1.
Collaboration in the
Enterprise: What’s new?
(2 of 2)
Anand Deshpande, Ph.D.
Founder, Chairman and
Managing Director
Persistent Systems, Pune
anand@persistent.co.in
January 2009
1

2.
2

3.
&
Social Networking
3

4.
Social networking
sites have become
the digital
equivalent of
“hanging out a
mall”
Per Google's Joe
Kraus “social
networking is the
latest fashion –
the new black,” as
he called it.
4

5.
“People have been
endlessly fascinated
by one another for a
very long time.
Social networking is
not new; we just
have new ways to
do it.”
5

6.
History of Social Networking Sites
6
http://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html

7.
Social Networking Timeline – 2003
□ March 2003:
– With $400,000 in seed money former Netscape engineer
Jonathan Abrams launches Friendster
□ May 2003:
– Former PayPal executive VP Reid Hoffman sends out the first
invitations to join business networking site LinkedIn.
□ August 2003:
– Brad Greenspan, Chris DeWolfe and Tom Anderson of
community website conglomerate eUniverse (later renamed
Intermix Media) create MySpace
□ October 2003:
– Time declares Friendster the “Coolest Inventions of 2003” as
social networking starts to become mainstream.
□ December 2003:
– Social networking site Hi5 which grew out of matchmaking site
for South Asian singles launched in January 2003 goes live.
7

8.
Social Networking Timeline – 2004
□ January 2004:
– Google rolls out Beta version of Orkut designed by Google
engineer Orkut Buyukkokten.
□ February 2004:
– Harvard Sophomore Mark Zukerberg launches
thefacebook.com the original version of Facebook, to connect
students of the university.
□ May 2004:
– Plaxo cofounded by Napster cofounder Sean Parker
□ June 2004:
– Having spread to Stanford, Columbia and Yale, Facebook
moves operations to Palo Alto, CA.
– Former NBC executive Scott Sassa replaces Abrams as the
CEO of Friendster in a bid to make the service profitable. The
Company goes through 2 more CEOs in 2004.
8

9.
Social Networking Timeline – 2005
□ January 2005:
– Husband and wife team Michael and Xochi Birch launch Bebo.
□ April 2005:
– Facebook secures $12.7 Million in funding from Accel Partners
□ July 2005:
– Rupert Murdoch’s News Corp buys MySpace parent Company
Intermix Media for $580M
□ September 2005:
– Facebook adds high-school networks
□ October 2005:
– Marc Andreessen and Gina Bianchini launch Ning a
customizable social networking platform.
9

10.
Social Networking Timeline – 2006
□ February 2006:
– Facebook now with millions of users raises $27.5M in another
round of venture capital.
□ May 2006:
– Facebook expands beyond schools for the first time, adding
workplace networks.
□ August 2006:
– Google outbids Microsoft in $900 Million deal to acquire rights
to MySpace search and search related advertising, two weeks
later, Microsoft negotiates rights to serve ads on Facebook.
– Microblogging service Twitter developed by engineer Jack
Dorsey and Blogger cofounder Evan Williams goes live.
□ September 2006:
– Facebook opens registration to anyone over 13 and with an
email address.
□ October 2006:
– ComScore announces that majority of MySpace visitors are
over 35. 10

11.
Social Networking Timeline – 2007
□ July 2007:
– Twitter raises $5.4M in a round of funding led by Union Square
Ventures.
□ August 2007
– News Corp announces that MySpace parent company Fox
Interactive Media turned a profit for the first time. $10M on a
revenue of $550M.
– Plaxo unveils Pulse a service designed to pull in feeds from
MySpace, Twitter and other social networking sites.
□ October 2007:
– Microsoft acquires a $240M equity in Facebook; the deal values
Facebook at $15Billion.
11

12.
Social Networking Timeline – 2007
□ November 2007
– Mark Zukekrberg heralds the launch of “Facebook’s Social
Ads” program as a “completely new way of advertising
online.”
– Myspace rolls out Hypertargeting and Self Service advertising
platforms which targets ads on the basis of information that
users provide about themsel
– Google launches its OpenSocial platform, allowing developers
to create applications that will work on a variety of social
networking sites including Friendster, LinkedIn, Hi5, Ning but
not Facebook.
□ December 2007
– User backlash against Facebook’s Beacon, a key component of
Company’s social advertising strategy forces Zuerberg to issue
a public apology and change from feature from opt-out to
opt-in.
12

