There’s definitely growing pressure on organisations from individuals who are using a rich set of tools in their personal lives, or who have used some of these tools in previous organisations.

This is still a very small proportion of staff numbers, however, and I’m much more interested in how we motivate the *majority* to use enterprise 2.0 tools.

Taking the expertise directory or “internal Facebook” solutions as an example: if we don’t get 80% of staff filling in their details, then we have pretty much nothing.

So even if early-adopters are allowed to make use of these tools, they will only be 5-10% of staff, and our projects will fail to get critical mass.

Thus the vital importance of motivation if we are to integrate enterprise 2.0 into “the way we do things”.

Good post as always.

I’ve found that Motivation is sometimes a driver of Purpose but frequently in these cases competes against Culture.

I watch people coming into the organisation asking where our ‘X’ tool is (collaboration platform, instant messaging system, dashboard reporting system, interactive organisational chart, etc).

Culturally the organisation struggles to address the need of these users for these tools, not understand the Purpose or the value that could be derived from it.

Ultimately the Motivated users either normalise into the Culture, take a new job elsewhere, or manage to change the Culture (though this last is rare).

So while I agree Motivation is most important, sometimes it pre-exists while the Culture needs the most work to change.