• 05 Aug 09
  

  Phil Ridout

  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.

  web2.0 mckinsey etsig

• 24 Jul 09
  

  jerry tellus

  Just re read this - interesting, especially the comments on Twitter in response

  web2.0 trends web twitter socialmedia

• 17 Jul 09
  

  Laura Kaplansky

  social_media

• 

  Adrian Raynor

  Web 2 in the workplace

• 

  Richard Claassens

  McKinsey web2.0

• 03 Jul 09
  

  Lars Bauer

  web2.0 enterprise2.0 research trends reports

• 

  Sonja M. Ferrante

  mckinsey web2.0 enterprise2.0 research

• 31 May 09
  

  Joey Fitts
  • 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.
• 04 May 09
  

  Clement Staedtler

  masterthesis web2.0 enterprise2.0 research mckinsey

• 24 Apr 09
  

  graham hughes

  The McKinsey Quarterly - Six ways Web 2.0 work - Business Technology - Application Management

  web2.0 business

  • 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...
  • • 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
• 14 Apr 09
  

  Alexandre Cabanis

  #web2.0work

  bestpractices twitter corporate feedback mckinsey entreprise2.0

• 

  kevyneva norton

  Web 2.0 Adoption

• 12 Apr 09
  

  Shanta Rohse

  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

  • What distinguishes them from previous technologies is the high degree of participation they require to be effective.
• 10 Apr 09
  

  Jesus Alvarez

  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.
  
  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

  web2.0 collaboration mckinsey enterprise2.0 Twitter Web

• 

  flo kane

  artikel mckinsey zweinull corporate communication unternehmenskommunikation definitionen typologie technologien technologies web2.0 interne socialmedia marketing collaboration research zahlen daten fankten

• 07 Apr 09
  

  T B

  web2.0 enterprise2.0 collaboration

• 06 Apr 09
  

  Jane Challinor

  ucpd

• 01 Apr 09
  

  Jonathan Bell

  Business Marketing McKinseyQuarterly SocialNetworking Web2.0

• 31 Mar 09
  

  Xavier Bartholome

  web2.0 collaboration mckinsey enterprise2.0

  • 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.
• 30 Mar 09
  

  James Elliott
• 28 Mar 09
  

  Cyril Colléatte

  collaboration enterprise2.0 mckinsey

• 25 Mar 09
  

  Nicolas Krzyzanowski

  entreprise2.0

• 18 Mar 09
  

  Melissa Lockhart

  Web_2.0_Articles My_Space Facebook

• 09 Mar 09
  

  dreaming spires

  web2.0 elearning

• 08 Mar 09
  

  Mario Gastaldi

  collaboration web 2.0 enterprise 2.0

  • 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.
  • 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...
  • • 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.
    • 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
    • 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.
    • 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.
    • do not necessarily require complex technology integration.
    • calls the underused human potential at companies an immense “cognitive surplus” and one that could be tapped by participatory tools.
    • 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
    • The transformation to a bottom-up culture needs help from the top.
    • 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.
    • By contrast, our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.
    • 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.
    • Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow
    • Traditional management incentives aren’t particularly useful for encouraging participation.⁵
    • These methods tend to fall short when applied to unlocking participation.
    • 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
    • With participatory technologies, it’s far from obvious which individuals will be the best participants.
    • 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
    • Balance the top-down and self-management of risk. A common reason for failed participation is discomfort with it, or even fear.
    • In some cases, the lack of management control over the self-organizing nature and power of dissent is the issue.
    • In others, it’s the potential repercussions of content—through blogs, social networks, and other venues—that is detrimental to the company.
    • Companies often have difficulty maintaining the right balance of freedom and control.
    • total laissez-faire policies, eschewing even basic controls that screen out inappropriate postings. In some cases, these organizations have been burned.
    • Prudent managers should work with the legal, HR, and IT security functions to establish reasonable policies
    • 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.
    • 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.
    • Encouraging participation calls for new approaches that break with the methods used to deploy IT in the past
    • Acceptance of Web 2.0 technologies in business is growing
    • 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.
• 

