Interview Susan Scrupski, founder of the 2.0 Adoption Council, and you will be impressed quickly with her beliefs, dedication, friendliness and interdisciplinary knowledge. Her leadership created the 2.0 Adoption Council, an online venue for Enterprise 2.0 implementation leaders to share lessons learned from the implementation projects of large, corporate teams. Read further to know what she's doing lately.
Interview Susan Scrupski, founder of the 2.0 Adoption Council, and you will be impressed quickly with her beliefs, dedication, friendliness, and interdisciplinary knowledge. She inherited these traits honestly through discipline and hard work. Her heritage is tracking the IT Services sector all through the 90s as an industry analyst. The execs left large IT services firms and joined startups, which led her to become curious in the Internet Services market.
In the late 90s, she tracked the Internet Services market. She left the business and retired when when the dotcom (web 1.0) market collapsed.
When executives began leaving their startups in droves and the whole sector fell apart, I retired. I literally dropped out—I was a stay-at-home mom for five years and volunteered for different organizations. In 2006 I returned to the workplace and floundered because the old market had evaporated. I sold a company in the ‘90s and I started freelancing again for them.
Simultaneously Andrew McAfee published his groundbreaking article, ‘Enterprise 2.0: The Dawn of Emergent Collaboration’ in the April 2006 edition of the MIT Sloan Management Review and I began tracking the Enterprise 2.0 space like an industry analyst. In the end all my knowledge from the dot-com era was valuable and contemporary because the spirit from Web 1.0 was in the new Web 2.0 world—but the tools were better and realized. As a businesswoman, I found a niche not filled that I could own.”
The Four Pillars of Enterprise 2.0
The difference between then and now is that the evangelism efforts of the early years have paid off. Ms. Scrupski approached her analysis carefully, paying close attention to the beginning of Web 2.0 and consumer space. She studied concepts from The ClueTrain Manifesto and multitudinous blogs. She approached colleagues for serious and insightful conversations.
Her conclusion was that a major anthropological and sociological event to promote transparency, trust, collaboration and authenticity -- the four philosophical and egalitarian pillars of Enterprise 2.0 -- within an entity was evolving quickly.
Four years ago, colleagues didn’t understand the vision—you couldn’t have a rational discussion on this topic. Now we can. It’s about strategic alignment coupled with the philosophical underpinnings of this movement.”
Simultaneously, Ms. Scrupski acknowledges the juxtaposition between philosophy and practical implementations.
Case studies are not about philosophical underpinnings. I want to focus on where the market has moved. I’m after the business advantage, the performance, the view of this technology—the realistic, tangible gains. I’m most interested in the large enterprise, because it is the last stronghold. At work, where typically you’re subject to a lot of pressure, if we change that, we’ll make a major shift.”
Ms. Scrupski emerged as a thought leader. When asked about the debate amongst her fellow thought leaders in this space, she commends everyone.
We all support each other, even if we disagree, which is fine. We have a vision that we share that has come to fruition. Because of the nature of this business, we’re all equals. Listen, I was scared of McAfee initially—I admit it. Back in 2006 I had a major disagreement with him and I wrote a blog post to counterpoint one of his. Here I was, working out of my garage, and there’s a Harvard professor disagreeing with me, but respecting my opinion nonetheless. I got to compete intellectually regardless of my “status” at the time. Because everyone wants to discuss this topic, we’re building a perception of this movement together.”
The exchange was a microcosm of the macro movement to come and it marked a turning point in Ms. Scrupski’s work.
Enter the 2.0 Adoption Council yammer, the Council’s own yam count is over ten times as high. Implementation teams are talking. Ms. Scrupski says,
People are just starting out their pilots, there’s no rock solid case study…yet. The Council participants have enough rationale to get the budget approved. That in itself is a tremendous amount of gain. I think the trick will be to find surprises.
For example, one of the Council members had board directive to increase transparency for their audit and compliance group, because the company is accountable to the federal government. They’re implementing an E 2.0 solution, but a fascinating by-product is they have found holes in management. With their Enterprise 2.0 solution, they find they can solve problems didn’t know they have. That’s a big prediction for us: significant, previously unseen benefits. I will say this (and let’s call it a calculated guess): something big will result from this.”
Part Two will continue the 2.0 Adoption Council Discussion.