13.
Social Networking Timeline – 2008
□ January 2008:
– As Google’s advertising deal with MySpace produces lower-
than-expected revenues.
□ March 2008
– Facebook hires Google veteran Sheryl Sandberg was a driver
of Google’s successful advertisement programs AdWords and
AdSense.
– AOL acquires Bebo with more than 40 million users
worldwide for $850Million.
□ May 2008
– News Corp announce that revenues for MySpace parent
company Fox Interactive media will fall $100million short of
the $1B forecast by the Company for fiscal 2007.
– Comcast acquire Plaxo. Terms are speculative but purchase
price between $150Million and $170Million.
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14.
How big is Social Networking?
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15.
Top Social Media Sites
(ranked by unique worldwide visitors November, 2008; comScore)
1. Blogger (222 million) 11. Baidu Space (40 million)
2. Facebook (200 million) 12. Friendster (31 million)
3. MySpace (126 million) 13. 56.com (29 million)
4. Wordpress (114 million) 14. Webs.com (24 million)
5. Windows Live Spaces (87 15. Bebo (24 million)
million) 16. Scribd (23 million)
6. Yahoo Geocities (69 million) 17. Lycos Tripod (23
7. Flickr (64 million) million)
8. hi5 (58 million) 18. Tagged (22 million)
9. Orkut (46 million) 19. imeem (22 million)
10.Six Apart (46 million) 20. Netlog (21 million)
15

16.
100 billion rows of data
The community pushes 85 gigs of bandwidth
More than 50 million messages sent per day
Infrastructure supports 5 mm concurrent users online at peak
11% of online minutes in the U.S. are spent on MySpace
200,000 – 400,000 new users sign up daily
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17.
Orkut Stats
17

18.
Social networking is
truly a world-wide
phenomenon
18

19.
Membership life cycle for online communities
Amy Jo Kim proposed member’s life cycle in an
online community (2000).
The cycle suggests five phases of a user’s lifecycle
1. Peripheral (i.e. Lurker) -
within a community:
An outsider, unstructured
participation
2. Inbound (i.e. Novice) -
New user, invested in the
community, on his way to
Lurker Regular Elder
full participation
3. Insider (i.e. Regular) -
Novice Leader
Committed participator,
member of the
community
4. Boundary (i.e. Leader) - A member brokering interactions
and encouraging/sustaining participation
5. Outbound (i.e. Elder) - On his way to leaving the
community, perhaps to another community due to a
particular change in the community or personal choice. 19

20.
20

21.
On the Internet, Everyone
knows you are a dog!
21

22.
Flickr Case study
□ Flickr was developed by Ludicorp a Vancouver, B.C., Canada-
based company that launched Flickr in February 2004.
□ The service emerged out of tools originally created for Ludicorp's
Game Neverending, a web-based massively multiplayer online
game. Flickr proved a more feasible project and ultimately Game
Neverending was shelved.
□ Some of the key features of Flickr not initially present were tags,
marking photos as favorites, group photo pools and
interestingness.
□ In March 2005, Yahoo! acquired Ludicorp and Flickr. During the
week of June 28, 2005, all content was migrated from servers
in Canada to servers in the United States, resulting in all data
being subject to United States federal law.
– Source: Wikipedia
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23.
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25.
http://www.flickr.com/photos/walkaboutwolf/63452603/
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26.
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29.
Facebook Case Study
□ February 2004:
– Harvard Sophomore Mark Zukerberg
launches thefacebook.com the original version
of Facebook, to connect students of the
university.
□ June 2004
– Having spread to Stanford, Columbia and Yale,
Facebook moves operations to Palo Alto, CA. Mark Zukerberg
□ April 2005:
– Facebook secures $12.7 Million in funding from Accel Partners
□ February 2006:
– Facebook now with millions of users raises $27.5M in another
round of venture capital.
□ May 2006:
– Facebook expands beyond schools for the first time, adding
workplace networks
□ October 2007:
– Microsoft acquires a $240M equity in Facebook; the deal values
Facebook at $15Billion.
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30.
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31.
Facebook Apps
31

32.
Barack
Obama
extensively
leveraged
Social
Networking
in his 2008
Presidential
Election
Campaign
32

33.
http://www.barackobama.com/
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34.
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35.
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36.
Why do individuals
participate in communities?
36