  Mike Cadogan

  web2.0 research collaboration Twitter

• 05 Mar 09
  

  Gene Roche

  web2.0 collaboration

• 04 Mar 09
  

  nytwm1

  ecommerce web2.0

• 

  Pankaj

  web2.0 mckinsey collaboration enterprise2.0 Twitter Web web 2.0 research

• 02 Mar 09
  

  Christine Longe

  web2.0 mckinsey 102 collaboration enterprise2.0 Twitter Web research web 2.0

• 01 Mar 09
  

  Elizabeth Outler

  web2.0 mckinsey

• 27 Feb 09
  

  Kenneth Camp

  web2.0

• 25 Feb 09
  

  Cooperating School Districts Virtual Learning Center

  article web2.0

• 

  Brad Belbas

  web2.0 collaboration web 2.0 mckinsey

  • 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.

  • Six ways to make Web 2.0 work
  • 15 more annotations...

  • • 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.

    • Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.
    • 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.
    • 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.
    • they are a relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration
    • 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

    • 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.
    • 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 participants’ egos and needs—not just their wallets.
    • 5. The right solution comes from the right participants.
    • 6. Balance the top-down and self-management of risk.

    • 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.

• 

  Eric Nicklas

  A worthy article on the implementation of web 2.0 tools.

  web2.0 social tools collaboration trends strategy

• 24 Feb 09
  

  guemez
• 

  Peter Johansson

  web2.0 organisation bloggar wikis

• 

  Cameron McKinley

  web2.0 collaboration ECOMP_7104_research_online business

• 23 Feb 09
  

  PG Holmlov

  Tagging & social software

  • 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.
  • 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.
• 

  Mita Jordan

  web2.0 web 2.0

• 

  Kheeran D
  • What distinguishes them from previous technologies is the high degree of participation they require to be effective
  • 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...
  • • 1. The transformation to a bottom-up culture needs help from the top
    • 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
    • 2. The best uses come from users—but they require help to scale
    • 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
    • 3. What’s in the workflow is what gets used.
    • Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow
    • 4. Appeal to the participants’ egos and needs—not just their wallets
    • 5. The right solution comes from the right participants.
    • 6. Balance the top-down and self-management of risk
• 22 Feb 09
  

  Emanuele Quintarelli

  mckinsey reports enterprise 2.0 best practices 2009 quarterly

• 

  Patricia Chin

  web2.0

• 

  Lynne Jones

  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 s

  trends Web2.0 research marketing enterprise2.0 socialmedia business strategy mckinsey

• 

  Swarna Srinivasan

  web2.0

• 

  Allan Algar
  • 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
  • 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...
  • • 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.
    • participants’ desire for recognition
    • 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.
    • the lack of management control over the self-organizing nature and power of dissent is the issue
    • prohibiting anonymous posting
• 

  Dave Duarte

  nomadicmarketing strategy enterprise2.0 Twitter research collaboration

• 21 Feb 09
  

  Jesus Garcia

  web 2.0 web2.0 articles collaboration

  • Six ways to make Web 2.0 work
  • Six ways to make Web 2.0 work
• 

  Donna Baumbach

  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.

  web web2.0 socialmedia research trends business delicious_backup

• 

  Fernando S

  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.

  enterprise2.0 web2.0 empresas technology gestión mckinsey research collaboration Twitter Web

• 20 Feb 09
  

  Rob Parsons

  B201 web2.0

• 

  Hans Muster

  Web 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.

