This link has been bookmarked by 25 people . It was first bookmarked on 29 Sep 2008, by Keith Hamon.
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29 Jun 09
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Now, I will say categorically that any Web 2.0 definition that excludes the Google search engine is broken. But it's broken in an instructive way, one that shows what the problem is.
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If there is only one thing that enterprises ought to learn about Web 2.0, it's this one: building information systems that allow you to adjust in real time based on interaction with your customers is the true mark of a networked enterprise.
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Your data is one of your most critical business assets. Are you doing everything you can to wrest competitive advantage from it? I'll remind you again: PageRank and the real time Adwords auction were both hidden in plain sight. Understanding what data you have, and what meaning you can extract from it, is the holy grail of Web 2.0.
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That's why in my enterprise 2.0 talks, I usually end by saying "turn your IT department inside out - or wait for some innovative startup to do it for you." Banks could be building something like Wesabe's Value Engine and tips feature, which extracts collective intelligence from credit card data; phone companies could be doing something like Skydeck's extraction of your social network from your phone bill. In fact, they'd be in a way better position to build integrated services against this data than startups that are having to first extract the data from corporate databases one customer at a time!
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12 Jan 09
Martin LindnerMany people have been seduced into the ideas that Web 2.0 is all about explicit collaboration, contribution, and "the wisdom of crowds." So, for example, on his Web 2.0 Watch List, Seth Godin wrote: "For our purposes, my definition is that most of these c
enterprise2.0_star5 quote definition socialsoftware_star5 web2.0_definition web2.0 delicious
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05 Jan 09
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harnessing collective intelligence."
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All spiders follow links to discover new content; PageRank taught us that some links matter more than others.
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02 Nov 08
Lisa SpiroWeb 2.0 is ultimately about understanding the rules of business in the network era. I define Web 2.0 as the design of systems that harness network effects to get better the more people use them, or more colloquially, as "harnessing collective intelligence." This includes explicit network-enabled collaboration, to be sure, but it should encompass every way that people connected to a network create synergistic effects. So let's take Google:
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16 Oct 08
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Harvest every bit of user contribution, not just the explicit.
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You must infuse your organization with IT, so that, like Walmart, your supply chain responds every time a customer rings up an item at the cash register.
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virtuous circles
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network effects
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services getting better in such a way that they are used more often, until you are so far ahead of the next guy that he can't catch up
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10 Oct 08
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04 Oct 08
Emanuele QuintarelliIn my keynote last week at Web 2.0 Expo New York, I made the comment that, cool as Dell Ideastorm is, the fundamental supply-chain approach behind dell.com is actually a better example of how Web 2.0 applies to the enterprise. I also made the provocative assertion that WalMart is a Web 2.0 company (or at least a model of how Web 2.0 principles apply to the enterprise.)
...Web 2.0 is ultimately about understanding the rules of business in the network era... I define Web 2.0 as the design of systems that harness network effects to get better the more people use them, or more colloquially, as "harnessing collective intelligence." This includes explicit network-enabled collaboration, to be sure, but it should encompass every way that people connected to a network create synergistic effects.
If there is only one thing that enterprises ought to learn about Web 2.0, it's this one: building information systems that allow you to adjust in real time based on interaction with your customers is the true mark of a networked enterprise.
- Harvest every bit of user contribution, not just the explicit
- The era of IT as a back-office function is over. You must infuse your organization with IT, so that your supply chain responds every time a customer rings up an item at the cash register
- Web 2.0 thrives on network effects: data begetting more data, services getting better in such a way that they are used more often, until you are so far ahead of the next guy that he can't catch up.
That's why in my enterprise 2.0 talks, I usually end by saying "turn your IT department inside out - or wait for some innovative startup to do it for you." Banks could be building something like Wesabe's Value Engine and tips feature, which extracts collective intelligence from credit card data; phone companies could be doing something like Skydeck's extraction of your social network from your phone bill. In fact, they'd be in a way better position to build integrated services against this data than startups that are having to first extract theideastorm Dell web 2.0 enterprise 2.0 tim o'reilly business models 2008
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03 Oct 08
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02 Oct 08
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Bertrand DuperrinI define Web 2.0 as the design of systems that harness network effects to get better the more people use them, or more colloquially, as "harnessing collective intelligence." This includes explicit network-enabled collaboration, to be sure, but it should encompass every way that people connected to a network create synergistic effects. So let's take Google:
web2.0 O'reilly definition collectiveintelligence system networks synergies dell ideastorm
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01 Oct 08
Michelle A. HoyleIn my keynote last week at Web 2.0 Expo New York, I made the comment that, cool as Dell Ideastorm is, the fundamental supply-chain approach behind dell.com is actually a better example of how Web 2.0 applies to the enterprise. I also made the provocative
web2.0 t320 2biblio article timoreilly google walmart enterprise2.0 business blog
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29 Sep 08
Sean Brady3 things that anyone who wants web 2.0 in the Enterprise to work needs to keep in mind.
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Harvest every bit of user contribution, not just the explicit.
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You must infuse your organization with IT, so that, like Walmart, your supply chain responds every time a customer rings up an item at the cash register.
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virtuous circles
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network effects
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services getting better in such a way that they are used more often, until you are so far ahead of the next guy that he can't catch up
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Keith HamonWhy Dell.com (was) More Enterprise 2.0 Than Dell IdeaStorm
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