37.
Why do users participate in virtual communities?
According to Peter Kollock in The Economies of Online Cooperation: Gifts and
Public Goods in Cyberspace,
1. Anticipated Reciprocity – Motivated by the expectation
that he will receive useful help and information in return.
Indeed we have seen such active users receiving more help
than lurkers.
2. Increased recognition - the desire for prestige is a key
motivation. Contributions increase if they are visible and
credited to the contributor. … the powerful effects of
seemingly trivial markers of recognition (e.g. stars,
ranking) are overwhelming.
3. Sense of efficacy - Individuals may contribute because the
act results in sense of contribution to the community.
Wikipedia is a good example of this.
37
http://thenextweb.com/

38.
Other factors that motivate community
participation
1. Connections within the community - the more friends a
user has within a given community, the more important it
becomes for him to participate in.
2. Emotional Safety - a sense of belonging and identifying
with the community. The key is to get individuals to
become regular users in the community and create a cozy
and “feel good” environment for them.
3. Common emotional connection - niche communities that
are built around a particular emotional connection/cause
between members tend to become more cohesive
and experience lower percentages of participation
inequality.
4. Altruism - Yossi Vardi coined the term “Dopamine Over
IP” - each user transfers dopamine to another user….by
contributing content, a user knows that he will cause
pleasure to those who view it and those users that forward
this content onwards, know the same. 38

39.
Fundamental Building Blocks of the Web
□ URL – universal means of identifying
and addressing content.
□ HTTP – A protocol for client-server
communication
□ HTML – A simple markup language
for communicating hyper-text
content.
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40.
The Web is better when it is social!
The web is more
interesting when
you can build apps
that easily interact
with your friends
and colleagues.
40

41.
First steps towards a Social
Networking platform …
□ establish a single identity to log on to
many sites;
□ share private resources such as photos or
contact lists without handing out private
credentials (such as an email account
password); and
□ distribute information across multiple
social applications.
41

42.
OpenSocial – Many Sites, One API
OpenSocial defines a common API for social
applications across multiple websites.
With standard JavaScript and HTML, developers
can create apps that access a social network's
friends and update feeds.
A common API => you have less to learn to build
for multiple websites.
The ultimate goal is for any social website to be
able to implement the API and host 3rd party
social applications.
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43.
Open Social API -- supporters
Engage.com, Oracle,
• •
Friendster, orkut
• •
hi5, Plaxo,
• •
Hyves, Salesforce.com,
• •
imeem, Six Apart,
• •
LinkedIn, Tianji,
• •
MySpace, Viadeo, and
• •
Ning, XING.
• •
43

44.
Lots of open social web “building blocks”…
44

45.
Evolution of open platforms
Ubiquitous
Walled
social
garden
Search networks
services
freedom
1993 1999 2003 2008-9 2013
Data
portability
Portal
aggregators
http://code.google.com/apis/opensocial/
•
http://code.google.com/p/opensocial-resources/
•
http://code.google.com/apis/orkut/
•
http://code.google.com/apis/igoogle/docs/gs.html 45
•

46.
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Plaxo – unified address book and more!
47

48.
http://www.linkedin.com/in/ananddeshpande
48

49.
Integration of other applications on LinkedIn
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50.
LinkedIn
50

51.
Social networking has evolved in the
“consumer” Internet and its deployment
in the Enterprise is still new.
51

52.
Setting up the infrastructure for
Enterprise Collaboration
52

53.
Fostering collaboration to propel business
results continues to be the elusive goal of
many organizations.
□ Could Web 2.0 tools be the silver bullet?
□ Pundits assert that
– Web 2.0 tools could aggregate business
information and digital content
– “Crowdsourcing” models may work within the
enterprise.
– Demographics is playing a role as a more
tech-savvy generation is entering the
workforce.
53

54.
Fast Company December 2008/January 2009
Cisco’s Chambers on Cover
□ Ron Ricci – Vice President of Corporate
Positioning “Collaboration won’t work if there is
one person in charge”
□ Sheila Jordan, Vice President of IT,
communications and Collaboration Technologies
at Cisco
“We are looking for applications that help people
really have water-cooler talk”
□ Sue Bostrom – Chief Marketing Officer
“People come to the web looking for expertise.
We are giving that. Cisco.com answers
consumers’ questions and encourages interaction
with vendors and employees.
□ Jim Grubb, Vice president of Corporate
Communications Architecture
“Collaboration helps a world community solve big
problems”
54

