Since the early years people have always been looking to better and ease
communication. When the corporate world was rising, it became essential
to provide better communication. This led to implementing key tools in order to enhance one‐to‐one communication. However, one‐to‐one communication was not sufficient to create a collaborative work environment; hence the emergence of the Enterprise 2.0 concept to set the ground for such a need.
The premise is shifting from a hierarchal mode of managing and working with information to a collaborative work environment where information is circulated and distributed with agility. This transition is analogous to replacing concrete walls in an office with thin and transparent walls: a virtual office.
In a nutshell, this new direction of communication imposes that information is accessible to all stakeholders leading to a more collaborative work environment, mindful that a collaborative structure dictates more input and feedback which leads to proactive decision making for tomorrow’s challenges.
Apart from our endeavor to provide the latest technologies for direct communication (email, voice‐calls [VoIP], video calls and online meeting and seminars), are the efforts to create an intelligent workforce via the accessibility and usability of information. These efforts are categorized into three main aspects.
The first aspect is the collection of information required, processed and generated throughout the project life cycle. Stakeholders should be able to navigate through, process, interpret and share data allowing tasks to be collectively and productively accomplished.
Secondly, is the interactive access to knowledge, categorized in two types; data‐centric knowledge consisting of books, journals and norms; and, more significantly, people‐driven knowledge which comes from projects’ archived information and know‐how. This can only be generated by employees’ contribution on internal wikis or real‐time blogs,
where they can freely discuss their minds and voice ideas generating the required collective intelligence.
The final aspect is social mapping between team‐members in order to enrich team‐spirit otherwise absent in a geographically distributed firm.
communication. When the corporate world was rising, it became essential
to provide better communication. This led to implementing key tools in order to enhance one‐to‐one communication. However, one‐to‐one communication was not sufficient to create a collaborative work environment; hence the emergence of the Enterprise 2.0 concept to set the ground for such a need.
The premise is shifting from a hierarchal mode of managing and working with information to a collaborative work environment where information is circulated and distributed with agility. This transition is analogous to replacing concrete walls in an office with thin and transparent walls: a virtual office.
In a nutshell, this new direction of communication imposes that information is accessible to all stakeholders leading to a more collaborative work environment, mindful that a collaborative structure dictates more input and feedback which leads to proactive decision making for tomorrow’s challenges.
Apart from our endeavor to provide the latest technologies for direct communication (email, voice‐calls [VoIP], video calls and online meeting and seminars), are the efforts to create an intelligent workforce via the accessibility and usability of information. These efforts are categorized into three main aspects.
The first aspect is the collection of information required, processed and generated throughout the project life cycle. Stakeholders should be able to navigate through, process, interpret and share data allowing tasks to be collectively and productively accomplished.
Secondly, is the interactive access to knowledge, categorized in two types; data‐centric knowledge consisting of books, journals and norms; and, more significantly, people‐driven knowledge which comes from projects’ archived information and know‐how. This can only be generated by employees’ contribution on internal wikis or real‐time blogs,
where they can freely discuss their minds and voice ideas generating the required collective intelligence.
The final aspect is social mapping between team‐members in order to enrich team‐spirit otherwise absent in a geographically distributed firm.
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