Company 2.0
18 January 2018
Read by 3166 persons
The expression 2.0 first appeared in 2004 to describe the new web. Unlike Web 1.0, which simply provided users with static information pages, Web 2.0 is a participatory and collaborative information system offering intuitive and dynamic websites that encourage information sharing and allow users to easily exchange and interact. The information, thus shared, is accessible to everyone and belongs to everyone.
More than 10 years after its appearance, the expression 2.0 is on everyone's lips; it has become a concept, a way of working: Today, we talk about Culture 2.0, City 2.0, Generation 2.0. And the business world is no exception, quite the contrary! Indeed, today the term "Company 2.0" is an integral part of discussions on management, performance, economic models, and business challenges.
From the development of digital uses, to the proliferation of social networks, and the generalization of communication tools, this organizational revolution seems to affect all companies, regardless of their size and sector of activity.
How to become a Company 2.0
We could indeed make a brief analogy with Web 2.0, limiting Company 2.0 to its ability to use the tools provided by Web 2.0. But not taking into account Human Capital in the definition of Company 2.0 would amount to considering the Organization as a simple technological platform.
Social networks, exchange platforms, and dynamic information flows are now an integral part of the economic model and operating methods implemented by most companies. The employees who make up Company 2.0 ultimately form an active community of people who, through technological innovation, communicate, intervene, give their opinions, get involved, and contribute to anchoring their Organization in sustainability, performance, and competitiveness.
Thus open to its environment, Company 2.0 interacts with its clients, suppliers, and partners; freed from constraints of time and borders, it is innovative, reactive, and dynamic.
This process of transforming a "classic" company into a Company 2.0 must absolutely go through three major steps to ensure its success:
- Accept the presence of the Web in the company and accept that each employee can connect regularly.
- Integrate 2.0 tools (social networks, platforms, forums, etc.) into the management method.
- Accept the idea that any employee can be a source of suggestions or innovation.
Are you a 2.0 Manager?
Ideally, the 2.0 Manager has the ability to foster collective intelligence and innovation: He is a visionary, an initiator of exchanges, and an instigator of collaborative work.
He also has a great sense of adaptation since he must be able to manage an organization in full mutation and integrate new technologies as performance levers.
In doing so, he accepts the idea of finding himself at the head of a proactive team demanding more participatory management. He thus strengthens his leadership role by highlighting his internal resources.
Taking into account all these parameters, it is now possible to affirm that the management of tomorrow, or 2.0 management, should be based on the following three fundamentals: Transversality, Interactivity, and Innovation
More than 10 years after its appearance, the expression 2.0 is on everyone's lips; it has become a concept, a way of working: Today, we talk about Culture 2.0, City 2.0, Generation 2.0. And the business world is no exception, quite the contrary! Indeed, today the term "Company 2.0" is an integral part of discussions on management, performance, economic models, and business challenges.
From the development of digital uses, to the proliferation of social networks, and the generalization of communication tools, this organizational revolution seems to affect all companies, regardless of their size and sector of activity.
How to become a Company 2.0
We could indeed make a brief analogy with Web 2.0, limiting Company 2.0 to its ability to use the tools provided by Web 2.0. But not taking into account Human Capital in the definition of Company 2.0 would amount to considering the Organization as a simple technological platform.
Social networks, exchange platforms, and dynamic information flows are now an integral part of the economic model and operating methods implemented by most companies. The employees who make up Company 2.0 ultimately form an active community of people who, through technological innovation, communicate, intervene, give their opinions, get involved, and contribute to anchoring their Organization in sustainability, performance, and competitiveness.
Thus open to its environment, Company 2.0 interacts with its clients, suppliers, and partners; freed from constraints of time and borders, it is innovative, reactive, and dynamic.
This process of transforming a "classic" company into a Company 2.0 must absolutely go through three major steps to ensure its success:
- Accept the presence of the Web in the company and accept that each employee can connect regularly.
- Integrate 2.0 tools (social networks, platforms, forums, etc.) into the management method.
- Accept the idea that any employee can be a source of suggestions or innovation.
Are you a 2.0 Manager?
Ideally, the 2.0 Manager has the ability to foster collective intelligence and innovation: He is a visionary, an initiator of exchanges, and an instigator of collaborative work.
He also has a great sense of adaptation since he must be able to manage an organization in full mutation and integrate new technologies as performance levers.
In doing so, he accepts the idea of finding himself at the head of a proactive team demanding more participatory management. He thus strengthens his leadership role by highlighting his internal resources.
Taking into account all these parameters, it is now possible to affirm that the management of tomorrow, or 2.0 management, should be based on the following three fundamentals: Transversality, Interactivity, and Innovation
