record
in the same classification. Retention (and disposition) policies can be
purely internal or imposed by an external regulatory body.

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Knowledge as Currency
Organisations need to realise the value of owning their data, of treating
knowledge as currency. Enterprise 2.0 is a combination of tools used to harness
this knowledge. At its most rudimentary, think of Enterprise 2.0 as a bank
machine tied to an account with ever-increasing value. To start with, users must
have access to the account and a security code to make deposits or withdrawals.
Once inside, all of your transactions are monitored and recorded. You can only
take the amount of currency that has been deposited since there is no credit, but
thankfully, the account balance never depletes. If you make withdrawals and
never deposits, the value is stagnant. And when employees change jobs or leave
the company, their deposits stay in the account. By creating this account, by
putting information into a system that is shared by all, value is constantly
compounded. Instead of having silos or separate accounts for each department
that are inaccessible by other employees an organisation becomes what it was
meant to be: a grand, interconnected web of knowledge and data, rich in
compounding currency.
Today’s enterprises rely on these knowledge shares, but they have to be about
more than just plain data. Enterprise 2.0 embodies the culmination of what Daniel
Pink calls the notion of high concept and high touch.ix With Web 1.0 technologies
such as ECM, knowledge shares were created and laid the foundation for Web
2.0 technologies and social networking. Through the exchange of content and
knowledge in social networks, the subtleties of human interaction are embraced,
narrative developed and purpose and meaning stretched alongside the concept
of time and space. In effect, knowledge workers can free themselves from the
isolating confines of their desk and collaborate with practically anyone, anywhere
in the world, at almost any time. With tools such as communities, mash-ups,
instant messaging and blogs, a worker can contribute information in real time
across the organisation. And in combination with a solid ECM system that
includes Digital Asset Management, workers can share documents, video,
photos, blurbs–practically anything they desire.

Realising the Virtual Enterprise
So far, this paper has discussed how to successfully implement an Enterprise 2.0
strategy. By laying a solid foundation, an organisation can focus on overlaying
social networking technologies and cultivating the Web 2.0 culture to bloom–from
electing knowledgeable leaders to balancing freedom and control to regarding
knowledge as currency. We know that the culture of Enterprise 2.0 is bottom-up
and that management will have to accept the free flow of ideas and data within
the digitised organisation. But what of the traditional structure of an organisation,
the physical brick and mortar, the office furniture, the lunchroom and the nine-to-
five workday?
Enterprise 2.0 has created an alternative business universe, a Social Workplace
and Marketplace and for many, “every day, more of our life is lived there... Instead
of atoms that take up room, it’s made of bits. Instead of making us walk long
aisles, in the digital world everything is only a few clicks away. Instead of having
to be the same way for all people, it can instantly rearrange itself for each person
and each person’s current task. Instead of being limited by space and operational

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simplicity in the number of items it can stock, the digital world can include every
item and variation [customers] could possibly want. These differences are
significant. But they’re just the starting point. For something much larger is at
stake. The physical limitations that silently guide how we organise our businesses
have guided and limited how we organise knowledge itself. From management
structures to encyclopedias to the courses of study we put our children through to
the way we decide what’s worth believing, we have organised our ideas with
principles designed for use in a world limited by the laws of physics.”8
For the knowledge worker, the Social Workplace transcends physical workspace,
moving away from buildings with desks, offices and cubicles; because the
knowledge worker is most productive in the digital realm, the physical realm can
be almost anywhere. As well, the conventional categorisations that have limited
information management – divisions not unlike the walls between offices – begin
to break down. From atoms to bits, the interconnectedness created by Enterprise
2.0 removes the limits on how we organise information and our lives.
Enterprise 2.0 unites stakeholders globally, at anytime, with the people, process
and content they need. Although technology is the enabler, Enterprise 2.0 relies
on participation; both people and technology need to work in tandem to make
Enterprise 2.0 a success. As a result, new jobs will be formed, new leaders found,
new customers unearthed, new information brought forth. The consequences are
limitless. But enterprises need to understand this cultural shift by being open to
possibilities. “[In the digital universe] knowledge doesn’t have a shape. There are
just too many useful, powerful and beautiful ways to make sense of our world.” 9

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Business Drivers of Enterprise 2.0
Organisations will have different objectives for social computing depending on the
industry and the positioning of products and services offered to the marketplace.
However, irrespective of product or industry, the success of a company's social
computing strategy will be based on how well it is integrated with corporate
culture and processes. All companies share the common goal of building stronger
networks, connecting internal and external target groups and improving
communication channels throughout the organisation; social computing can
transform content recipients into suppliers of rich and useful information.

