then they shouldn't be doing Enteprise 2.0. But really you should never be afraid of more information.Enterprise 2.0 is self-organising, so good ideas tend to bubble to the top, but bad ideas don't get muchcurrency. Ideas get embedded through peer pressure. Now, either you believe the wisdom of the crowd isuseful or you don't. Most of the CEOs I talk to get it, but it can be uncomfortable according to what your organisation is like.A two way 'conversation' is essential. “It's vital for us to getcustomer feedback constantly,” noted Phillips. “At Oracle, we needa balance between the vision of where we want to take people andtheir needs, while they want us to stimulate their thinking. They wantto know about best practice. It's not just through our meeting withthe CIO advisory councils and user group meetings and so on. Wecollect a ton of data every month."The organisations that get this message most easily are often thosewho also recognise the huge opportunity that interaction with their customers represents. “It's the concept of the long tail,” explainedPhillips. “There is great technology in Enterprise 2.0 to reach out to micro-markets. You can get to small,focused groups that are interested in certain subjects. Netflix is good example in that it started out with all themainstream titles but ran into competition with Blockbusters so they started to do the more genre, more nichetitles. That's now 70% of its business. That's good to be able to find new pockets of demand. It's alsosomething dangerous for any business to ignore.“It's about people who you want to collaborate with more easily. I've never met anyone who doesn't want todo that. Is there an easier way for you to find out what customers and experts think? How we developsoftware now is different to the way that we did inside Oracle even a year and a half ago. People now tagthemselves in collaborative environments according to what their expertise is. We all need to find people whoare experts so they tag themselves."Everyone else gets to vote on whether you really are the expert, so that if you're good, other people will callyou. It was hard to keep up and keep current when you have developers all around the globe. You need tohave the ability to execute quickly and have everyone on the same page. When you're designing products,your head engineers are often in the US and you have people in India who can feel distant. They feel that theother guys make decisions and throw them over the wall at them. You can only do so many conference calls.With Enteprise 2.0, you can bring everyone into the same community and make them feel closer to the core.
"You can only do so many conference calls. With Enteprise 2.0, you can bring everyone into the samecommunity and make them feel closer to the core."
Charles Phillips, president, Oracle“It can be hard to keep people up to date on what we are doing so we're pushing to move to collaborativeenvironments. We would love to have people collaborating and desigining presentations that they're beinggiven, sharing notes and working on problems, so that we don't have to have people travelling on planes. Itwill enable us to change the way that we do partner training. We have so many partners who are eager tolearn, but of course they are cost conscious, as we are. We have 20,000 partners and 9,000 products. Onlinewe can mange this. It gets back to the long tail idea. We can also target training to what people need in particular markets each week.”The collaborative concepts of Enterprise 2.0 also have applications implications, particularly in the areas of socalled social CRM. “This allows sales people to work in communities,” explained Phillips. “For instance, if there's a particular presentation with a customer reference which then helps close the deal 90% of the time,
Oracle president Charles Phillips: Evangelising Enterprise 2.0 - 13 May 2008http://www.mycustomer.com/cgi-bin/item.cgi?id=133710&d=printdetail...2 of 47/9/2008 3:45 AM