The Controversial Enterprise

Every day in large enterprises and organizations, from the top all the way down to the work floor, people are going about their daily work without really knowing what the majority of their co-workers are actually working on. A negative effect of this is that individuals stay anonymous, become uninspired, resulting in a lonely workplace without a heart - a place where no one feels fully committed, responsible, or passionate.

On the positive side, we can conclude that there is an enormous potential out there. The potential of the unlocked power of an endless number of connected minds, connected hearts, and connected knowledge within each and every organization. No computer is able to collect more data, make zillions of crosslinks and business relevant decisions in a split second than the human mind. Yet, this is the most underutilized domain in nearly all enterprises and organizations I have talked with in the past seven years.


Bureaucracy, hierarchy, corporate laziness, and other forms of human trepidation towards change

are possible causes of the underutilization of the potential of connected minds and hearts.  But also technology has not been very helpful in opening up this treasure chest of knowledge, creativity, and passion that is just waiting to be unlocked. IT (services) companies have pre-dominantly served the needs of (top) management, who have traditionally been focused on other areas of the business rather than capitalizing on their own human capital. Processes have been the common dominator, whether coming from Oracle, SAP, or Microsoft; processes were and still are king. With the introduction of social media technology (Twitter, LinkedIn, Facebook, etc.) the ‘consumerization’ of the enterprise started. People began working together in an anarchic but natural way, using their personal mobile device to communicate, tweet, blog, and collaborate in an unstructured manner to overcome the biggest hurdle (top) management created that blocked the natural human to interact with each other. So enterprises started investing, just a little, in systems that could help facilitate some form of internal social collaboration…because they had to.


I believe 2014 is the year. The year that social enterprise technology will mature and where most large organizations will integrate social collaboration technologies with business process technologies. Where most enterprises already have introduced an activity stream for general-purpose use in the past year, mature and modern enterprises realize that this new way of working can only be supported by bringing people, knowledge, and business processes together in a personal and relevant way. The mature social enterprise uses social technologies to enable powerful, brain-cracking innovation labs or introduce the ‘personalized’ intranet – making the ‘one-size-fits-nobody’ intranet history. The change is focused on challenging and using the potential and cumulative talent that is already in the enterprise. A change driven by the motivated CEO and his team, because it makes work fun and makes every enterprise more competitive and challenging. Controversial? No it’s survival!


If you're interested in learning more about how we can help your organization make this crucial shift, contact us to schedule a personalized demonstration of Sitrion.



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Onno Hecktor, Vice President of Sales, EMEA

Onno is responsible for sales & marketing of Sitrion’s business in the Europe, Middle East and Africa (EMEA) territories. Onno has spent 30 passionate years selling software in EMEA in several executive sales and marketing roles in the software industry. Prior to Sitrion he spent 20 years with Microsoft in EMEA of which his last two leadership roles where as a Channel Director EMEA and Director SMS&P of the Dutch Microsoft subsidiary.

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