Optimise Customer Service
As your organisation is compelled to serve more customers with fewer resources
in this financial environment, companies need to use innovative tactics to meet
quality metrics, cultivate loyalty and ensure repeat business. Engagement and
the cultivation of new opportunities with customers are possible with
transparency, peer-to-peer support and two-way dialogue with clients, providing a
new customer engagement model uniquely offered by rich interactive media.
Companies today are achieving targets, pipeline generation and cost-reduction
goals by using focus groups, self-service sites, discussion groups, online rich
media catalogues, test drive centers and feedback management systems: this is
the new language of customer service and engagement in the 2.0-enabled world.
The Social Marketplace of products, policies and ideas generates loyalty,
commitment and inspires information exchange.

Enable Channels and Partnership Networks
The ecosystem of business has always extended to a network of contractors,
outside specialists, suppliers and partners. Responding to common challenges,
competitive pressures and new opportunities means a shared clarity of purpose,
responsibility and ability to accurately exchange information. Enterprise 2.0
delivers the fabric to hold trusted relationships together to meet shared business
and personal objectives. Efficiencies and expert sources emerge, reducing the
duplication of efforts, the reinvention of content and minimising the consumption
of inaccurate or incomplete information as the collected wisdom of the network
quickly vets and ranks content. Companies that can capitalise in the knowledge
economy find new revenue sources by packaging and monetising their
experience and intellectual property for their external trusted network. Social
supply chains emerge as organisations adopt rich Web and mobile based
communities to communicate shared content, set mutual objectives and adopt
common customer service obligations.

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Spot Opportunities in Unexpected Places
The rise of personal and consumer social networking sites provides opportunity
for people to converse, collaborate and discuss a range of topics, interests and
preferences. Word-of-mouth recommendations from trusted peer networks carry
a heavy weight when consumers or businesses are looking to invest time and
money in products or services. Capitalising on this interaction and providing
timely education to prospects and targeted audiences can be a tremendous
competitive advantage for the organisation willing to extend Enterprise 2.0 to
where interested and informed people congregate. It is important to note that the
Social Marketplace – even as it moves into the less moderated open Web –
succeeds only when authenticity underpins the development of this extended
trusted network. Ensuring the prevention of unauthorised disclosure and
consistency of message and brand with Social Compliance mitigates the risk of
inappropriate communication or inaccurate representation to new markets and
prospects.

Cultivate Brand Engagement and Loyalty
The concept of a brand is no longer limited to colour schemes or logos. Modern
and emerging mediums provide the expectation of interactive, involved, bi-
directional communication. Companies with a strong brand image must work
through these new channels and customer expectations to ensure that the
perception of their image matches the state desired by the enterprise. The days
when a customer’s only online interaction with a brand was a Web site URL are
gone. Organisations that fail to heed customer feedback risk reputation damage.
Enterprise 2.0 delivers on the recognition that customers who invest time, money
and resources with your company expect to be viewed as a stakeholder in key
decisions. The one-way push of marketing or technical content to customers and
prospects no longer resonates; the socially networked world requires interactive
engagement: customer reviews, recommendations, feedback and consultation on
product and service delivery. The Social Marketplace provides the trusted
community in which such interaction can take place in an authentic yet
appropriately moderated capacity.

Use Customer and Partner Communities
Companies can strengthen their relationship with existing customers by offering
them a platform upon which they can present their experiences with the
company's services and products. By reading reviews that other consumers have
submitted, new customers have the opportunity to gather information from neutral
sources to form an opinion. More companies are harnessing the innovation found
in online communities by creating a place where customers and partners can
participate in product improvement via the Web.

