This link has been bookmarked by 312 people . It was first bookmarked on 18 Feb 2009, by Jan Davis.
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10 May 10
Kirti Vasheehave 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 e
imported Twine_Bookmarks 6_ways_to_make_web_2.0_effective Application_Management Asia_Online AT&T Business_Technology Clay_Shirky corporate_technology_adoptions CRM ERP how_to_use_web_2.0 IT Lockheed_Martin Pixar Six_ways_Web_2.0_work supply_chain_managem
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16 Oct 09
Maarten HoekstraWeb 2.0 tools present a vast array of opportunities-for companies that know how to use them. 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 particip
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19 Sep 09
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03 Sep 09
maggie foxOver 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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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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21 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.
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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.
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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.
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The transformation to a bottom-up culture needs help from the top
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20 Apr 09
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14 Apr 09
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Tara HuntTechnologies 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,
web2.0 tools business social technology media socialsoftware research online collaboration analytics enterprise enterprise2.0 web20 delicious
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12 Apr 09
6 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
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* 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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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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14 Mar 09
Joitske Hulseboschinteresting summary of research amongst 50 companies experimenting with web2.0, half content the other half not so satisfied. The 6 management imperatives at the end are very useful guidelines for the introduction of social media at the enterprise level
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13 Mar 09
Jean charlesTechnologies 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,
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12 Mar 09
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08 Mar 09
Hans van DijkSix ways to make Web 2.0 work. A Application Management Feature Article about Six ways Web 2.0 work by The McKinsey Quarterly. Free registration for most Business Technology Application Management articles. Web 2.0 tools opportunities, and how to use we
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05 Mar 09
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04 Mar 09
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Ezequiel VieiraTechnologies 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,
socialmedia Internet twitter Web2.0 business media research Colaboração Estratégias
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Henning von VogelsangArticle about the impact of Web 2.0 technologies on businesses, increase of productivity, effectiveness in collaboration and community building.
web-2.0 social social-web communities mckinsey-quarterly social-applications
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03 Mar 09
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02 Mar 09
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01 Mar 09
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27 Feb 09
Michelle BattenWeb 2.0 tools present a vast array of opportunities—for companies that know how to use them
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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
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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.
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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
Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
web2.0 internet artikel veranderingsmanagement social_networking
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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.
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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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Alan VonlanthenManagement imperatives for unlocking participation:
1. The transformation to a bottom-up culture needs help from the top
2. The best uses come from users—but they require help to scale
3. What’s in the workflow is what gets used
4. Appeal to the participa -
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.
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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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They also demand a mind-set different from that of earlier IT programs, which were instituted primarily by edicts from senior managers.
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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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senior executives often become role models and lead through informal channels.
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our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.
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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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