55.
Changing Corporate Demographics is helping the
adoption of Web 2.0 in the Enterprise
□ Boomers take their knowledge with them into
retirement. Organizations with an older
workforce face a retirement surge and are
forecasting a brain-drain crisis.
□ Gen Xers gather information. The members of
the Gen X demographic are positioning
themselves to become the leaders of tomorrow.
□ Millennials expect computing environments at
work that operate much like the highly
connected environments of their social lives
55

56.
Your employees are perhaps
already on board and are very
eager to
connect with their peers
□
belong to a network
□
share knowledge
□
acquire on-line reputation
□
collaborate with co-workers
□
enhance their own expertise
□
network with anyone, anywhere, anytime
□
develop a sense of mutual trust and obligation
□
56
From Yves Noble’s presentation about Cap Gemini at KM conference

57.
A wealth of information
creates a poverty of
attention.
-- Herbert Simon, Nobel
Laureate Economist
Using Tags and Taxonomies
to Organize Data
57

58.
What are tags?
Simple data/metadata externally applied to an object
□ Used for sorting
□ A hook for aggregating
□ Provides identifier and/or description
□ Personal markers
Type Examples
Social Bookmarking del.icio.us, RawSugar, Ma.gnolia
Media Flickr, Dabble, LastFM, Viddler
Shopping Amazon
Geo-Location Platial, Socialite
Museums Steve.museum, Powerhouse
Intranet IBM Dogear, Scuttle, ConnectBeam
Dating Consumating
OS (files) Mac OSX Tiger & Microsoft Vista 58

59.
Tag Cloud
Tag Cloud based on populations of countries.
59

60.
Social Bookmarking
Del.cio.us
•
Digg.com
•
Reddit
•
StumbleUpon
•
Technorati
•
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61.
Social Bookmarks
□ Social bookmarks enable people to mark Web
pages of interest and to share those Web
locations with others. These bookmarks are
shared on a Web site for others to see.
□ Anyone can score or vote on the page to indicate
a measure of relevance to others.
□ Over time, the more-popular sites rise to the top
of the list as more people bookmark them and
comment on them. This results in a list of pages
that a group considers important to share
among its members.
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64.
Social Bookmarking in the Enterprise
□ In the workplace, social bookmarks are used to
provide a common set of links for people to share
in a way that builds a community around topics
of interest.
□ Connectbeam, Cogenz, IBM
64

65.
A pioneer and
leader in social
bookmarking and
HELPING BUSINESSES WORK SMARTER
tagging for the
enterprise.
• Social Tagging. With Spotlight, employees easily
share the information they find, both out on the
Web and inside the organization.
• Social Activity Repository. Connectbeam
automatically pulls references to employee
generated content in the different social software
applications across company Intranets.
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69.
Taxonomy: Organizing Tags
Source: Forrester Research
Subject Driven or top-down Content Driven or bottom-up
Tag
Tag Tag
Tag
Tag Tag Tag
Tag
Tag
TagTag Tag
Tag
Tag
Tag
System Driven
User Driven
69

70.
Source: Forrester Research
Taxonomy Classification (1 of 2)
Subject Driven Content Driven User Driven System Driven
Purpose Knowledge ECM Social Search refinement
Management, Retrieval oriented bookmarking Content tagging
Topical browsing advanced search Tagged Entity extraction
filtered results search results Auto classification
faceted Collaborative Auto categorization
navigation metadata
Capture What a document What a document What a What a document
s is ABOUT is and its document CONTAINS or is
PURPOSE MEANS to a SIMILAR TO
user
Used to: Categorize or file Describe Allow users Cluster things which
things into a fixed attributes/propert to tag things are similar.
framework ies of things Extract entities from
text
Traits Formal domain Practical Unregulated Scalable,
specific categories Comprehensive Natural, Fast
and terms are Contextual simple to use Objective
defined by rules Mutually exclusive Responsive to Repeatable
and descriptions. dimensions change
Coherently
structured even if
out of context 70