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Manage Human Capital
Recruitment, attraction and the cultivation of a skilled workforce remain an
expensive challenge for organisations. Organisations that operate with diverse
teams, multilingual employees or siloed business units can benefit from the
Social Workplace in the area of human capital management. Skills and learning
management, recruitment, employee on-boarding and mentorship, alumni
networks, succession planning and career development are the key functions that
often determine an organisation’s ability to attract, maintain and cultivate a
talented employee base. Collaborative tools deliver in-house networks that weave
the strong social fabric of trust, connection and shared goals among colleagues.
Accelerating employee engagement by articulating goals, company culture,
values and expectations builds a sense of teamwork and shared objectives, even
across the hierarchies of a formal organisational chart.

Provide Self-Service and Peer-to-Peer Empowerment
Productive teams share common goals and a sense of purpose–as well as
experience, information and lessons-learned–with their peers. However, the world
of the information worker today often feels less than optimal: spending time on
repetitive tasks, struggling with email inbox overload and trying to track down the
right teams or individuals to help get correct answers to urgent questions.
Measurable productivity gains, reduced search times and efficient reuse of
shared content are demonstrated with simple and intuitive Web-based content
creation tools like FAQs, site-visit notes, project knowledge bases, product
documentation or meeting notes. Community-friendly tools suited to team
environments capture this essential content while ensuring the personal
perspective remains intact. The easy location of in-house experts, regardless of
level or role, becomes a natural part of internal knowledge discovery.

Protect and Value Corporate Memory
Preserving corporate memory–the content, context and discussion that result
from engaging with peers and markets, leading to decisions and actions–is
essential for continuity of operations, consistency of goals, archival preservation
and the education of employees. The capture of content alone, however, is not
sufficient. Forums, wikis, blogs and other collaboration tools can be used to allow
people to share, reuse and learn from collected knowledge and to contribute to
productivity and accurate information disclosure. Internally managed knowledge
bases provide employees with easy access and efficient utilisation of this
company information in one, central location. Investing in an intranet strategy that
incorporates Web 2.0 capabilities encourages knowledge sharing and ongoing
collaboration provides a greater degree of topicality, relevance and diversity for
organisational content and corporate communication in a secure and central
repository.

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Achieve Transparency and Corporate Governance
It is vital that executive management communicates with employees about
shared objectives, strategy, values and culture. Knowledge sharing and more
transparent collaborative tools allow for broader perspectives and internal
expertise to voice concerns on patterns of risk or incorrect assumptions.
Companies in sectors that are highly regulated often struggle to educate all
employees, including frontline, field and remote workers regarding obligations to
observe health, safety, disclosure or information-handling policies. The Social
Workplace enables consistent communication to educate and inform by moving
beyond traditional methods to rich discussion and peer-to-peer support networks.
Audio, video and rich graphic content transcend language, geography and
generations to communicate acceptable practices and instill understanding.

Support the Virtual Enterprise
As economic difficulties hit a broad range of industries across the globe, many
organisations will find access to capital stalled, which can result in consolidation
of traditional brick and mortar facilities. With more organisations looking to
operate virtually, it is important to provide an online experience of engagement
and productivity for employees who work away from the physical office.
Geographical separation can lead to a disconnection from team or organisational
goals. The adoption of a Social Workplace allows distributed organisations to
offer the same virtual water cooler networking experience to remote staff as
office-based employees. It can also open awareness to all employees of hidden
skills and undervalued experience, facilitate finding common interests and
encourage the building of personal trust among colleagues.

Empower the Frontline
Sales teams, customer service representatives, marketers, inspectors and
emergency responders are mobile professionals who require accurate, timely
data at their fingertips; they need this information to move quickly to execute on
opportunities. Often, the most accurate intelligence on field conditions,
competitors, hazards or safety issues will come through first-hand observational
knowledge. Organisations that get better at capturing and disseminating the
intrinsic knowledge held in the frontline field will find competitive advantage with
the Social Workplace. Quick and easy Web or mobile capture of data, images or
text notes shared with a broader team leads to timely awareness of trends and
conditions on the road. Companies can flourish by allowing this field intelligence
to become a part of mainstream corporate memory. Seeking input directly from
frontline services deepens collected wisdom and allows responsiveness to
changing conditions.

www.opentext.com 15


Open Text and Enterprise 2.0
Enterprise 2.0 allows organisations to take advantage of the technology
innovations of Web 2.0 to meet business objectives and Open Text delivers on
this vision by making 2.0 safe. ECM has evolved to support collaboration
between people within and outside an organisation. Web 2.0 opens new channels
of person-to-person information exchange to find hidden expertise and deliver on
the promise of enhanced productivity at a low cost. Open Text facilitates
cooperation among your information workers by providing a secure and managed
collaborative environment that helps to orchestrate your people, processes and
content to achieve strategic success.
Social and rich media-driven Web experiences and mobile accessibility can
deliver meaningful and measurable results. Whether building customer loyalty
and retention as part of Social Marketplace or bridging communication gaps
among staff in the Social Workplace, 2.0 technology and behaviours enrich these
experiences.

