[First …] Here’s the final word on social business from me: informal social relationships have always been linked to effective performance.
[So …] Now here we are with all that we know, or should know, about the importance of informal relationships, creating high performance work environments and learning cultures.
[But …] Mental models, behaviours and formal systems remain stubbornly resistant to change.
You have the enterprise social technology and you may have even developed training programs, in conjunction with supporting collaboration aligned with the workflow. But it’s those pesky “mental models, behaviours and formal systems” that still stand in your way of becoming an open, connected enterprise.
Very few organizations are truly open. The same ones keep getting cited: W.L. Gore, Automattic, Zappos, Semco SA. These are the innovators. There are others who are moving to a more cooperative work environment, where outside and inside are allowed to mix, without undo control. These are the early adopters. The majority of companies are still satisfied with improving internal collaboration and getting the job done, blind to the faster moving competition building up outside. Finally, the laggards are merely coordinating work, according to some timetable, oblivious to the end of the industrial era.