IT Strategy資訊科技策略

Great article by Herman Mehling in SearchCIO.com, titled 偉大的文章， 赫爾曼mehling在searchcio.com名為 IT/BUSINESS STRATEGIES: Wikis in the enterprise face security, compliance challenges 資訊科技/商業策略： Wikis的，在企業面臨著安全，遵守挑戰 . 。 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. 他寫道如何坎寧安都未能贏得廣泛的接受，在企業世界。 Web 2.0的技術，如Wikis的是如此根本不同的，傳統的組織結構不能充分利用這些新技術，在我看來有三種主要的原因的Web 2.0會有困難的穿透傳統的企業世界。

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. 在一個傳統的組織，思想流是單向的時裝，它的管理層決定對經營戰略和激勵員工，以落實或工作為實現這一戰略，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. 傳統的企業智慧說，員工並不需要了解各種複雜後面跑業務。 It’s revealed on a ‘need to know’ basis. 它的發現對'必須知道'的基礎上。

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預設方向 。信息自由流動，而這反過來會產生相關的大思路，任何個人與一個偉大的想法，可以激發和創造一個生態系統，以及動力靠近這一想法。

Power Structure 權力結構

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. 在傳統的組織，權力結構是縱向和自上而下 。管理人可以影響如何以及什麼員工可以繼續工作。層級，主要是易感 。高管是要聰明比中層管理人員。中層管理人員應該是更聰明比單獨捐款，這層次的權力結構，使管理意識的方向，至於在哪裡，採取自己的組織。

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的世界權力結構，是橫向的 。人士以最大的想法，可以影響如何以及什麼工作，對社區的資源，同意與該人，將一起組織起來，以執行這一想法。此外，也沒有概念等級在Web 2.0的世界。事實上，這種缺乏層次 ，使一切強大。

Employee Incentives 員工激勵

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. 在傳統組織，僱員，他們是聰明的或更好的得到推廣。產生一個環境之間的競爭 ，僱員，這個金字塔結構中的組織，導致惡性政治權力和控制是唯一的途徑和方式，雇主可以獎勵僱員。

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的技術觸發人的協作，而非互相競爭。最好的想法來作為多的人走到一起合作，並增加產品價值。瞬間得到國際承認的是什麼動機個人在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. 這三個截然相反的力量之間的傳統組織和Web 2.0技術是主要原因，所以，傳統的組織進行鬥爭，以用它成功，今天的組織必須從根本上進行調整，以充分利用Web 2.0的技術。

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Tags:標籤： Information Technology信息技術 , ， Business Strategy商業策略 , ， IT Strategy資訊科技策略 , ， IT Management IT管理 , ， Web 2.0網絡2.0 , ， Wiki維基 , ， Collaboration協作

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