The document discusses six factors for successfully implementing Web 2.0 technologies in companies based on McKinsey's research of over 50 early adopters. The six factors are:
1) Senior leadership needs to champion Web 2.0 initiatives while allowing for bottom-up participation.
2) Companies should scale up successful unintended uses identified by users rather than dictating preferred uses.
3) Web 2.0 technologies need to be incorporated into daily workflows to sustain participation.
4) Incentives should appeal to participants' ego and needs rather than just financial incentives.
5) Efforts require engaging the right influential participants who can drive critical mass and add value.
6) Companies
Reply and Hinchcliffe & Company signed an agreement for the exclusive delivery of Web 2.0 University™, the education solution developed by Hinchcliffe & Company, in strategic partnership with O’Reilly Media
The document discusses Enterprise 2.0 and the benefits it provides. Enterprise 2.0 refers to using social software and Web 2.0 technologies internally in a company. It allows for knowledge sharing through wikis and blogs, as well as social networking, publishing, and collaboration among employees. Benefits include improved business agility, participation, and emergence of ideas and expertise from within the organization. An example of Enterprise 2.0 described is TamTamy, a knowledge sharing framework developed by Reply that allows employees to freely share and discuss information through blogs, files, tags, and chat.
The document outlines an agenda for mapping the concepts of Enterprise 2.0 onto the EFQM excellence framework. It discusses introducing social media platforms and tools into companies and between organizations and partners/customers. Key areas that Enterprise 2.0 could impact in the EFQM framework are discussed, such as leadership needing to demonstrate commitment to collaboration, strategy requiring deciding what fields Enterprise 2.0 will be used in, and people requiring skills to support Enterprise 2.0 initiatives. The document calls for audience input on a draft framework and case studies to help finalize the version for release.
Drupal Day 2011 - Il ruolo del OPen Source nel contesto del nuovo mondo dell’...DrupalDay
Talk di Luca Zurlo (Jaspersoft) | Drupal Day Roma 2011
Si analizzerà l'importanza di uno dei principi cardine della filosofia Open Source, la collaborazione, spiegando con esempi pratici come Jaspersoft e Drupal collaborano lavorando insieme grazie ad uno specifico progetto sviluppato dalla nostra "community". Grazie alla presentazione di Luca Zurlo inoltre potrete vedere come la tecnologia di Jaspersoft può aiutare gli utenti di Drupal ad ottimizzare lo studio ed l'analisi dei propri dati migliorando qualitativamente i dati e le informazioni della propria organizzazione.
Life has dramatically changed in the last few years: while initially many had thought that only access and bits of information would be subject to digital transformation, we are now facing the fact that a growing part of our own life has become digital.
"Web 2.0 artefacts in SME-networks – A qualitative approach towards an integrative conceptualization considering organizational and technical perspectives" (Nadine Blinn, Nadine Lindermann, Katrin Fäcks, Markus Nüttgens)
Technical Writer's Influence on Social Media Strategy 2Fer O'Neil
The document discusses the technical writer's role in social media strategy and initiatives. It argues that technical writers can help improve support channels by creating social media presences to directly engage with users. This allows for questions to be answered quickly and content to be updated based on trends. Technical writers are well-suited to develop, link, and administer social media accounts due to their communication skills and understanding of user needs. While support initiatives may not directly produce returns on investment, they can provide additional marketing and public relations value by increasing exposure for help documents and knowledgebases.
Using YouTube Videos to Enhance 'Traditional' SupportBen Johnson
The document discusses using videos to enhance traditional technical support documentation. It describes how two technical writers, Ben Johnson from HP and Fer O'Neil from ESET, began creating video tutorials and incorporating them into their companies' support articles and YouTube channels starting in 2009. The presentation they gave provides guidance on best practices for preparing, producing, publishing, promoting and analyzing the effectiveness of instructional support videos.
Reply and Hinchcliffe & Company signed an agreement for the exclusive delivery of Web 2.0 University™, the education solution developed by Hinchcliffe & Company, in strategic partnership with O’Reilly Media
The document discusses Enterprise 2.0 and the benefits it provides. Enterprise 2.0 refers to using social software and Web 2.0 technologies internally in a company. It allows for knowledge sharing through wikis and blogs, as well as social networking, publishing, and collaboration among employees. Benefits include improved business agility, participation, and emergence of ideas and expertise from within the organization. An example of Enterprise 2.0 described is TamTamy, a knowledge sharing framework developed by Reply that allows employees to freely share and discuss information through blogs, files, tags, and chat.
The document outlines an agenda for mapping the concepts of Enterprise 2.0 onto the EFQM excellence framework. It discusses introducing social media platforms and tools into companies and between organizations and partners/customers. Key areas that Enterprise 2.0 could impact in the EFQM framework are discussed, such as leadership needing to demonstrate commitment to collaboration, strategy requiring deciding what fields Enterprise 2.0 will be used in, and people requiring skills to support Enterprise 2.0 initiatives. The document calls for audience input on a draft framework and case studies to help finalize the version for release.
Drupal Day 2011 - Il ruolo del OPen Source nel contesto del nuovo mondo dell’...DrupalDay
Talk di Luca Zurlo (Jaspersoft) | Drupal Day Roma 2011
Si analizzerà l'importanza di uno dei principi cardine della filosofia Open Source, la collaborazione, spiegando con esempi pratici come Jaspersoft e Drupal collaborano lavorando insieme grazie ad uno specifico progetto sviluppato dalla nostra "community". Grazie alla presentazione di Luca Zurlo inoltre potrete vedere come la tecnologia di Jaspersoft può aiutare gli utenti di Drupal ad ottimizzare lo studio ed l'analisi dei propri dati migliorando qualitativamente i dati e le informazioni della propria organizzazione.
Life has dramatically changed in the last few years: while initially many had thought that only access and bits of information would be subject to digital transformation, we are now facing the fact that a growing part of our own life has become digital.
