This link has been bookmarked by 105 people . It was first bookmarked on 18 Feb 2009, by Jan Davis.
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05 Aug 09
Phil RidoutOver the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation.
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24 Jul 09
jerry tellusJust re read this - interesting, especially the comments on Twitter in response
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17 Jul 09
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Adrian RaynorWeb 2 in the workplace
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03 Jul 09
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31 May 09
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To date, as many survey respondents are dissatisfied with their use of Web 2.0
technologies as are satisfied. Many of the dissenters cite impediments such as
organizational structure, the inability of managers to understand the new levers
of change, and a lack of understanding about how value is created using Web 2.0
tools. We have found that, unless a number of success factors are present, Web
2.0 efforts often fail to launch or to reach expected heights of usage.
Executives who are suspicious or uncomfortable with perceived changes or risks
often call off these efforts. Others fail because managers simply don’t know how
to encourage the type of participation that will produce meaningful results.
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04 May 09
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24 Apr 09
graham hughesThe McKinsey Quarterly - Six ways Web 2.0 work - Business Technology - Application Management
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unless a number of success factors are present, Web 2.0 efforts often fail to
launch or to reach expected heights of usage. Executives who are suspicious or
uncomfortable with perceived changes or risks often call off these efforts.
Others fail because managers simply don’t know how to encourage the type of
participation that will produce meaningful results. -
The latest Web tools have a strong bottom-up element and engage a broad base of
workers. They also demand a mind-set different from that of earlier IT programs,
which were instituted primarily by edicts from senior managers. - 2 more annotations...
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inherently disruptive and often challenge an organization and its culture, they
are not technically complex to implement. Rather, they are a relatively
lightweight overlay to the existing infrastructure and do not necessarily
require complex technology integration. -
The transformation to a bottom-up culture needs help from the top
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14 Apr 09
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12 Apr 09
Shanta Rohse6 recommendations for changing perception and use of Web 2.0 tools
participatory_technology participation_&_interaction mckinsey_quarterly michael_chiu andy_miller roger_p_roberts participation_design enterprise2.0 twitter re:mltnet
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What distinguishes them from previous technologies is the high degree of participation they require to be effective.
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10 Apr 09
Jesus AlvarezSix ways to make Web 2.0 work
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
FEBRUARY 2009 • Michael Chui, Andy Miller, and Roger P. Roberts
Source: Business Technology Office
Business Technology, Application Management Article, Six ways Web 2.0 work
In This Article
* Sidebar: Twitter responses from our readers
* Exhibit 1: Web 2.0 is the next wave of corporate-technology adoption.
* Exhibit 2: Participatory technologies can be categorized into five groups.
* Exhibit 3: Six new management capabilities can be unlocked by participatory technologies.
Audio
Download MP3
* About the authors
* Letters to the editor (5)
Technologies known collectively as Web 2.0 have spread widely among consumers over the past five years. Social-networking Web sites, such as Facebook and MySpace, now attract more than 100 million visitors a month. As the popularity of Web 2.0 has grown, companies have noted the intense consumer engagement and creativity surrounding these technologies. Many organizations, keen to harness Web 2.0 internally, are experimenting with the tools or deploying them on a trial basis.
Toggle Sidebar
Twitter responses from our readers
After “Six ways to make Web 2.0 work” was posted, we wanted to encourage Twitter users to continue the conversation. Twitter allows individuals to broadcast 140-character posts to a loosely connected community of followers. Within a few days, over 300 posts used the #web2.0work hashtag1 we established to monitor conversations and respond to the stream of opinions surrounding the article.
The tweets2 came in several varieties. Many respondents simply reported that we had posted the article and offered a shortened URL back to the piece on mckinseyquarterly.com. Others, however, went further, commenting on the findings of the article and sharing how they have been integrating some of the “six ways” precepts into their own Web 2.0 processes.
* @estephen: @mckquarterly #web2.0work Rec 1 is spot -
07 Apr 09
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06 Apr 09
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01 Apr 09
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31 Mar 09
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Our work suggests the challenges that lie ahead. To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied. Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
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30 Mar 09
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28 Mar 09
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25 Mar 09
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18 Mar 09
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09 Mar 09
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08 Mar 09
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Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools.
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Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools
- 31 more annotations...
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Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
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Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
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The latest Web tools have a strong bottom-up element and engage a broad base of workers
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The most widely used are blogs, wikis, podcasts, information tagging, prediction markets, and social networks
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What distinguishes them from previous technologies is the high degree of participation they require to be effective.
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Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.
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But the new tools are different. While they are inherently disruptive and often challenge an organization and its culture, they are not technically complex to implement.
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do not necessarily require complex technology integration.
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calls the underused human potential at companies an immense “cognitive surplus” and one that could be tapped by participatory tools.
