Organizational Capabilities & Knowledge Flows

I came across this interesting document on organizational capabilities and have been thinking about how Enterprise 2.o could affect some of them. Specifically, understanding the implications of informal communities in helping organizations identify, build and expand organizational capabilities is an interesting area.

Some of the capabilities mentioned in the document are more foundational than others – some of them are necessary for other capabilities to be in place. For instance, collaboration and learning have a huge impact on other capabilities like speed, customer responsiveness, efficiency etc., Building institutional capability leveraging formal organizational structures and frameworks has never been easy.

Part of the problem is that formal structures and process frameworks like P-CMM try to force fit a solution to this problem with  linear models while completely ignoring the existence of the informal organization. Informal communities of practitioners play a significant role in keeping the knowledge flows going in the informal organization. The interplay between these communities and more formal structures responsible for institutionalizing organizational capabilities is becoming increasingly important. Orchestrating this coordination is an area where Enterprise 2.0 can play a key role.

Informal communities tend to have a greater sense of emerging opportunities given that they bring practitioners across multiple formal business units together. They usually send out signals that may be of importance to strategists. For instance, in the organization I work for, I am seeing a new community – about 10-15 people speaking a lot about functional programming over the past 6 months – Having mechanisms to detect these conversations and helping the community scale [ with the help of an associated formal business unit/practice ] if there is a business driver is a key capability for organizations. So how can Enterprise 2.0 help? By helping organizations orchestrate knowledge flows between informal communities and formal organizational structures – Not that this was not possible in the pre-E2.0 era, but just that it has become all the more easier from a technology stand point. Many a time, informal communities may not have the time and space to take ideas to a logical end whereas formal units may have the time and space but not the ideas. By setting up/identifying the right knowledge flows and having mechanisms that allow people to be part of these flows and creating a culture where managers keep their ears to the ground, you have the opportunity to accelerate the institutionalization of key capabilities that matter to your organization. I believe, orchestrating knowledge flows inside the enterprise and across the value chain will be a key organizational capability. The complexity that is inherent in these extended networks is likely to be a key competitive differentiator in the coming years and the Enterprise 2.o mindset will be at the heart of this.

What organizational capabilities do you see E2.0 impacting in the coming years?


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One thought on “Organizational Capabilities & Knowledge Flows

  1. Evolving A Collaboration Strategy « Collabware

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