"Web 2.0 artefacts in SME-networks – A qualitative approach towards an integrative conceptualization considering organizational and technical perspectives" (Nadine Blinn, Nadine Lindermann, Katrin Fäcks, Markus Nüttgens)
Technical Writer's Influence on Social Media Strategy 2Fer O'Neil
The document discusses the technical writer's role in social media strategy and initiatives. It argues that technical writers can help improve support channels by creating social media presences to directly engage with users. This allows for questions to be answered quickly and content to be updated based on trends. Technical writers are well-suited to develop, link, and administer social media accounts due to their communication skills and understanding of user needs. While support initiatives may not directly produce returns on investment, they can provide additional marketing and public relations value by increasing exposure for help documents and knowledgebases.
Using YouTube Videos to Enhance 'Traditional' SupportBen Johnson
The document discusses using videos to enhance traditional technical support documentation. It describes how two technical writers, Ben Johnson from HP and Fer O'Neil from ESET, began creating video tutorials and incorporating them into their companies' support articles and YouTube channels starting in 2009. The presentation they gave provides guidance on best practices for preparing, producing, publishing, promoting and analyzing the effectiveness of instructional support videos.
Synteractive developed a social networking application called SocialRally using the Windows Azure cloud platform and Microsoft TownHall technology. SocialRally allows large organizations to interact with audiences of millions through a single, centralized social media interface. It provides a highly scalable solution through Windows Azure's pay-as-you-go model. Building SocialRally on these Microsoft technologies gave Synteractive an enterprise-grade platform to innovate and reduce costs and time to market.
The document discusses leveraging a developer network as a competitive weapon. It argues that communities can support corporate objectives by generating hard to recreate data and building competitive barriers. It provides a maturity model for corporate developer networks and outlines challenges such as balancing business objectives with community needs. The key is to strategically plan the community to align sponsor and member goals through a community-centric infrastructure that attracts users, builds the community, and captures the mindshare of participants.
Harness a changing workforce with social software v5Djalma Britto
The document summarizes how social software from IBM can help organizations harness changing workforces and drive growth. It discusses how social software connects people to accelerate work and transform businesses. The document provides examples of how companies like US Bancorp, Rheinmetall AG, and Berlitz have leveraged IBM social software to improve knowledge sharing, expertise location, and global collaboration. It positions IBM as the market leader in social software and highlights the benefits of its solutions for integrating social capabilities into existing tools and processes.
This white paper discusses best practices for securing web 2.0 technologies in organizations. It finds that 95% of organizations allow access to web 2.0 sites and 62% see them as necessary for business. However, only 64% permit access to social networks for business use, while 49% allow personal social networks. The paper provides an overview of web 2.0 technologies and the unique security challenges they pose. It argues that organizations should embrace web 2.0 to increase collaboration and productivity while securing these technologies to avoid security and compliance issues.
Enterprises are upgrading from Microsoft OCS to LyncActiance, Inc.
Actiance Vantage and Unified Security Gateway (USG) have been designed to integrate into a typical Microsoft Lync-enabled network to control, monitor, and maintain all IM conversations, collaboration, and Web 2.0 traffic. Vantage provides granular content filtering and archiving of all conversations, ensuring an audit trail for data leak prevention, compliance and e-Discovery.
The document discusses how Loyola Marymount University is transforming its IT department in response to emerging technologies. It addresses how consumerization, cloud computing, outsourcing, and social media are replacing traditional IT infrastructure, functions, and communication. The university embraces these replacement technologies by developing strategies for a service catalog, cloud storage, virtualization, social CRM, and collaboration technologies. It focuses on improving communications and empowering users through social IT initiatives. The transformation aims to better meet user needs and compete with consumer technology options.
The document discusses the motivation and goals of the Collaborative Networks Task Force. The task force aims to establish a scientific basis for collaborative networks and contribute to reference models on the topic. It plans to organize existing concepts of collaborative networks, identify new challenging application domains, and recognize research needs. The initial work will include developing a taxonomy of collaborative network forms and promoting involvement in related events and publications.
Enterprise 2.0 and The Enterprise YouTubeMediaPlatform
Enterprise 2.0 aims to help employees, customers, and suppliers collaborate and share information using web 2.0 technologies like social software platforms. Enterprise social networks can improve company performance by exposing experts, creating strong connections, and significantly improving communication. Video is also becoming increasingly important, with many employees using consumer video platforms like YouTube for work purposes. This ungoverned usage presents security and bandwidth risks. Enterprise video platforms provide governance, security, and scalability to streamline internal video sharing and collaboration while reducing these risks.
Memedge Consulting is a young Swiss company that provides services in communication, collaboration, and business intelligence. It integrates these areas into a single concept using various communication channels, collaborative tools, and open innovation strategies. The company's approach, called Meme-Edge, helps spread ideas and information within organizations by treating them like cultural units or "memes" that must replicate, spread, and evolve over time through selective pressures. Memedge helps clients balance in-person and virtual interactions, nurture business networks, shape dedicated communication programs, and approach new ideas by considering how to help them survive and spread.
Motorola implemented StatusNet, an open-source microblogging platform, to enable better internal communication and collaboration across its business units. StatusNet exceeded expectations by reducing email usage and revolutionizing how information is shared. It allows employees to easily find and discuss relevant information from company events. StatusNet's flexibility as open source software also provided benefits like customization, security on internal servers, and low costs. Its integration into existing systems helped drive widespread adoption across Motorola.
Socializing Microsoft SharePoint involves transforming it into a social business platform using IBM Connections. While SharePoint has been successful as a standard web presence tool, it lacks many social features that organizations need for true social business capabilities. IBM Connections is positioned as a leading social business platform that can integrate with SharePoint and provide the additional social context, recommendations, communities and mobility that SharePoint is missing.
The document discusses developing a mobile security strategy and outlines some of the operational risks associated with mobility including a lack of appropriate mobile policies and procedures, increased risk of unauthorized exposure of sensitive data through mobile devices, and the proliferation of mobile devices on networks without tracking or inventory capabilities. It also covers the mobile ecosystem and risk landscape, outlining four main categories of mobility risk: operational, technology and data protection, legal and regulatory, and infrastructure and device.
