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Recent events in the news have inspired a thought experiment: I asked myself what I would do if I were put in charge of IT as part of the turnaround effort at a big US automaker. To be a bit more specific, I imagined that one of the big 3 American auto companies was taken over tomorrow by enlightened and aggressive new leadership whose only goals are to restore the company to operational and financial excellence. This leadership is enlightened (in my book) because it believes firmly in the power of IT to help businesses achieve their goals and differentiate themselves in the marketplace, and will fund and fully support whatever initiatives I propose (this is a complete fantasy for several reasons, but thought experiments aren't supposed to be constrained by reality.).\nSo what would I propose?

Real solutions and progress emerge when we are able to unify apparently conflicting views on the same reality. Do emergent social software platforms (ESSPs) provide a context for this to happen?

More than ever, Enterprise 2.0 is the talk of the town. However, the discussion remains difficult due to a continuing bias towards tools and technology. Therefore, an attempt for a real look at the internals of Enterprise 2.0, the dark forces of collaboration.