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"In this on-going collaboration debate, too many people view collaboration as a solution to a problem. It is not. Collaboration is the behaviour that emerges in contexts that invite for collaboration."

The employees are a company's most valuable assets. So they say. But do they really understand what it means?

The name we give to something influences the way we look at it. It creates another perspective on the same reality. In many cases, this can be very useful. However, perception alone does not create a different reality.

When talking about 'social business', most of us see this as an evolution of today's companies, supported by new communication and collaboration technologies. It is not. Social business is a choice for another, more meaningful business.

In most management practices, we only take into account what's visible. We address the problem at hand. However, what's not visible is often much more important since it will guide us to the real opportunity for relevant change.

With Enterprise 2.0, we are trying to solve some of the problems of today's business organisations. However, we must not forget that our business environment is rapidly evolving and therefore, we might be solving the problems of the past instead of those of the future.

Implementing change in an organisation is difficult, very difficult. There are numerous reasons or excuses for failure. However, the primary reason for failure is choosing the wrong destination.

Collaboration is the mantra of the Enterprise 2.0 movement, but organisational boundaries complicate adoption and progress. Therefore, we need someone who takes a holistic view of what is needed to get employees to work across silos. Good idea?

In the social enterprise debate, we always talk about collaboration, about connecting individuals. However, connecting more people as such should not be an objective. The thing that really matters is connecting the right people, which implies disconnecting from the wrong ones.

Today's enterprises are increasingly facing challenges of rapid change, hyper-competition and complexity. Old methods and structures can no longer support the agility that is needed. Time for a radical management makeover?