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(interesting now that I’m in the US I’m still posting at 5pm Aussie time)

I’d like to direct your attention to a post by Jevon MacDonald called Enterprise 2.0: Where the f$#@ is my market? where he asks:

Is there such thing as an Enterprise 2.0 market? If so, can you sell in to it? If not: are there startups trying to sell to customers who don’t exist?

and answers by stating:

There is no Enterprise 2.0 market. Enterprise 2.0 budgets do not exist, except where some early adoptors create them, and there is no Enterprise 2.0 sales cycle. There are very few incentive available to experts right now and the discontinuity that has arisen in the concept is a symptom of that.

Jevon goes on to argue that an Enterprise 2.0 Software Market is validated only when there is a problem that software can solve on its own. Otherwise “The people who are making the most money off this term right now are consultants who are helping their clients navigate some of the fluff from the substance”.

I agree with this. As a consultant I’ve always considered Enterprise 2.0 to be more about shifting corporate culture than introducing new technology (although I write a lot about technology in this blog). I remember a quote from Paula Thornton where she wrote “..how many psychologists do you have on your team” as “we’re building products that should be influenced by the laws of human nature” instead of advances in technology.

When implementing Enterprise 2.0 we need to include strategies to change old school mindsets and get people to ask “why shouldn’t I share this information” instead of “why should I share this information”, for example.

Jevon does go on to say that Enterprise 2.0 software can be successful when focusing on industry verticals where, after a series of successful implementations there, a broader, more horizontal market might appear. Check out his post here.