Between Creation and Consumption: The Muddle in the MiddleOnFrame Ltd
But until recently, there’s really
only been one channel available
for delivering it: broadcast TV.
For brand marketers, that meant expensive TV ads. For media and content owners, it meant a tightly
managed channel to market controlled by a few power players. However, recent advances in consumer
devices and ubiquitous broadband have changed this. Today, there are numerous ways to get content in
front of viewers and a large number of business models to play with.
At one end, content creators have increasingly powerful and sophisticated tools at their fi ngertips and
at the other end, consumers are hungry for more and more high quality entertainment. The range of
outlets through which audiences consume content has also grown and diversifi ed with new technologies
and devices allowing them to watch and listen anytime, anywhere. This recent explosion of new channels
and business models has led to an equally dramatic infl ux of innovators, disruptors and challengers – all
competing for a fi nite resource: the time and attention of consumers.
On the surface, everything seems fi ne, however many content owners, distributors and marketers
responsible for getting their content to market are unable to make the most of what should be a golden
age. The tools and systems currently being used to manage and distribute content belong to the past.
They are expensive to run, often add unnecessary bureaucracy to everyday processes, limit commercial
and creative agility and usually rely on third parties to execute requests.
Fortunately, it doesn’t have to be like this. If, that is, the industry recognises that its traditional ways of
managing and distributing fi lm and TV content are no longer sustainable in today’s multi-platform world.
If content owners are to regain control of their own destiny, they need to embrace new technologies and
platforms to eliminate the friction and infl exibility imposed by the old ways of managing media. Consumers
are demanding ever more fl exibility in the ways in which they consume and control content, shifting
constantly between different screens and devices.
Take Charge Of Intranet 2.0 InitiativesMark Fidelman
This document discusses how middle managers can lead collaborative intranet initiatives using MindTouch software. It recommends that middle managers launch pilot projects using MindTouch Core to prove value and gain user adoption. As the pilot grows, MindTouch Standard provides more features and support to sustain growth without increasing costs significantly. The document provides tips for middle managers on selecting project teams, focusing projects on specific needs, kickstarting activity, and creating tasks to build initial engagement.
Developing a Cutting Edge Social Enterprise Software Strategy that Leverages ...Enterprise 2.0 Conference
This document provides an overview of developing a social enterprise software strategy that leverages an existing SharePoint investment. It discusses sources of lessons learned from over 200 large firms practicing social business and enterprise 2.0. Key drivers for next-generation business include global connectivity, new interaction platforms, and information abundance. The elements of a social business are outlined, and examples of significant social software are provided. Strategies are presented for driving business value with social software, including defining problems first, understanding what makes social software work best, investing in community management, and treating social intranets as a platform rather than just an app.
The document provides information about the Future of Cloud Computing and Enterprise 2.0 conference taking place over two days. Day 1 will focus on Enterprise Social Media and examine how social media can improve internal communications and engagement. Day 2 will examine Cloud Computing and how cloud-based solutions can assist developments in community building. The conference will include keynote speakers, panels, and case studies on topics such as measuring social media usage, building applications in the cloud, security issues, and the future potential of cloud computing.
The document discusses how Twitter can be used for personal, professional, and company purposes. It provides tips on setting up a Twitter account, following relevant people, posting tweets, using hashtags, and searching Twitter. It also gives examples of how multifamily companies like Essex and UDR are using Twitter for community building and customer service.
The document provides guidance on using Twitter effectively for an organization's communication goals. It discusses setting up a Twitter account and profile, how to tweet and engage with others on the platform through retweets, replies and likes. The presentation emphasizes making tweets relevant, interesting and timely to build an audience and influence through authentic voices on social media. Key recommendations include mastering one's profile, learning to tweet, discovering Twitter through following others and being active in listening on the platform.
The document provides information on how to get started and grow with Twitter. It discusses what Twitter is, its importance, definitions of common Twitter terms, and the mechanics of using Twitter. Specifically, it notes that Twitter allows sending brief text messages to followers, its popularity for commercial and political purposes, and common hashtags, retweets, and direct messaging features. Statistics on Twitter usage and some of the most followed accounts are also presented. The document argues that social media requires time and being compelling for audiences, and provides an example of a company that uses Twitter effectively.
Synteractive developed a social networking application called SocialRally using the Windows Azure cloud platform and Microsoft TownHall technology. SocialRally allows large organizations to interact with audiences of millions through a single, centralized social media interface. It provides a highly scalable solution through Windows Azure's pay-as-you-go model. Building SocialRally on these Microsoft technologies gave Synteractive an enterprise-grade platform to innovate and reduce costs and time to market.
The document discusses leveraging a developer network as a competitive weapon. It argues that communities can support corporate objectives by generating hard to recreate data and building competitive barriers. It provides a maturity model for corporate developer networks and outlines challenges such as balancing business objectives with community needs. The key is to strategically plan the community to align sponsor and member goals through a community-centric infrastructure that attracts users, builds the community, and captures the mindshare of participants.
Harness a changing workforce with social software v5Djalma Britto
The document summarizes how social software from IBM can help organizations harness changing workforces and drive growth. It discusses how social software connects people to accelerate work and transform businesses. The document provides examples of how companies like US Bancorp, Rheinmetall AG, and Berlitz have leveraged IBM social software to improve knowledge sharing, expertise location, and global collaboration. It positions IBM as the market leader in social software and highlights the benefits of its solutions for integrating social capabilities into existing tools and processes.
This white paper discusses best practices for securing web 2.0 technologies in organizations. It finds that 95% of organizations allow access to web 2.0 sites and 62% see them as necessary for business. However, only 64% permit access to social networks for business use, while 49% allow personal social networks. The paper provides an overview of web 2.0 technologies and the unique security challenges they pose. It argues that organizations should embrace web 2.0 to increase collaboration and productivity while securing these technologies to avoid security and compliance issues.
Enterprises are upgrading from Microsoft OCS to LyncActiance, Inc.