Figure 6
Aberdeen Group Report,
June 2008, “Customer 2.0.
The Business Implications of
Social Media.”

www.opentext.com 16


Open Text and Social Computing
Open Text Web Solutions provides an ideal platform for creating content quickly
and easily while delivering it dynamically and in a personalised context. Many of
the problems and risks associated with social computing are minimised or
eradicated through the use of Open Text Web Solutions by deploying
collaboration tools across a uniform and secure Web Content Management
(WCM) platform. External systems can be dynamically linked with the support of
commonly used interfaces through mash-ups that allow the enrichment of content
through data and external applications.

Targeted Content Delivery
Open Text Web Solutions makes it possible to automatically and proactively
deliver the right content to the right Web visitor at the specific time of need.
Explicit personalisation allows specific content to be served up to an identified,
logged-in Web visitor. This type of content can include, for example, a customised
list of product documentation based on purchase history or a list of relevant news
articles based on previously identified preferences.
Implicit personalisation enables Web sites to learn from a user's behaviour and
respond with content that meets their needs in real time. For example, Open Text
Web Solutions will deliver information based on an unidentified visitor’s level of
interest in a particular item or recommend similar items for future purchases. Web
site visitors automatically see the content that is relevant to them without explicitly
logging onto a Web site, extranet or intranet. By supporting Web site behaviour
with optimised content, companies can drive customer motivations by focusing on
benefits and encouraging purchases that they may not have considered prior to
browsing the site.
Developing a strategy for combining contextual delivery with user-generated
content is inherent to online success. Web content and user entries must be
linked logically in order to present content within a context that makes sense to
the user. Open Text Web Solutions provides administrative controls that easily
manage user profiles and assign appropriate metadata to ensure that users
receive content that is relevant to their needs.

www.opentext.com 17


Success Stories from The Content Experts™

Northrop Grumman Accelerates Employee Productivity
10
Northrop Grumman uses Open Text solutions to support more than 40,000 users from
different business sectors enterprise-wide. Prior to implementing the system, knowledge
sharing was done via emails, phone calls and one-on-one conversations. The organisation
now uses Open Text to provide online communities and 2.0 capabilities, such as blogs and
forums to bring together people with similar backgrounds and interests or expertise,
improving communication and knowledge sharing. Open Text’s rich interface enables
users to customise the look and feel of their Web site within corporate and brand
guidelines, create their own graphics, bring in data and essentially offer a one-stop shop
for members, which is the reason why many groups at Northrop Grumman are taking
advantage of the Community module to exchange information for each specific area. The
key to Northrop Grumman’s success with 2.0 is their embrace of the culture. Employees
are able to see the benefits of participation; be it resolving a problem or looking for an
expert, they know that information is readily available as a result of everyone’s efforts.

STA Travel Reaches Out to New Markets
11
STA Travel is the world’s largest student travel organisation and drives 80 percent of its
customer engagement on the Internet. Their global e-commerce technology strategy
ensures expeditious deployment and control across multiple Web sites while still offering
the flexibility and adaptability to tailor local content to regional needs and demands. STA
Travel uses Open Text Web Solutions’ powerful and easy-to-use localisation capabilities
for creating different language variants while ensuring that the appearance is consistent
globally. For delivering contextualised content to visitors, STA Travel has been able to
integrate dynamic content from other relevant Web sites, providing a one-stop destination
for comprehensive information and advice on travel. STA Travel also allows Web visitors
to create their own user profiles and to read other visitor’s travel journals. Keeping friends
and family updated while travelling has never been easier.

