This link has been bookmarked by 92 people . It was first bookmarked on 14 Sep 2008, by John Pallister.
-
17 Jan 09
Luc JodoinTen Key Aspects of Web 2.0 Strategy
-
01 Jan 09
-
06 Dec 08
-
30 Nov 08
August JacksonThis all raises the question of how to make the transition from 1.0 to 2.0 safely and non-disruptively with your business largely intact, perhaps even with a superior competitive position. That this transition can actually be accomplished by most busines
-
28 Nov 08
-
21 Nov 08
-
17 Nov 08
-
15 Nov 08
Tim MyersOver the last year I've worked with organizations around the world trying to grapple with Web 2.0 and the growing external marketplace pressure that's being exerted for the change and transformation of businesses and the way they work.
-
26 Oct 08
-
-
Ten Aspects of Web 2.0 Strategy That Every CTO and CIO Should Know
-
harnessing millions of customers over the network to co-create products through peer production, engaging in mass customer self-service, customer communities, and open supply chains to thousands of ad hoc partners with open APIs.
-
-
15 Oct 08
-
13 Oct 08
-
03 Oct 08
Mark BlairOver the last year I've worked with organizations around the world that are attempting to grapple with Web 2.0 and the growing external marketplace pressure being exerted for the change and transformation of their businesses. Along the way, I've been fortunate enough to be able to identify and assemble a working list of some consistent recurring issues and themes around Web 2.0 strategy. I've provided them below at a high level. Your comments and additions are very welcome as we try to frame up a consistent picture of what's happening in the marketplace.
It used to be a little surprising how long it's taken for Web 2.0 to begin to have serious impact on or even high-level interest in the business world. However, the ideas have had staying power and have also largely been validated; there are now fundamentally different and very powerful new models for engaging with customers, designing our products, and applying technology in general to our business that are proven and have growing bodies of knowledge. The Web has become the single most important driving force in many fields of endeavor as well as the leading source of both innovation and potent new modes for communicating, collaborating, socializing, and working together. It's taken a few years but businesses are now feeling the change in the air. -
-
It's not about technology, it's about the changes it enables.
-
The implications of 2.0 stands many traditional views on their head and so change takes more time than usual.
-
Get the ideas, concepts, and vocabulary out into the organization and circulating.
-
Existing management methods and conventional wisdom are a hard barrier to 2.0 strategy and transformation
-
Avoiding external disruption is hard but managing self-imposed risk caused by 2.0 is easier.
-
Incubators and pilots projects can help create initial environments for success with 2.0 efforts
-
Irreversible decisions around 2.0 around topics such as brand, reputation, and corporate strategy can be delayed quite a while, and sometime forever.
-
-
30 Sep 08
-
26 Sep 08
-
25 Sep 08
-
22 Sep 08
Bill SandersGeneral Transformation Process of Business to 2.0 in the 21st Century...
-
Martin LindnerDion Hinchcliffe giving a summary of "Enterprise 2.0" (09/2008)
-
21 Sep 08
-
20 Sep 08
-
-
Wilfred RubensThe Web has become the single most important driving force in many fields of endeavor as well as the leading source of both innovation and potent new modes for communicating, collaborating, socializing, and working together. It's taken a few years but bus
-
19 Sep 08
-
17 Sep 08
-
16 Sep 08
-
-
15 Sep 08
Christopher RiceNice diagram, with detailed discussion, of the "General Transformation Process of Business to 2.0 in the 21st Century"
-
pirkkaaunolaThis all raises the question of how to make the transition from 1.0 to 2.0 safely and non-disruptively with your business largely intact, perhaps even with a superior competitive position. That this transition can actually be accomplished by most busines
-
Clark QuinnOver the last year I've worked with organizations around the world trying to grapple with Web 2.0 and the growing external marketplace pressure that's being exerted for the change and transformation of businesses and the way they work.
Bookmarks_Menu Bookmark_Menu Tools web2.0 strategy business socialnetworking socialmedia enterprise2.0
-
Hutch CarpenterOver the last year I've worked with organizations around the world trying to grapple with Web 2.0 and the growing external marketplace pressure that's being exerted for the change and transformation of businesses and the way they work. "/><meta name="Copyright" content="web2.socialcomputingmagazine.com"/><link rel="alternate" type="application/rss+xml" title="RSS" href="http://web2.socialcomputingmagazine.com/index.rss"/><link rel="alternate" type="application/atom+xml" title="Atom" href="http://web2.socialcomputingmagazine.com/index.rss?format=atom
enterprise 2.0 enterprise2.0 adoption business case businesscase
-
Habib JafaryIdentify and assemble a working list of some consistent recurring issues and themes around Web 2.0 strategy
webapps web20 web2.0 toread tech strategy startup socialnetworking socialmedia howto enterprise2.0
-
-
-
-
- It's not about technology, it's about the changes it enables. While technology is a close second (and ultimately makes 2.0 business models possible), the real discussion is about the disruptive new opportunities it creates.
Ten Key Aspects of Web 2.0 Strategy
-
It's not about technology, it's about the changes it enables. While technology is a close second (and ultimately makes 2.0 business models possible), the real discussion is about the disruptive new opportunities it creates.
-
The shift of control from institutions to communities of users takes a lot of getting used to.
-
Existing management methods and conventional wisdom are a hard barrier to 2.0 strategy and transformation. You don't have to get far into discussions about the Perpetual Beta or Product Development 2.0 before existing management methods seem outdated, inflexible, and ineffective. This is one of the more difficult aspects of adopting 2.0 models and the implications is that we'll have to do a lot of rethinking how we manage businesses driven by 2.0 models, where the boundaries of organizations are less clear, the ownership is much more community-based, and the outcomes are far more diverse and spread out, making them less trackable, controllable, and directed. Overhauling management practices and techniques will be a core activity in a 2.0 transformation and will be hard to achieve quickly enough due to the Innovator's Dilemma.
-
Creating dedicated incubators that are designed to use the strengths of the organization while being isolated from its weaknesses can help. Incubators are at risk of becoming too isolated however, and won't inform or change the greater organization unless care is taken to roll the lessons and capability back in.
-
without dragging their brand into it whatsoever. New 2.0 products from major companies are now often released under new brands entirely. This enables serious experimentation with 2.0 while taking little risk to the organization.
-
Start small, think big. We have discovered that the leverage the network can give us is almost unlimited. It's ability to scale ideas, products, and communities of users as fast as they are able to is one of the aspects that makes it so attractive to business.
-
-
14 Sep 08
Would you like to comment?
Join Diigo for a free account, or sign in if you are already a member.