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Emanuele Quintarelli's Library tagged "business models" →  View Popular

11 Jun 09

Business 2.0

As organisations become more transparent, more open, more prepared to share we are seeing more and more intellectual capital being given away "free". There is the over-quoted example of Goldmine giving away its geological data, Sun Microsystems and IBM giving away software, and pharmaceutical companies collaborating openly on the human genome project.

These organisations haven't suddenly found a corporate conscience, they are still aggressive, quarterly driven, often American companies with shareholders to answer to. This is part of a deliberate strategy to compete in the modern world. The idea is that if you give away something that your competitors see as core business, you destabilise the market, and make what you charge for more valuable.

This trend, should it continue, is going to effect a profound change in the nature of the workplace and the type of people companies will look to employ.
Organisations will differentiate and compete on adding intellectual capital above and beyond what is publicly available, rather than try to milk a trade secret or cash-cow such as the Coca-Cola recipe. This will require more and more "knowledge workers" - people who don't follow an administrative business process to do their jobs but rely on their experiences, professionalism and networks to add value to their organisations - or, as recently described by Thomas A Stewart, "someone who gets to decide what he does each morning.." (thanks to Jessica Twentyman for finding me the source).

It won't be enough to hire knowledge workers to survive and thrive in this recession. Organisations will have to change their business practices to take advantage of their abilities, and provide them with the tools to be effective. Word, Outlook and even Sharepoint won't cut it. They will need custom built social platforms, or products such as Confluence, Jive, Socialtext and Lotus Connections.


This is not a technology driven change. These tools are a response to a new way of organising and operating companies, breaking free from 1950s m

www.headshift.com/...business-20.php - Preview

headshift business 2.0 jon mell 2009 knowledge management knowledge workers enterprise 2.0 ROI benefits business models

Why Dell.com (was) More Enterprise 2.0 Than Dell IdeaStorm - O'Reilly Radar

In 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 the

radar.oreilly.com/...ot-com-is-more-enterprise.html - Preview

ideastorm Dell web 2.0 enterprise 2.0 tim o'reilly business models 2008

The Business Case for IBM Lotus Connections

  • Analogous to what applications like MySpace, Facebook and del.icio.us do for people in the consumer world, Lotus Connections software makes it easy for business people with common work objectives or professional interests to find each other and share what they know. Offering an integrated set of five Web 2.0 based components -- Profiles, Dogear (for social bookmarking), Communities, Activities, Blogs -- Lotus Connections opens new channels for productive relationships. It helps users enlarge their collaborative, knowledge-sharing networks, enables businesses to tap the collective intelligence of their people, and facilitates faster, better business execution.
    • The capabilities

      Each of the five components of Lotus Connections provides a new, powerful way for individuals to join with others, generating synergy from their complementary knowledge and skills.



      1. Profiles is an integrated directory and expertise locator that helps people find other people with the specific knowledge or strategic business relationships needed. Information in the profiles is drawn both from the enterprise directory and from end user fields people can fill in themselves to give a fuller picture and more precise definition of what they do. Users can then search for people in Profiles by name, expertise or keyword. Search results provide name, reporting structure details and contact information, along with links to the blogs, communities, activities and bookmarks associated with the person being searched. With Profiles, users can quickly find the right people and widen their contact networks based on topics and areas of expertise.
      2. Dogear is a shared bookmarking system on a company intranet site that enables users to bookmark and categorize (through tagging) any piece of URL addressable content for further retrieval. This pre-qualified information can then be found by others searching on keywords, tags, or people. Users can look up information by tag and see who is reading what, identifying others who share interests or areas of expertise as possible new contacts. Or they can look up known experts and other key people to see what they are reading, gaining shortcuts to timely, high value information.
      3. Communities supports groups formed and managed by people with common interests or shared work objectives. It makes it easy for like-minded people from across the organization to assemble, share resources, and work together. Anyone in the organization or select partners and customers from outside can join and participate. And communities are easy to find. They have their own tags, bookmarks, and “activities.” In short, Communities provides not only a convenient space for collaboration but also enables specific communities to have distinct identities.
      4. Activities is a dynamic, Web-based interface that organizes the work and interactions associated with specific activities. Users have a dashboard that helps them manage and complete tasks with their professional network of colleagues. Within Activities, they can mutually view and collaborate with others on files, instant messaging chats, email messages and Web links associated with a given task. This enables them to better track their To Do lists and manage deadlines, while leveraging knowledge and best practices from across their organization. When there is a particularly successful instance or repeated pattern in how some activity is done (like, for instance, responding to an RFP), the user can easily make a template of the process. Through this ad hoc approach, best practices can be captured for others to use.
      5. Blogs are personal interactive columns that help build communities of interest. The blogging tools in Lotus Connections help users create and post blogs quickly and easily. Through blogging they can create interactive communities with internal and external audiences, sharing knowledge and opinions. Searching for information on blogs is simplified with integrated blog searching tools. In addition, users can automatically track posts from key blogs through Atom syndicated format (ATOM) feeds.
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