CARE Canada Empowers Women
12
CARE Canada uses Open Text ECM as its primary tool for information storage,
knowledge sharing and distribution to help support their I Am Powerful campaign. CARE’s
community-based programs in approximately 70 countries place a special focus on
working with women because they are disproportionately affected by poverty and crucial to
fighting it. Comprised of women responsible for spreading the I Am Powerful message
within their own circles of the organisation, the users from CARE’s reference group
champion the repository filled with documents for distribution, information for personal use
and in-depth knowledge. It has proven to encourage collaboration and informational
consistency throughout the organisation within a secure repository. When there is a story
about a community or person in need or a partner or advertising request that requires
immediate attention, Open Text’s 2.0 tools help to instantly capture the opportunity and
deliver CARE’s I Am Powerful message worldwide.

www.opentext.com 18


Conclusion
The next generation of corporate content has begun to enter the mainstream
enterprise. Information workers are increasingly interacting with peers, partner
networks and markets with simple tools that can be consumed over the Web or on
mobile devices. People are connected with shared purpose, collected knowledge
and experiences and meaningful content. Communication can now flow across
geographies, generation gaps and language barriers. The demands of this uncertain
and competitive world demand adaptation, strong networks and creativity.
Companies that are ready to embrace this change recognise that Enterprise 2.0
is able to contribute to increased top-line revenue as well as decreased bottom-
line costs. Bringing engagement, productivity and cost-effective communication to
a culture of safe and trusted sharing uncovers new channels for innovation and
competitive advantage. Whether targeting internal stakeholders by cultivating the
Social Workplace or engaging with external audiences in the Social Marketplace,
embracing a more open, transparent enterprise wraps employees, partners and
customers into the trusted social fabric that is your ecosystem.
Enterprise 2.0 will not be without challenges. Organisations must be prepared to
work through the cultural and change management challenges implicit in new
approaches to solving problems. Managers and influencers must recognise their
leadership responsibilities in championing the bottom-up cultural shift. They must
also be open to electing new leaders as they emerge, cognisant of the balance
between the freedom and control of individuals and information needed for
success.
Workers now have the power share information like never before, interact with
more subject experts and break down information silos that have typically
confined the information worker. The virtual office gives an enterprise the power
to connect people regardless of location or language. Teams are united,
developing a sense of purpose, promoting transparency and protecting corporate
memory. By extending Enterprise 2.0 to partners and clients, customer service
and brand engagement are leveraged.
Open Text Web Solutions supports companies in the quick implementation and
secure use of their Web 2.0 and social computing platforms. Forums and blogs
are easily displayed and searchable within a context that makes sense to the
user while protecting the author's content within a secure and controlled
environment. As Web 2.0 and social computing technologies introduce new ways
for users to create, direct and rate corporate content, content relevancy and
interactive applications will become even more important in helping to build a
rewarding user experience. Working in tandem, a solid technological foundation
such as the best-of-breed solutions from Open Text and an accommodating
corporate culture will allow Enterprise 2.0 take hold.

www.opentext.com 19


Definitions

Social Marketplace
The Social Marketplace recognises that the Web has opened up conversations
among customers, prospects, employees and other trusted advisors. Business is
increasingly done based on peer-to-peer or word-of-mouth recommendations.
Organisations that see the value of Web and mobile interaction with their external
stakeholders can preserve market share, accelerate pipelines, cultivate customer
loyalty and reduce the costs of frontline customer service. The fundamental
values that the Social Marketplace can deliver include customer engagement and
proactive peer-to-peer support and recommendations, the development and
solidification of communication and recommendation channels, the ability to spot
and react to new opportunities for markets and prospecting and community
engagement with your brand to build loyalty and customer commitment.

Social Workplace
The Social Workplace is an ideal expression of Web 2.0 technologies to connect
people with their peers and with critical content and information. Culturally, it
helps break down hierarchical and administrative barriers to innovation and idea
exchange among employees. Technologically, it introduces simpler content
creation and communication tools and uses the Web to bridge geographical and
generational gaps. Where individual knowledge was previously hidden,
successful companies are seeing shared information and experiences becoming
part of corporate culture. Employees who actively share their knowledge emerge
as experts and companies that encourage employees to share their knowledge
build stronger networks.