Actiance Vantage and Unified Security Gateway (USG) have been designed to integrate into a typical Microsoft Lync-enabled network to control, monitor, and maintain all IM conversations, collaboration, and Web 2.0 traffic. Vantage provides granular content filtering and archiving of all conversations, ensuring an audit trail for data leak prevention, compliance and e-Discovery.
The document discusses how Loyola Marymount University is transforming its IT department in response to emerging technologies. It addresses how consumerization, cloud computing, outsourcing, and social media are replacing traditional IT infrastructure, functions, and communication. The university embraces these replacement technologies by developing strategies for a service catalog, cloud storage, virtualization, social CRM, and collaboration technologies. It focuses on improving communications and empowering users through social IT initiatives. The transformation aims to better meet user needs and compete with consumer technology options.
The document discusses the motivation and goals of the Collaborative Networks Task Force. The task force aims to establish a scientific basis for collaborative networks and contribute to reference models on the topic. It plans to organize existing concepts of collaborative networks, identify new challenging application domains, and recognize research needs. The initial work will include developing a taxonomy of collaborative network forms and promoting involvement in related events and publications.
Enterprise 2.0 and The Enterprise YouTubeMediaPlatform
Enterprise 2.0 aims to help employees, customers, and suppliers collaborate and share information using web 2.0 technologies like social software platforms. Enterprise social networks can improve company performance by exposing experts, creating strong connections, and significantly improving communication. Video is also becoming increasingly important, with many employees using consumer video platforms like YouTube for work purposes. This ungoverned usage presents security and bandwidth risks. Enterprise video platforms provide governance, security, and scalability to streamline internal video sharing and collaboration while reducing these risks.
Memedge Consulting is a young Swiss company that provides services in communication, collaboration, and business intelligence. It integrates these areas into a single concept using various communication channels, collaborative tools, and open innovation strategies. The company's approach, called Meme-Edge, helps spread ideas and information within organizations by treating them like cultural units or "memes" that must replicate, spread, and evolve over time through selective pressures. Memedge helps clients balance in-person and virtual interactions, nurture business networks, shape dedicated communication programs, and approach new ideas by considering how to help them survive and spread.
Motorola implemented StatusNet, an open-source microblogging platform, to enable better internal communication and collaboration across its business units. StatusNet exceeded expectations by reducing email usage and revolutionizing how information is shared. It allows employees to easily find and discuss relevant information from company events. StatusNet's flexibility as open source software also provided benefits like customization, security on internal servers, and low costs. Its integration into existing systems helped drive widespread adoption across Motorola.
Socializing Microsoft SharePoint involves transforming it into a social business platform using IBM Connections. While SharePoint has been successful as a standard web presence tool, it lacks many social features that organizations need for true social business capabilities. IBM Connections is positioned as a leading social business platform that can integrate with SharePoint and provide the additional social context, recommendations, communities and mobility that SharePoint is missing.
The document discusses developing a mobile security strategy and outlines some of the operational risks associated with mobility including a lack of appropriate mobile policies and procedures, increased risk of unauthorized exposure of sensitive data through mobile devices, and the proliferation of mobile devices on networks without tracking or inventory capabilities. It also covers the mobile ecosystem and risk landscape, outlining four main categories of mobility risk: operational, technology and data protection, legal and regulatory, and infrastructure and device.
Between Creation and Consumption: The Muddle in the MiddleOnFrame Ltd
But until recently, there’s really
only been one channel available
for delivering it: broadcast TV.
For brand marketers, that meant expensive TV ads. For media and content owners, it meant a tightly
managed channel to market controlled by a few power players. However, recent advances in consumer
devices and ubiquitous broadband have changed this. Today, there are numerous ways to get content in
front of viewers and a large number of business models to play with.
At one end, content creators have increasingly powerful and sophisticated tools at their fi ngertips and
at the other end, consumers are hungry for more and more high quality entertainment. The range of
outlets through which audiences consume content has also grown and diversifi ed with new technologies
and devices allowing them to watch and listen anytime, anywhere. This recent explosion of new channels
and business models has led to an equally dramatic infl ux of innovators, disruptors and challengers – all
competing for a fi nite resource: the time and attention of consumers.
On the surface, everything seems fi ne, however many content owners, distributors and marketers
responsible for getting their content to market are unable to make the most of what should be a golden
age. The tools and systems currently being used to manage and distribute content belong to the past.
They are expensive to run, often add unnecessary bureaucracy to everyday processes, limit commercial
and creative agility and usually rely on third parties to execute requests.
Fortunately, it doesn’t have to be like this. If, that is, the industry recognises that its traditional ways of
managing and distributing fi lm and TV content are no longer sustainable in today’s multi-platform world.
If content owners are to regain control of their own destiny, they need to embrace new technologies and
platforms to eliminate the friction and infl exibility imposed by the old ways of managing media. Consumers
are demanding ever more fl exibility in the ways in which they consume and control content, shifting
constantly between different screens and devices.
Take Charge Of Intranet 2.0 InitiativesMark Fidelman
This document discusses how middle managers can lead collaborative intranet initiatives using MindTouch software. It recommends that middle managers launch pilot projects using MindTouch Core to prove value and gain user adoption. As the pilot grows, MindTouch Standard provides more features and support to sustain growth without increasing costs significantly. The document provides tips for middle managers on selecting project teams, focusing projects on specific needs, kickstarting activity, and creating tasks to build initial engagement.
Developing a Cutting Edge Social Enterprise Software Strategy that Leverages ...Enterprise 2.0 Conference
This document provides an overview of developing a social enterprise software strategy that leverages an existing SharePoint investment. It discusses sources of lessons learned from over 200 large firms practicing social business and enterprise 2.0. Key drivers for next-generation business include global connectivity, new interaction platforms, and information abundance. The elements of a social business are outlined, and examples of significant social software are provided. Strategies are presented for driving business value with social software, including defining problems first, understanding what makes social software work best, investing in community management, and treating social intranets as a platform rather than just an app.