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Our most recent Web 2.0 survey demonstrates that despite early frustrations, a growing number of companies remain committed to capturing the collaborative benefits of Web 2.0.2
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The transformation to a bottom-up culture needs help from the top.
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These business leaders are correct in thinking that participatory technologies are founded upon bottom-up involvement from frontline staffers and that this pattern is fundamentally different from the rollout of ERP systems, for example, where compliance with rules is mandatory. Successful participation, however, requires not only grassroots activity but also a different leadership approach: senior executives often become role models and lead through informal channels.
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By contrast, our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.
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What’s in the workflow is what gets used. Perhaps because of the novelty of Web 2.0 initiatives, they’re often considered separate from mainstream work. Earlier generations of technologies, by contrast, often explicitly replaced the tools employees used to accomplish tasks. Thus, using Web 2.0 and participating in online work communities often becomes just another “to do” on an already crowded list of tasks.
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Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow
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Traditional management incentives aren’t particularly useful for encouraging participation.5
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These methods tend to fall short when applied to unlocking participation.
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A more effective approach plays to the Web’s ethos and the participants’ desire for recognition: bolstering the reputation of participants in relevant communities, rewarding enthusiasm, or acknowledging the quality and usefulness of contributions
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With participatory technologies, it’s far from obvious which individuals will be the best participants.
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To select users who will help drive a self-sustaining effort (often enthusiastic early technology adopters who have rich personal networks and will thus share knowledge and exchange ideas), a thoughtful approach is required
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Balance the top-down and self-management of risk. A common reason for failed participation is discomfort with it, or even fear.
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In some cases, the lack of management control over the self-organizing nature and power of dissent is the issue.
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In others, it’s the potential repercussions of content—through blogs, social networks, and other venues—that is detrimental to the company.
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Companies often have difficulty maintaining the right balance of freedom and control.
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total laissez-faire policies, eschewing even basic controls that screen out inappropriate postings. In some cases, these organizations have been burned.
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Prudent managers should work with the legal, HR, and IT security functions to establish reasonable policies
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such as prohibiting anonymous posting. Fears are often overblown, however, and the social norms enforced by users in the participating communities can be very effective at policing user exchanges and thus mitigating risks.
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Participatory technologies should include auditing functions, similar to those for e-mail, that track all contributions and their authors. Ultimately, however, companies must recognize that successful participation means engaging in authentic conversations with participants.
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Encouraging participation calls for new approaches that break with the methods used to deploy IT in the past
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Acceptance of Web 2.0 technologies in business is growing
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Company leaders first need to survey their current practices. Once they feel comfortable with some level of controlled disruption, they can begin testing the new participatory tools.
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05 Mar 09
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04 Mar 09
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02 Mar 09
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01 Mar 09
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27 Feb 09
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25 Feb 09
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Six ways to make Web 2.0 work
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
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Six ways to make Web 2.0 work
- 15 more annotations...
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Six ways to make Web 2.0 work
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
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Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
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Our work suggests the challenges that lie ahead. To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied.
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What distinguishes them from previous technologies is the high degree of participation they require to be effective
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Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.
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they are a relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration
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Research by our colleagues shows how differences in collaboration are correlated with large differences in corporate performance.1 Our most recent Web 2.0 survey demonstrates that despite early frustrations, a growing number of companies remain committed to capturing the collaborative benefits of Web 2.0
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Management imperatives for unlocking participation
To help companies navigate the Web 2.0 landscape, we have identified six critical factors that determine the outcome of efforts to implement these technologies. -
1. The transformation to a bottom-up culture needs help from the top.
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2. The best uses come from users—but they require help to scale.
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3. What’s in the workflow is what gets used.
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4. Appeal to the participants’ egos and needs—not just their wallets.
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5. The right solution comes from the right participants.
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6. Balance the top-down and self-management of risk.
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Next steps
Acceptance of Web 2.0 technologies in business is growing. Encouraging participation calls for new approaches that break with the methods used to deploy IT in the past. Company leaders first need to survey their current practices. Once they feel comfortable with some level of controlled disruption, they can begin testing the new participatory tools. The management imperatives we have outlined should improve the likelihood of success.
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Eric NicklasA worthy article on the implementation of web 2.0 tools.
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24 Feb 09
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23 Feb 09
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Over the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation. We have surveyed, independently, a range of executives on Web 2.0 adoption. Our work suggests the challenges that lie ahead. To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied. Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
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Over the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation. We have surveyed, independently, a range of executives on Web 2.0 adoption. Our work suggests the challenges that lie ahead. To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied. Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
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What distinguishes them from previous technologies is the high degree of participation they require to be effective
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Earlier technologies often required expensive and lengthy technical implementations, as well as the realignment of formal business processes. With such memories still fresh, some executives naturally remain wary of Web 2.0. But the new tools are different. While they are inherently disruptive and often challenge an organization and its culture, they are not technically complex to implement. Rather, they are a relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration.