Social Compliance
Social Compliance is a necessary consideration for organisations that recognise
the value of the Social Workplace and Social Marketplace but need to balance
the risks inherent in opening new channels of communication. Traditional
compliance pressures are reactive: records retention mandates and restrictive
access to content are often driven by external regulations. Beyond the reactive
compliance compelled by regulation and e-discovery rules, Social Compliance
ensures proactive prevention of unauthorised information exchange as
communication channels become more transparent and allows the enterprise to
monitor outward facing communication to ensure appropriate use and disclosure
practices are respected. Social Compliance brings a protective layer to the Social
Workplace and Social Marketplace by providing the assurance and comfort to
corporate legal and management that a more open culture will not compromise
consistency of message, brand, vision, risk leaking proprietary information,
personal data or inappropriate language.

www.opentext.com 20


About Open Text

Connect People, Process and Content
Remaining agile and innovative in a challenging economy requires a new
perspective on productivity and performance to achieve competitive advantage.
Open Text envisions a world in which our customers orchestrate their people,
processes and content to achieve strategic success. Enterprise Content
Management (ECM) is not just about controlling and managing business content
and the repositories where it resides. It is about understanding the relationships
between people, processes and content in an organisation. It is about
documenting how content flows within and across departments and how it is
experienced in the marketplace. It is about the systems content touches, the
processes it is tied to and the people it empowers. It is about experiencing all
types of content and managing it across an entire lifecycle from creation and
collaboration through to consumption and disposal.

The Content Experts: Learn from Shared Experience
With 17 years experience in helping organisations across every industry and
around the globe overcome the challenges associated with managing business
content, Open Text stands unmatched in the ECM market.
With more than 46,000 successful deployments globally and by fostering truly
collaborative relationships with our customers and business partners, Open Text
has developed a keen understanding of how content flows throughout an
enterprise and how organisations can leverage it to drive growth, mitigate risk
and generate business advantage.
Our knowledge of the business challenges organisations face today and the
richest array of content management applications and solutions in the industry,
along with our ability to provide organisations with the guidance required to most
effectively address these challenges based on rich subject matter and domain
expertise, makes Open Text, along with our customers and partners, The
Content Experts.

www.opentext.com 21


1
Jacques Bughin, James Manyika and Andy Miller, “Building the Web 2.0 Enterprise,” The McKinsey
Quarterly (July 2008).
2
Michael Chui andy Miller and Roger P. Roberts, “Six ways to make Web 2.0 work,” The McKinsey
Quarterly (February 2009).
3
Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference (New York:
Black Bay Books, 2002), p. 48.
4
Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference (New York:
Black Bay Books, 2002), p. 67.
5
Ben Worthen, Most Corporate Blogs Are Unimaginative Failures,
http://blogs.wsj.com/biztech/2008/06/30/most-corporate-blogs-are-unimaginative-failures (The Wall
Street Journal: June 2008).
6
David Weinberger, Everything is Miscellaneous, The Power of the New Digital Order (New York:
Times Books, 2007), p. 132-133.
7
Michael Chui andy Miller and Roger P. Roberts, “Six ways to make Web 2.0 work,” The McKinsey
Quarterly (February 2009).
8
Times Books, 2007), p. 8.
9
Times Books, 2007), p. 50.
10
http://www.opentext.com/download/livelinkdownload.html?path=/corporate/customer/casestudy/
northrup-grumman-ss.pdf
11
http://websolutions.opentext.com/customers_case_study_sta_travel.htm
12
https://www.opentext.com/download/livelinkdownload.html?path=/corporate/customer/casestudy/
care-canada-powerful-ss.pdf

Sales Corporate Headquarters European Headquarters

www.opentext.com
275 Frank Tompa Drive Technopark 2
sales@opentext.com
Waterloo, ON Werner-von-Siemens-Ring 20
N2L 0A1 D-85630 Grasbrunn
North America Sales Canada Germany
1 800 499 6544
Phone:+1 519 888 7111 Phone:+49 89 4629 0
International Sales Fax:+1 519 888 0677 Fax:+49 89 4629 1199
1 8004996 5440

If you are an Open Text partner or customer, visit online.opentext.com for more information about this and other Open Text solutions.

Open Text is a publicly traded company on the NASDAQ (OTEX) and the TSX (OTC).
© Copyright 2009 by Open Text Corporation. Open Text, The Content Experts and Livelink ECM are trademarks or registered trademarks of Open Text Corporation. All other trademarks or registered trademarks
are the property of their respective owners. All rights reserved.

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Whitepaper Leading the Cultural Shift to Enterprise 2.0

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