Enterprise 2.0 Adoption by Investment Banks 2007
The Study and Its Adoption Model
The goal of this research is to assist enterprise 2.0 champions and executives within investment banks to understand the state of adoption of their peer group. Participants will answer easily verifiable questions, and CSRA will use responses to place respondents within one of three adoption phases. The study may be the first of its kind to focus on investment banks' usage of enterprise 2.0.
The adoption study will discover and explain:
- How firms are using social networking and social network analysis tools as well as several enterprise 2.0 tools: wikis, blogs, tagging, RSS, mashups, chat and pod/videocasts
- How firms are moving to online collaboration via IT initiatives such as federated (enterprise-wide) search; (tele)presence, enterprise 1.0 and VoIP integration
- Leadership attitudes toward enterprise 2.0 and approaches to driving adoption
- What kind of business initiatives enterprise 2.0 is supporting
- Results of enterprise 2.0 projects and measurement metrics
- Current goals and future plans for enterprise 2.0
- Value propositions used to get permission to pursue projects
- Barriers to adoption and how participants are overcoming them
- Good practices, pitfalls and general recommendations
The Adoption Model
At the conclusion of the study, CSRA will place participants within the adoption model, which will be included in the Strat Basis report. Strat Basis participants will see how their firm compares to other firms, which will be displayed as numbers (not names).
| Adoption Phase |
Characteristics |
| One: Experimental |
- Enterprise 2.0 use—low-visibility support projects
- Risk profile—minimal
- Intent—uncertain and implicit
- Leadership—battlefield promotions of visionaries; little executive attention
- Intensity—low-blogs, wikis, tagging, mashups and chat used ad hoc and in isolation
- IT involvement—IT leading projects; business doesn't understand value proposition
- Representative projects—knowledge management, human resources, low impact R&D, backwater IT
|
| Two: Transitional |
- Enterprise 2.0 use—high visibility internal projects; some external visibility
- Risk profile—internal risk of losing face but failure won't impact business
- Intent—project plans have specific, explicit goals that reflect firm's growing experience
- Leadership—pockets of executive attention; job titles like VP of Social Media
- Intensity—medium: more than one tool used on projects
- IT involvement—CIO has explicit plan for enterprise 2.0 enablement; business leaders begin using tools
- Representative projects—client-facing IT projects; product development; MBA-level and experienced recruiting
|
| Three: Strategic |
- Enterprise 2.0 use—mission-critical projects; client-facing
- Risk profile—significant external risk of losing business
- Intent—articulated at enterprise or business unit level; explicit goals and milestones
- Leadership—widespread executive attention; C-level role developed
- Intensity—high-multiple tools used; firm good practices articulated
- IT involvement—enterprise 2.0 top CIO agenda item; business leaders aggressively pushing adoption
- Representative projects—firm M&A, M&A advisory, public offerings
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