- 9 more annotations...
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1. The transformation to a bottom-up culture needs help from the top
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Successful participation, however, requires not only grassroots activity but also a different leadership approach: senior executives often become role models and lead through informal channels
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2. The best uses come from users—but they require help to scale
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Efforts go awry when organizations try to dictate their preferred uses of the technologies—a strategy that fits applications designed specifically to improve the performance of known processes—rather than observing what works and then scaling it up
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3. What’s in the workflow is what gets used.
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Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow
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4. Appeal to the participants’ egos and needs—not just their wallets
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5. The right solution comes from the right participants.
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6. Balance the top-down and self-management of risk
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22 Feb 09
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Lynne JonesOver the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation. We have surveyed, independently, a range of executives on Web 2.0 adoption. Our work s
trends Web2.0 research marketing enterprise2.0 socialmedia business strategy mckinsey
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Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results
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Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
- 12 more annotations...
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Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
-
They also demand a mind-set different from that of earlier IT programs, which were instituted primarily by edicts from senior managers.
-
The most widely used are blogs, wikis, podcasts, information tagging, prediction markets, and social networks
-
What distinguishes them from previous technologies is the high degree of participation they require to be effective
-
Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.
-
senior executives often become role models and lead through informal channels.
-
our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.
-
Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow.
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participants’ desire for recognition
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Some of these people ranked high in the corporate hierarchy, while others were influential scientists or employees to whom other colleagues would turn for advice or other assistance.
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the lack of management control over the self-organizing nature and power of dissent is the issue
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prohibiting anonymous posting
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21 Feb 09
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Six ways to make Web 2.0 work
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Six ways to make Web 2.0 work
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Donna BaumbachTo help companies navigate the Web 2.0 landscape, we have identified six critical factors that determine the outcome of efforts to implement these technologies.
web web2.0 socialmedia research trends business delicious_backup
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Fernando STechnologies known collectively as Web 2.0 have spread widely among consumers over the past five years. Social-networking Web sites, such as Facebook and MySpace, now attract more than 100 million visitors a month. As the popularity of Web 2.0 has grown, companies have noted the intense consumer engagement and creativity surrounding these technologies. Many organizations, keen to harness Web 2.0 internally, are experimenting with the tools or deploying them on a trial basis.
enterprise2.0 web2.0 empresas technology gestión mckinsey research collaboration Twitter Web
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20 Feb 09
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Hans MusterWeb 2.0 tools present a vast array of opportunities—for companies that know how to use them.
Technologies known collectively as Web 2.0 have spread widely among consumers over the past five years. Social-networking Web sites, such as Facebook and MySpace, now attract more than 100 million visitors a month. As the popularity of Web 2.0 has grown, companies have noted the intense consumer engagement and creativity surrounding these technologies. Many organizations, keen to harness Web 2.0 internally, are experimenting with the tools or deploying them on a trial basis. -
Thieme HennisNice article explaining the most common "2.0" uses in organizations, and 6.0 things to keep in mind when adopting 2.0 stuff
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Marc VermutUsing "web 2.0" tools at companies
McKinsey Web 2.0 Collaboration Social Media Organizational Change
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19 Feb 09
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Six ways to make Web 2.0 work
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. The transformation to a bottom-up culture needs help from the top.
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1. The transformation to a bottom-up culture needs help from the top.
- 5 more annotations...
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Successful participation, however, requires not only grassroots activity but
also a different leadership approach: senior executives often become role models
and lead through informal channels. -
The best uses come from users—but they require help to scale.
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What’s in the workflow is what gets used.
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Participatory technologies have the highest chance of success when incorporated
into a user’s daily workflow. -
Appeal to the participants’ egos and needs—not just their wallets.
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Fernando GonzalezWeb 2.0 tools present a vast array of opportunities for companies that know how to use them
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Judy KuszewskiDiscussion of how early adopting companies get the most out of web 2
web 2.0 social network productivity collaboration technology web2.0 mckinsey
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Miguel MembradoExcellent article from McKinsey about how web 2.0 tools can improve productivity and efficiency in the company. They are also very well explaining difference between participation and collaboration, which we are ourselves explaining it for many years. It's good to see this difference recognized. The different categories are very well explained also.
But one of the key point of this article in the introduction of workflow tecnologies in this area. McKinsey is saying that workflow + participatory technologies is a key enhancer for the company. We agree of course with this, first because companies need both world, and second because providing automation and participation capabilities to the information system is the best way to improve it drastically. -
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The company’s engineers use blogs and wikis as core tools for reporting on the progress of their work
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With participatory technologies, it’s far from obvious which individuals will be the best participants
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18 Feb 09
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