The document provides information about the Future of Cloud Computing and Enterprise 2.0 conference taking place over two days. Day 1 will focus on Enterprise Social Media and examine how social media can improve internal communications and engagement. Day 2 will examine Cloud Computing and how cloud-based solutions can assist developments in community building. The conference will include keynote speakers, panels, and case studies on topics such as measuring social media usage, building applications in the cloud, security issues, and the future potential of cloud computing.
The document discusses how Twitter can be used for personal, professional, and company purposes. It provides tips on setting up a Twitter account, following relevant people, posting tweets, using hashtags, and searching Twitter. It also gives examples of how multifamily companies like Essex and UDR are using Twitter for community building and customer service.
The document provides guidance on using Twitter effectively for an organization's communication goals. It discusses setting up a Twitter account and profile, how to tweet and engage with others on the platform through retweets, replies and likes. The presentation emphasizes making tweets relevant, interesting and timely to build an audience and influence through authentic voices on social media. Key recommendations include mastering one's profile, learning to tweet, discovering Twitter through following others and being active in listening on the platform.
The document provides information on how to get started and grow with Twitter. It discusses what Twitter is, its importance, definitions of common Twitter terms, and the mechanics of using Twitter. Specifically, it notes that Twitter allows sending brief text messages to followers, its popularity for commercial and political purposes, and common hashtags, retweets, and direct messaging features. Statistics on Twitter usage and some of the most followed accounts are also presented. The document argues that social media requires time and being compelling for audiences, and provides an example of a company that uses Twitter effectively.
Social Media Basics: Twitter, Facebook and What's NewDebbie Friez
The document provides an overview of social media basics including Twitter, Facebook, and new platforms. It discusses etiquette for using these channels and tips for setting up profiles and pages. Metrics and tools for measuring engagement on different social media are also reviewed. The presentation aims to help employees and organizations effectively utilize social media.
The document defines key Twitter terminology like Tweets (140-character messages), Retweets, mentions, hashtags, and profiles (@username). It explains that Twitter allows users to share short bursts of information in real-time. Finally, it encourages the reader to create a free Twitter account to get in touch with friends/family, follow brands and celebrities, discover trending topics, and participate in conversations.
A student's digital footprint can impact their job applications, school admission, and reputation if not carefully managed. A digital footprint is a record of all information about a person online, including what they post, websites they join, photos uploaded of them, and information others post about them. Students are advised to be careful about what they share online in order to curate a positive digital footprint.
A basic introduction on Twitter:
• Why people do people share?
• Twitter terminology - hashtags, #ff, & /via
• How to write a tweet
• Understanding what to tweet
This document provides an overview of social media basics. It discusses how social media allows for interaction and connection through free profile pages and notification systems. It also notes that word-of-mouth is the most effective marketing and technology now allows for one-to-one conversations at scale. Different levels of involvement in social media are outlined, including creators, critics, collectors, and joiners.
Basics Of Social Media In Public Health ConferenceErik Deckers
This document discusses key statistics about social media and how organizations can utilize social media platforms. It provides data on the size of Google's search index, daily Google searches and YouTube videos. It then outlines how organizations can create pages, gather fans, measure engagement and follow topics on social media. It emphasizes that social media allows for connecting with others and monitoring discussions.
The document provides an overview of social media 101. It defines social media as digital tools for sharing and discussing information between people. It discusses how social media spreads information through trusted networks in an exponential and self-reinforcing way. The key actions of social media are connecting, curating, and contributing. Social media is a powerful tool for behavior change by addressing individuals, relationships, communities, and societies. The document also discusses how government agencies can leverage social media agreements to engage with the public and provides an example of the National Cancer Institute's social media strategy around pregnant smoking cessation.
The document discusses social media basics and Rotary's presence and strategy regarding social media. It provides an overview of popular social media platforms like Facebook, Twitter, and LinkedIn. It emphasizes that social media is about having conversations and recommends listening first before communicating. The goal is not to control conversations but to add value by sharing expertise, projects, and building trust and communities. Rotary's social media strategy is to listen and learn, communicate to new audiences, and better connect members in the 21st century.
Social Media 101: Social Media 101: Discover the power of your voiceWunderman
From behavioral trends to the technology tools and the brands and people who are using social media, we invite you to become an active practitioner in this session.
Twitter is a microblogging platform launched in 2006 that allows users to post and interact using "tweets", which are text posts limited to 140 characters. The first tweet was sent by Twitter founder Jack Dorsey on March 21, 2006. By 2010, Twitter had over 75 million users generating over 50 million tweets per day.
This document provides an introduction to using Twitter for beginners. It outlines the basics of Twitter including how to update your status, reply to others, direct message, and retweet. The document recommends including links, hashtags, questions and replies in updates to engage others. It also advises updating at least a few times a week and being on topic while avoiding self-promotion, rudeness, and forgetting to credit sources or reply to others. Overall, the document gives an overview of common Twitter functions and etiquette for new users.
10 Steps to a Successful Social Media Marketing StrategyJeff Bullas
Social media marketing success is something that business is now starting to see as vital as part of their marketing plans. Just having a Facebook page or a Twitter account is just the start. Planning and creating a strategy is vital if you want to succeed long term. In this presentation we look at the 10 steps you need to implement. We also look at some specific tactics and case studies of brands and businesses that have been successful at social media marketing.
How to Use Social Media to Influence the WorldSean Si
Here's the deck to my talk for the 23rd ASA Congress which was at The Grand Ballroom of Marriott Hotel. It was an awesome experience and I only had two points:
1) Use social media for good and
2) You have to have authority to use social media influentially.
My company: https://seo-hacker.net
An overview over Enterprise 2.0, its definition, principles and basic impacts plus some international cases used at the Community Management event in Milan, Italy
Now the ppt can be downloaded
1) The document discusses how Web 2.0 technologies like blogs, wikis, and social networks can improve knowledge sharing and collaboration in businesses compared to traditional knowledge management systems.
2) It notes many employees find existing systems inefficient and time-consuming to use, wasting up to 24% of time on information searching and analysis.
3) Web 2.0 allows for easier authoring, tagging, linking and notification of content which can increase productivity and engagement by breaking down barriers to information consumption and collaboration.
