IT Strategy资讯科技策略

Great article by Herman Mehling in SearchCIO.com, titled 伟大的文章， 赫尔曼mehling在searchcio.com名为 IT/BUSINESS STRATEGIES: Wikis in the enterprise face security, compliance challenges 资讯科技/商业策略： Wikis的，在企业面临着安全，遵守挑战 . 。 He writes how Wikis have failed to win widespread acceptance in the corporate world. Web 2.0 technologies like Wikis are so radically different that traditional organizations are not structured to take advantage of these emerging technologies. In my view there are 3 main reasons why Web 2.0 will have difficulty penetrating traditional corporate world. 他写道如何坎宁安都未能赢得广泛的接受，在企业世界。 Web 2.0的技术，如Wikis的是如此根本不同的，传统的组织结构不能充分利用这些新技术，在我看来有三种主要的原因的Web 2.0会有困难的穿透传统的企业世界。

Flow of Ideas 思想流通

In a traditional organizations, ideas flow in unidirectional fashion. It’s the management that decides on a business strategy and motivates their employees to implement or work towards that strategy. Information flow is also controlled by the management. 在一个传统的组织，思想流是单向的时装，它的管理层决定对经营战略和激励员工，以落实或工作为实现这一战略，信息流，也就是控制管理。 Conventional corporate wisdom says that employees do not need to understand all the complexities behind running the business. 传统的企业智慧说，员工并不需要了解各种复杂后面跑业务。 It’s revealed on a ‘need to know’ basis. 它的发现对'必须知道'的基础上。

In Web 2.0 world, ideas do not follow any rigid preset direction . The information freely flows and that in turn generates relevant and big ideas. Any individual with a great idea can galvanize and create an ecosystem as well as momentum around that idea. 在Web 2.0的世界，思路不遵守任何硬性预设方向 。信息自由流动，而这反过来会产生相关的大思路，任何个人与一个伟大的想法，可以激发和创造一个生态系统，以及动力靠近这一想法。

Power Structure 权力结构

In the traditional organization, the power structure is vertical and top down . The manager can influence how and what the employees can work on. Hierarchy is mainly predisposed . Top executives are supposed to be smarter than middle management. Middle management is supposed to be smarter than individual contributors. This hierarchal power structure gives management a sense of direction as to where to take their organization. 在传统的组织，权力结构是纵向和自上而下 。管理人可以影响如何以及什么员工可以继续工作。层级，主要是易感 。高管是要聪明比中层管理人员。中层管理人员应该是更聪明比单独捐款，这层次的权力结构，使管理意识的方向，至于在哪里，采取自己的组织。

In Web 2.0 world the power structure is horizontal . The person with the greatest idea can influence how and what to work on. Community of resources agreeing with that person, will come together to organize themselves to execute the idea. Also, there is no concept of hierarchy in the Web 2.0 world. In fact, this lack of hierarchy makes it all that powerful. 在Web 2.0的世界权力结构，是横向的 。人士以最大的想法，可以影响如何以及什么工作，对社区的资源，同意与该人，将一起组织起来，以执行这一想法。此外，也没有概念等级在Web 2.0的世界。事实上，这种缺乏层次 ，使一切强大。

Employee Incentives 员工激励

In the traditional organization, the employee who is smarter or better gets promoted. That generates an environment of competition between the employees. This pyramid structure in the organization leads to vicious politics. Power and Control are the only ways the employer can reward an employee. 在传统组织，雇员，他们是聪明的或更好的得到推广。产生一个环境之间的竞争 ，雇员，这个金字塔结构中的组织，导致恶性政治权力和控制是唯一的途径和方式，雇主可以奖励雇员。

Web 2.0 technology triggers people to collaborate rather than compete. The best ideas come as multiple people come together to co-operate and add value. Instant international recognition is what motivates individuals in Web 2.0 culture. Web 2.0的技术触发人的协作，而非互相竞争。最好的想法来作为多的人走到一起合作，并增加产品价值。瞬间得到国际承认的是什么动机个人在Web 2.0文化。

These three diametrically opposite forces between traditional organizations and Web 2.0 technology is the main reason, why a traditional organizations will struggle to use it successfully. Today’s organizations have to radically restructure to fully leverage Web 2.0 technologies. 这三个截然相反的力量之间的传统组织和Web 2.0技术是主要原因，所以，传统的组织进行斗争，以用它成功，今天的组织必须从根本上进行调整，以充分利用Web 2.0的技术。

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Tags:标签： Information Technology信息技术 , ， Business Strategy商业策略 , ， IT Strategy资讯科技策略 , ， IT Management IT管理 , ， Web 2.0网络2.0 , ， Wiki维基 , ， Collaboration协作

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