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The primary difference between Enterprise 10 and Enterprise 20 is in who the decision maker is Enterprise 10 was strictly a top-down endeavor: executives spent a great deal of time and energy designing a process optimized for their business, and enforced compliance all the way down to the process workers These processes were rigid, and difficult to change Deviation from the process was forbidden for good reasons: it might temporarily make one department more efficient, but others would become less efficient, and the overall business would suffer Enterprise 20 combines bottom-up with top-down: knowledge workers get connected and share their ideas, then take advantage of existing reusable services to help the process evolve Instead of blocking process change, executives combine top-down initiatives with bottom-up feedback Analytics of strategic business indicators in contrast to tactical system-level indicators help ensure that efficiency improvements in one department do not have negative side effects elsewhere Despite the newness of the term Enterprise 20, the challenge of gathering and using bottom-up information is nothing new to the business world It s the same age old dilemma: when should you empower your employees to take the initiative When can you trust that they will make the right decisions What should you do to recover if they make the wrong one Are their goals inline with the strategic initiatives of the executive team Getting your employees the right information can only do so much: you must also have a process for reconciling top-down strategies with bottom-up efforts Once you have this, you can safely allow your business practices to evolve to take maximum advantage of the present opportunities

Take the time to complete Worksheets 3-1 and 3-2 right now The ideas you jot down here will prove extremely useful when creating your own letters later on whether you follow the guidelines offered in the chapters to come, or simply adapt the sample letters contained throughout the book Completing these worksheets will also help you crystallize your thoughts in preparation for an interview

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In the left-hand column of the worksheet, list your skills, strengths, unusual abilities, unique traits, areas of expertise or specialization, and relevant personality traits Try and limit your entries to one or two words each In the right-hand column, jot down your support points Rather than repeating the facts on your resume, expand on them while relating something new, different, or additional Consolidate your facts by adding together years in the field, jobs within an industry, or similar positions you ve held at different firms Summarize your career, education, experience, or personality Follow the examples set by the three sample entries

8:

Go directly to Worksheet 3-1 Or, complete this and the following two worksheets on your personal computer by using the CD-ROM enclosed with this book You ll find instructions for using the CD-ROM at the back of this book

unstructured content with the connectors we discussed in 4 If you have already installed a stand-alone wiki application, and it is not cost effective to do a strategic integration, then you should manage it with the federation tools discussed in 5

WORKSHEET 3-1

I AM: (your skill, unusual ability, unique trait, or area of expertise) I _________________________ am a sild wre kle okr ______________________________ I _________________________ am k o l d e b e i w r nwegal n od

.

BECAUSE I: (how you acquired this particular strength) because I w r e a y u l a i g c m e i o f r okd t or edn opttr o ___________________________________

oe 1 yas vr 5 er _________________________________________

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