Facebook Meets the Virtualized Enterprisewhite paper
This document discusses using social networking and cloud computing technologies in an enterprise setting. The authors developed an environment that uses Facebook to provide access to a legacy application called the Fire Dynamics Simulator. The application is hosted using virtual appliances in an internal cloud computing infrastructure that dynamically adapts to user demands. Initial feedback suggests this approach provides a better user experience than traditional standalone use of the application, while also simplifying management and increasing effective utilization of IT resources.
Companies benefit from Web 2.0 investmentSustainly
The latest research from Deutsche Bank shows that 20% of US and European companies use social media channels for business purposes. But, these are only the most transparent companies. More DB research can be found at: www.dbresearch.com
This document provides an overview of Web 2.0 and proposes an approach for senior IT management to assess adopting Web 2.0 solutions. It discusses drivers like shifts in demographics, the rise of mobile devices, and growth in emerging markets. It also covers opportunities like improved innovation and engagement, as well as risks around information security, systems vulnerabilities, and legal compliance. The author recommends a comprehensive approach including analyzing the firm's landscape, defining a target state, developing a roadmap, and establishing governance to successfully implement relevant Web 2.0 solutions.
This document discusses application assembly using web services. It proposes that web services allow non-technical people to construct complex business software by assembling reusable software components/services. However, there are still challenges to address like how to take abstract concepts into software and ensure quality attributes like performance and security. The document presents a "separation continuum" model to understand the different elements that make up business systems from abstract requirements to software implementation. It argues that application assembly using independently developed web services is feasible if standards are followed and the right assembly tools are available.
Web 2.0 goes to work for business: Enabling the power of participationRoss Dawson
Web 2.0 allows users to participate and collaborate online through user-generated content and social networking. The document discusses how IBM uses Web 2.0 technologies like social networking and mashups to increase productivity, innovation, and efficiency. It provides examples of how IBM's Web 2.0 tools have helped organizations like Boeing and Cardiff University.
Social collaboration at work executive briefinghugoleijtens
- The document discusses implementing Enterprise 2.0 technologies to address business challenges like disparate cultures and the desire for better operational control.
- Enterprise 2.0 uses tools like wikis, blogs, and social networks to enable low-barrier collaboration across organizations. Case studies show increased productivity, innovation, and knowledge retention.
- Implementing Enterprise 2.0 at a company could increase transparency, reduce duplication, and improve productivity through increased knowledge sharing and breaking down of organizational silos. Community management is key to guiding participation toward business goals.
In this workshop for the Institute of Management Consultants, Northern California chapter, Chapter President Brett LaDove provides an overview to the key elements driving change on the internet, and explains the essence behind Web 2.0 and how it can be used effectively in business.
Nike partnered with Apple to create Nike+, a system that integrates a sensor in Nike shoes with the iPod nano to provide runners real-time feedback on their workout metrics. Runners can then sync their workout data to the Nike+ website to track their progress, set goals, and connect with other Nike+ users. This collaboration allows Nike to engage runners through an immersive experience and community features while promoting the Nike brand.
Wiring the Pentagon with Web 2.0 to Transform the Defense Acquisition Enterprise. DoD needs to once again harness the power of Internet technologies to develop and field the next generation of defense systems. Web 2.0 empowers users to collaborate, create resources, share information, and integrate capabilities in a distinctly different way from static Web sites. Published in Defense AT&L Magazine, Mar/Apr 2010.
The document discusses the future of enterprise technology and the transition from Enterprise 1.0 systems to Enterprise 2.0. It notes that Enterprise 1.0 systems like ERP do not capture tacit knowledge, while Emergent Social Software Platforms of Enterprise 2.0 allow for collaborative knowledge discovery. It outlines some differences between Enterprise 1.0 and Enterprise 2.0, such as split vs emergent knowledge and intimidating vs social approaches. The document also discusses elements of an IT operating model for Enterprise 2.0, including processes, governance, services, measurement and organization. Finally, it raises questions about an organization's readiness for Enterprise 2.0 and the potential risks around disruption and changes to culture.
This document discusses Enterprise 2.0 technology, which aims to solve problems around finding business information and poor data quality. It does this through easier access to business knowledge, faster knowledge sharing, and lower cost systems. The key components are improved information access and management, collaboration tools, and business intelligence analytics. The benefits include better information sharing, faster access to data, and more informed decisions. Barriers to adoption include resistance to change and measuring ROI, while keys to success are understanding cultural impact, having the right infrastructure and selecting technologies to meet needs.
- Large corporations are increasingly adopting Web 2.0 technologies like blogs, wikis, and online communities.
- A survey of over 400 senior executives found that 31% think Web 2.0 collaboration tools will impact all parts of their business. Nearly 60% plan to invite customers to contribute online content.
- Companies see Web 2.0 as a way to increase revenue through new customers and product innovations. They also expect it to reduce costs in areas like customer service and marketing.
Term Paper On Enterprise 2 0 The Next Leap For Indian It Services Industryvyas_harsh86
1) The document discusses the concept of Enterprise 2.0 and how it will revolutionize how organizations operate through increased flexibility, collaboration, and efficiency.
2) It analyzes how Indian IT service companies can benefit from Enterprise 2.0 by leveraging tools like blogs, wikis and other social media platforms to deliver higher value services to customers at lower costs.
3) Enterprise 2.0 aims to better connect people within and between organizations using emerging social software to streamline processes and enhance collaboration.
Web 2.0 for Schools/ Education InstitutionVenkatesh Iyer
The document discusses harnessing the power of Web 2.0 solutions in K-12 schools. It provides an overview of key Web 2.0 concepts and drivers of adoption. Web 2.0 enables learning and community building beyond regular school hours by allowing blogs, wikis, and other collaborative tools. The document outlines sample Web 2.0 school communities and a conceptual architecture for a secured online school community platform. It also describes roles and responsibilities for administrators in launching and managing such a solution.
