Many-to-Many: Middlespace
Many-to-Many: Middlespace: "Decenterprise
This piece by Ross Mayfield at Many-2-Many gets at the challenges (and perks) of moving to a decentralized network of contributors.
Much has been written about the forces that are decentralizing the enterprise. Arguments put forth by Tom Malone and others show that decentralization of decision making is enabled by communication technologies enables greater satisfaction, lower costs and great innovation. More importantly, they show that decentralization enables this value while realizing economies of scale.
The organizational change of decentralization requires committed leadership as it changes the dynamics of control. One of the prospects of tools of change, such as wikis, is that they can bring a new level of transparency and foster a culture of working openly. At first, this is seen as a benefit for the rank and file, but there are equal if not greater benefits to managers. A similar pattern occurred when email entered the workplace, and now email is more heavily used by managers.
The greatest tool of organizational change remains IT. The strong signals to listen to are DIYIT by users and developers. Users and managers can acquire consumer technologies and ASP services to meet unfulfilled needs. Developers and IT staff will bring open source and open services in for low-cost experimentation Half of IT leadership is noticing what paths to pave, the other half is working with people to get it done."
This piece by Ross Mayfield at Many-2-Many gets at the challenges (and perks) of moving to a decentralized network of contributors.
Much has been written about the forces that are decentralizing the enterprise. Arguments put forth by Tom Malone and others show that decentralization of decision making is enabled by communication technologies enables greater satisfaction, lower costs and great innovation. More importantly, they show that decentralization enables this value while realizing economies of scale.
The organizational change of decentralization requires committed leadership as it changes the dynamics of control. One of the prospects of tools of change, such as wikis, is that they can bring a new level of transparency and foster a culture of working openly. At first, this is seen as a benefit for the rank and file, but there are equal if not greater benefits to managers. A similar pattern occurred when email entered the workplace, and now email is more heavily used by managers.
The greatest tool of organizational change remains IT. The strong signals to listen to are DIYIT by users and developers. Users and managers can acquire consumer technologies and ASP services to meet unfulfilled needs. Developers and IT staff will bring open source and open services in for low-cost experimentation Half of IT leadership is noticing what paths to pave, the other half is working with people to get it done."
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