Mark Mullaly is president of Interthink Consulting Incorporated, an organizational development and change firm specializing in the creation of effective organizational project management solutions. Since 1990, it has worked with companies throughout North America to develop, enhance and implement effective project management tools, processes, structures and capabilities. Mark was most recently co-lead investigator of the Value of Project Management research project sponsored by PMI. You can read more of his writing at markmullaly.com.
More and more, the number “2.0” is being attached to concepts with the apparent intent of making them appear new, fresh, different and completely revolutionary as compared with what came before. And so we have Business 2.0, Internet 2.0, Web 2.0, Government 2.0 and now Communications 2.0. The new number is meant to signify a game-changing generational shift. What any user of technology also knows, however, is that the zero after the decimal also indicates that there are likely a few bugs that will need to be worked out.
There is no real definition for Communications 2.0, but if we were to assemble a practical one for working purposes, it would likely imply the presence of technology and tools to support the communications around a project. One could imagine the presence of collaboration sites, conferencing sites, meeting and presentation tools and on-line repositories of information about our projects--possibly even wikis. The promise of all of this, one could presume, is that communication will be that much better than it has been in the past. The challenge in all of this, however, is that to date the communications hasn’t been all that great in the 1.0 world. As with many technological offerings, the risk is that putting a veneer of technology on top of bad communications will just let us connect badly more quickly to more people. Shouldn’t we