This document discusses principles and best practices of Web 2.0. It identifies eight core patterns that are keys to understanding Web 2.0, including perpetual beta, which refers to the idea that online applications and services are continuously refined based on user feedback rather than being released in distinct versions. The document provides analysis of market trends, case studies of companies like Amazon and Flickr that exemplify these patterns, and tools to help assess how to apply Web 2.0 concepts. It aims to help technology decision-makers understand and navigate the ongoing transition to this next generation of the internet.
Enabling Innovators for the Era of the Social Enterprise: presented to Triple Helix 9 conference at Stanford University to address the opportunities for expanding the Silicon Valley model to emerging economies
This was a presentation given at PLM Connection 2010 in Dallas by Dora Smith and Tord Dennis of Siemens PLM along with Jim Brown of Tech-Clarity. It highlighted social computing, social networking and social media in the PLM space. See http://www.siemens.com/plm/blog for related blog post and more event coverage.
1. BUSINESS TECHNOLOGY
FEBRUARY 2009
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.
Michael Chui, Andy Miller, and Roger P. Roberts
2. 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.
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.
Some historical perspective is useful. Web 2.0, the latest wave in corporate technology
adoptions, could have a more far-reaching organizational impact than technologies
adopted in the 1990s—such as enterprise resource planning (ERP), customer relationship
management (CRM), and supply chain management (Exhibit 1). The latest Web tools have a
Web 2009
strong bottom-up element and engage a broad base of workers. They also demand a mind-set
Unlocking participation
different from that of earlier IT programs, which were instituted primarily by edicts from
Exhibit 1 of 3
senior managers.
Glance: Web 2.0 is the next wave of corporate-technology adoption.
Exhibit title: The new tools
Exhibit 1 Adoption of corporate technologies
The new tools
Automating transactions Enabling collaboration and participation
Adoption of ERP, CRM, SCM1
Productivity • Users assigned by management
• Users must comply with rules
• Often complex technology
investment
Adoption of Web 2.0 tools
• User groups can form unexpectedly
• Users engage in high degree of participation
• Technology investment often a lightweight
overlay to existing infrastructure
1990s 2009
Time
ERP = enterprise resource planning, CRM = customer relationship management, SCM = supply chain management.
1
3. Web 2009
Unlocking participation
Exhibit 2 of 3
Glance: Participatory technologies can be categorized into five groups.
Exhibit title: A range of technologies
Exhibit 2 Web 2.0 technologies Description Category of technology
A range of Wikis, commenting, shared workspaces Facilitates cocreation of content/applications Broad collaboration
across large, distributed set of participants.
technologies
Blogs, podcasts, videocasts, peer to peer Offers individuals a way to communicate/share Broad communication
information with broad set of other individuals.
Prediction markets, information Harnesses the collective power of the community Collective estimation
markets, polling and generates a collectively derived answer.
Tagging, social bookmarking/filtering, Adds additional information to primary content to Metadata creation
user tracking, ratings, RSS1 prioritize information or make it more valuable.
Social networking, network mapping Leverages connections between people Social graphing
to offer new applications.
Really simple syndication.
Web 2.0 covers a range of technologies. The most widely used are blogs, wikis, podcasts,
information tagging, prediction markets, and social networks (Exhibit 2). New technologies
constantly appear as the Internet continues to evolve. Of the companies we interviewed
for our research, all were using at least one of these tools. What distinguishes them from
previous technologies is the high degree of participation they require to be effective. Unlike
ERP and CRM, where most users either simply process information in the form of reports or
use the technology to execute transactions (such as issuing payments or entering customer
orders), Web 2.0 technologies are interactive and require users to generate new information
and content or to edit the work of other participants.
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.
Gains from participation
Clay Shirky, an adjunct professor at New York University, calls the underused human
potential at companies an immense “cognitive surplus” and one that could be tapped
by participatory tools. Corporate leaders are, of course, eager to find new ways to add
value. Over the past 15 years, using a combination of technology investments and process
reengineering, they have substantially raised the productivity of transactional processes.
Web 2.0 promises further gains, although the capabilities differ from those of the past
technologies (Exhibit 3).
2
4. Web 2009
Unlocking participation
Exhibit 3 of 3
Glance: Six new management capabilities can be unlocked by participatory technologies.
Exhibit title: Management 2.0
Exhibit 3 • Categories of technology employed
Management Mass internal Broadcast solution External collaborative
capabilities unlocked content creation sourcing contribution
Allow employees across Search broadly across Enable external parties to
by participation the organization to diverse internal participate in product
Content collaborate on codifying/ and/or external experts development, provide
generation managing knowledge, to find solutions to feedback, and aid in
sharing best practices, problems (often via customer support.
communicating, and contests).
coordinating activities.
• Broad collaboration/ • Broad communication • Broad collaboration/
For what communication, metadata communication, metadata
purpose?
Large-scale community building Participatory marketing
Enable creation of large-scale, close-knit, distributed Develop brand communities and
Community communities where experts are found. spread marketing messages.
building
• Broad collaboration/communication, • Broad communication,
metadata, social graphing social graphing
Harnessing information markets
Decision Aggregate opinions from many individuals to guide strategic decision making and idea generation.
support
• Collective estimation
Internal to the enterprise External to the enterprise (eg,
(eg, employees, contractors) customers, partners, suppliers)
Who is participating?
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 2.0.2 Since we first polled global executives two years ago,
the adoption of these tools has continued. Spending on them is now a relatively modest
$1 billion, but the level of investment is expected to grow by more than 15 percent annually
over the next five years, despite the current recession.3
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. Web 2.0 projects
often are seen as grassroots experiments, and leaders sometimes believe the technologies
will be adopted without management intervention—a “build it and they will come”
philosophy. 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
1
Scott C. Beardsley, Bradford C. Johnson, and James M. Manyika, “Competitive advantage from better interactions,”
mckinseyquarterly.com, May 2006.
2
“Building the Web 2.0 Enterprise: McKinsey Global Survey Results,” mckinseyquarterly.com, July 2008.
3
See G. Oliver Young et al., “Can enterprise Web 2.0 survive the recession?” forrester.com, January 6, 2009.
3
5. 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.
