If we live in a knowledge economy, as Michael Porter and hundreds others claim for about 30 years, we have to change our mind on how things are being managed.
If we live in a knowledge economy, we have to value people in the know. It is counterproductive to have people in command who are not aware of what happens in their domain.
If we live in a knowledge economy, we have to accept that employees are the ones who know how local things need and can be improved.
If we live in a knowledge economy, innovation is a key driving force of performance and competitiveness.
If we live in an economy where innovation is a key factor of performance and competitiveness, we have to accept exploration and reprimand exploitation.
Enterprise 2.0 (again, social computing for organisations) is only the trendy catchword of a more dramatic change in the corporate world. It is about catching up with a knowledge economy.