  web2.0 article enterprise mckinsey

• 

  Paulo Simões

  web2.0 ideas

• 

  Reuven Werber

  web2.0 web 2.0 research enterprise2.0 mckinsey

• 

  Thieme Hennis

  Nice article explaining the most common "2.0" uses in organizations, and 6.0 things to keep in mind when adopting 2.0 stuff

  web2.0 collaboration enterprise2.0 research

• 

  Mireille J

  web2.0 mckinsey collaboration Twitter enterprise2.0 Web web 2.0 article

• 

  Marc Vermut

  Using "web 2.0" tools at companies

  McKinsey Web 2.0 Collaboration Social Media Organizational Change

• 

  Chris Atkinson

  web2.0 mckinsey collaboration Twitter enterprise2.0 Web

• 

  Cindy Phthisic

  web2.0 collaboration Twitter

• 

  Jessen Felix

  web2.0

• 

  Gamaliel Vega

  web 2 0

• 19 Feb 09
  

  Renaud SALIOU
  • Six ways to make Web 2.0 work
• 

  Zoli Erdos

  web2.0 mckinsey collaboration Twitter enterprise2.0 e20

• 

  roland legrand

  web2.0 web socialmedia strategy trends research business marketing mckinsey enterprise2.0

• 

  Kevin Burrell

  web media social research technology internet marketing socialmedia socialnetworking analytics

• 

  ashton doyle

  Social Media

• 

  Activeille

  web2.0

• 

  Ed Bowen

  web2.0

• 

  Jonathan Mclendon
• 

  Em Elizabeth Hughes-Maillard

  Web

  Web 2.0 engagement participate collaboration

  • . The transformation to a bottom-up culture needs help from the top.
  • 1. The transformation to a bottom-up culture needs help from the top.
  • 5 more annotations...
  • • 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.
    • What’s in the workflow is what gets used.
    • 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.
• 

  Christophe Deschamps

  Article de fond du McKinsey Quarterly

  ib entreprise2.0 enterprise 2.0

• 

  Fernando Gonzalez

  Web 2.0 tools present a vast array of opportunities for companies that know how to use them

  web2.0 mckinsey collaboration

• 

  shingo nakayama

  web2.0 mckinsey

• 

  Mike taylor

  aep2.0

• 

  t maeda
• 

  Tristan Latgé

  web2.0 mckinsey enterprise2.0 Twitter application_management

• 

  Judy Kuszewski

  Discussion of how early adopting companies get the most out of web 2

  web 2.0 social network productivity collaboration technology web2.0 mckinsey

• 

  Miguel Membrado

  Excellent 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.

  Enterprise2.0 participation collaboration mckinsey

• 

  Hiroshi Yanagida
  • The company’s engineers use blogs and wikis as core tools for reporting on the progress of their work
  • With participatory technologies, it’s far from obvious which individuals will be the best participants
• 

  peter dick

  Great, collaboratively authored post.

  web2.0 business Twitter

• 

  Cherice Montgomery

  Great, collaboratively authored post.

  web2.0 business Twitter

• 

  Stuart Prevost
• 

  Jon Aston

  social media web2.0 mckinsey

• 

  Mahmut Tota Vertu

  web2.0

• 

  raman srinivasan
• 

  ava tarantella

  web2.0

• 18 Feb 09
  

  Tony Hallett

  Web2.0

• 

  jane massey

  web2.0

• 

  Chuck Brands
• 

  Jimmy Breeze

  web2.0 socialmedia business trends media research collaboration strategy participation marketing

• 

  F P

  web2.0 research

• 

  Mike Nall

  enterprise2.0 2009

• 

  Richard Fahey

  mckinsey web2.0 collaboration research casestudies lockheed at&t best buy

• 

  Nicole Turbé-Suetens

  McKinsey management Web-2.0

• 

  Mike King

  web2.0

• 

  John Anthony Hartman

  Array

• 

  Driessen Samuel

  enterprise2.0 adoption web2.0

• 

  Luis Alberola

  They thought for us (-;

  mckinsey

• 

  Steven Kraus

Page Comments

• 
  Adrian Raynor on 2009-07-17
  This could be important in managing the school of the future.

Would you like to comment?

Join Diigo for a free account, or sign in if you are already a member.