In a similar way, I think Enterprise 2.0 still has this top-down flavor. Management holds the reins of knowledge nets, and attempts to control the flow. Without this facilitation, the business would lose great value and chaos could surely result. The boundaries between outside the company and inside the company would melt and for all intensive purposes, the companies core knowledge would melt away as well. Management does not just control, but contains.

Thus, management is exceedingly important, however, the structure of organizations, job roles/functions, and processes will invariably change in the coming years. How this will look, only time and innovation will tell.

I agree with Dion, that “almost all organizations have to face social computing one way or the other and the longer they wait, the more work they might have to do” and I am in agreement with the benefits of Enterprise 2.0. As in most technology projects I've been involved in (14 years at HP) the “soft side” of transformation usually comes after the technology nut's been cracked. the idealist in me is wondering if there are organizations out there that addressed both in parallel and found more lasting success.