At Lockheed Martin, for instance, a direct report to the CIO championed the use of blogs
and wikis when they were introduced. The executive evangelized the benefits of Web 2.0
technologies to other senior leaders and acted as a role model by establishing his own blog.
He set goals for adoption across the organization, as well as for the volume of contributions.
The result was widespread acceptance and collaboration across the company’s divisions.
2. The best uses come from users—but they require help to scale. In earlier IT campaigns,
identifying and prioritizing the applications that would generate the greatest business value
was relatively easy. These applications focused primarily on improving the effectiveness
and efficiency of known business processes within functional silos (for example, supply-
chain-management software to improve coordination across the network). By contrast, our
research shows the applications that drive the most value through participatory technologies
often aren’t those that management expects.
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. When management
chooses the wrong uses, organizations often don’t regroup by switching to applications that
might be successful. One global technology player, for example, introduced a collection of
participatory tools that management judged would help the company’s new hires quickly
get up to speed in their jobs. The intended use never caught on, but people in the company’s
recruiting staff began using the tools to share recruiting tips and pass along information
about specific candidates and their qualifications. The company, however, has yet to scale up
this successful, albeit unintended, use.
At AT&T, it was frontline staffers who found the best use for a participatory technology—in
this case, using Web 2.0 for collaborative project management. Rather than dictating the use,
management broadened participation by supporting an awareness campaign to seed further
experimentation. Over a 12-month period, the use of the technology rose to 95 percent of
employees, from 65 percent.
3. 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. The importance of this principle is sometimes masked by short-term
success when technologies are unveiled with great fanfare; with the excitement of the launch,
contributions seem to flourish. As normal daily workloads pile up, however, the energy and
attention surrounding the rollout decline, as does participation. One professional-services
firm introduced a wiki-based knowledge-management system, to which employees were
expected to contribute, in addition to their daily tasks. Immediately following the launch, a
4
6. group of enthusiasts used the wikis vigorously, but as time passed they gave the effort less
personal time—outside their daily workflow—and participation levels fell.
Google is an instructive case to the contrary. It has modified the way work is typically done
and has made Web tools relevant to how employees actually do their jobs. The company’s
engineers use blogs and wikis as core tools for reporting on the progress of their work.
Managers stay abreast of their progress and provide direction by using tools that make
it easy to mine data on workflows. Engineers are better able to coordinate work with one
another and can request or provide backup help when needed. The easily accessible project
data allows senior managers to allocate resources to the most important and time-sensitive
projects.
Pixar moved in a similar direction when it upgraded a Web 2.0 tool that didn’t quite mesh
with the way animators did their jobs. The company started with basic text-based wikis
to share information about films in production and to document meeting notes. That was
unsatisfactory, since collaborative problem solving at the studio works best when animators,
software engineers, managers, and directors analyze and discuss real clips and frames from
a movie. 4 Once Pixar built video into the wikis, their quality improved as critiques became
more relevant. The efficiency of the project groups increased as well.
4. Appeal to the participants’ egos and needs—not just their wallets. Traditional
management incentives aren’t particularly useful for encouraging participation.5 Earlier
technology adoptions could be guided readily with techniques such as management
by objectives, as well as standardized bonus pay or individual feedback. The failure of
employees to use a mandated application would affect their performance metrics and
reviews. These methods tend to fall short when applied to unlocking participation. In one
failed attempt, a leading Web company set performance evaluation criteria that included
the frequency of postings on the company’s newly launched wiki. While individuals were
posting enough entries to meet the benchmarks, the contributions were generally of low
quality. Similarly, a professional-services firm tried to use steady management pressure to
get individuals to post on wikis. Participation increased when managers doled out frequent
feedback but never reached self-sustaining levels.
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. ArcelorMittal, for
instance, found that when prizes for contributions were handed out at prominent company
meetings, employees submitted many more ideas for business improvements than they did
when the awards were given in less-public forums.
5. The right solution comes from the right participants. Targeting users who can create
a critical mass for participation as well as add value is another key to success. With an
ERP rollout, the process is straightforward: a company simply identifies the number of
installations (or “seats”) it needs to buy for functions such as purchasing or finance and
4
See Hayagreeva Rao, Robert Sutton, and Allen P. Webb, “Innovation lessons from Pixar: An interview with Oscar-winning director
Brad Bird,” mckinseyquarterly.com, April 2008.
5
Exceptions exist for harnessing information markets and searching crowd expertise, where formal incentives are an essential part
of the mechanism for participation.
5
7. accounting. With participatory technologies, it’s far from obvious which individuals will be
the best participants. Without the right base, efforts are often ineffective. A pharmaceutical
company tried to generate new product ideas by tapping suggestions from visitors to its
corporate Web site. It soon discovered that most of them had neither the skills nor the
knowledge to make meaningful contributions, so the quality of the ideas was very low.
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. When P&G introduced wikis and blogs
to foster collaboration among its workgroups, the company targeted technology-savvy and
respected opinion leaders within the organization. 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.
When Best Buy experimented with internal information markets, the goal was to ensure
that participation helped to create value. In these markets, employees place bets on business
outcomes, such as sales forecasts.6 To improve the chances of success, Best Buy cast its net
widely, going beyond in-house forecasting experts; it also sought out participants with a
more diverse base of operational knowledge who could apply independent judgment to the
prediction markets. The resulting forecasts were more accurate than those produced by the
company’s experts.
6. 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. Numerous executives we interviewed said that participatory
initiatives had been stalled by legal and HR concerns. These risks differ markedly from
those of previous technology adoptions, where the chief downside was high costs and poor
execution.
Companies often have difficulty maintaining the right balance of freedom and control. Some
organizations, trying to accommodate new Web standards, have adopted 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. The sites of some
companies incorporate “flag as inappropriate” buttons, which temporarily remove suspect
postings until they can be reviewed, though officials report that these functions are rarely
used. Participatory technologies should include auditing functions, similar to those for
6
See Renée Dye, “The promise of prediction markets: A roundtable,” mckinseyquarterly.com, April 2008; and the video “Betting on
prediction markets,” mckinseyquarterly.com, November 2007.
6