71.
Taxonomy Classification (2 of 2)
Subject Driven Content Driven User Driven System Driven
Approach Defined or Built based on Low-cost, easy System looks for
modeled without specific content way to get patterns and traits
content based on Attributes can people to inherent in content
domain be local or global describe
knowledge. mandatory or content
Can be built or optional
bought
Risks Nested categories Too many Personal tags Outcome is not
only give one elements -- lack shared always intuitive to
browsing axis. Users skip them meaning. users.
Too unwieldy or Lack of System doesn’t
esoteric to deploy control. understand context
Reflects bias of No structure or intent
designer or relationships System doesn’t build
User adoption hierarchy or capture
varies variant forms
Examples Scientific Dublin Core Flickr Clusty
taxonomy, Metadata Delicious Googlenews
SIC Code, Element Set
Factiva Intelligent
Indexing
71
Taxonomy

72.
Taxonomy Combinations
Tag
TagTag Tag Faster Incorporation of new topics
Tag Tag
in a subject-driven taxonomy
Tag
Tag
Tag
Tag Tag Tag
Tag
Tag Tag
+ Subject Driven
User Driven
Auto categorization at Scale
+
System Driven Subject Driven
Authoritative vocabulary for
+ metadata fields
Subject Driven Content Driven
Related Content
+
System Driven 72
Content Driven
Source: Forrester Research

73.
Tagging Content
Manual tagging –
By Professionals
Pros Cons Automated Tagging – By
Controlled Costly Machine
 
vocabularies &  Human
standard resource
Pros Cons
taxonomies intensive
 Higher quality  Cannot Learns from Requires training
 
keep up professional & of models
user tagging  Lower quality
Example: ?

 Lower human than manual
Social Tagging –
cost tagging
By Users
Example: Semantic tagging

Popularity
High-value content
Pros Cons
& enterprise data
sources User driven Ambiguity
 
 Emergent  Uncontrolled
folksonomies vocabulary
 Serpendipitous  Synonyms
Deep archives, large personal collections browsing
Consumer content
Examples: Del.icio.us and Flickr

“Long tail”
Digital item
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74.
Taxonomies can be beneficial
□ Enhanced search. Effective information retrieval matches users’
often vague needs with meaningful search results.
□ Intuitive navigation. Reorganizing a Web site or intranet to match
users’ needs, wants
□ Enriched content. Taxonomies add descriptive contextual
structure to information (i.e., who wrote it for what purpose).
□ Interoperable and reusable content. Diverse content structured
with global and local metadata is easier to merge and treat
holistically.
□ Amplified social connections among people. People who share the
same awareness and interest in content may connect through a
common taxonomy.
□ Smooth technology implementation. Computers are able to carry
out advanced semantic capabilities more intelligently when the
content is well structured.
□ Improved oversight and information management. Enriched
content is easier to isolate, identify, and collect according to
shared characteristics, such as recipient, purpose, or topic.
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75.
Why do Taxonomies Fail?
Jim Wessely, a prominent taxonomy consultant,
agrees, explaining, “incorrect categorization is
more dangerous than no categorization at all.”
Watch out for ineffective taxonomies that:
□ Fail to align with business objectives.
□ Overlook how systems process content.
□ Ignore how users work or think.
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76.
Misunderstanding “taxonomy” is often the root
cause of the problem
□ In the business world, the word “taxonomy”
covers a lot of ground; its stretched definition is
prone to misunderstanding. Any schema that
controls language and structures content is called
taxonomy.
□ Forrester shares Vivian Bliss’ broad definition of
taxonomy:
A group of things organized and related
according to a set of principles for a specific
purpose.
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77.
Taxonomy Recommendations
Align taxonomies with business objectives and
technology investments
□ Taxonomies range in complexity, formality, and
purpose; they can be deconstructed and
reconstructed to support knowledge work and
solve a variety of business problems.
□ Taxonomy initiatives should be defined carefully
in order to represent what customers want so
they get the results they expect.
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78.
How to implement Taxonomies
□ Plan before you start construction.
– Decide on an enterprise versus tactical approach and what kind of
taxonomy to build. Begin with a taxonomy audit.
□ Set a multidisciplinary governance model.
– Content producers, IT, and senior management must contribute to the
process.
□ Communicate the goal and use of taxonomy.
– Demonstrate how taxonomies are real and important to the work of the
organization to promote their reuse in different projects and systems.
□ Hide the complexity from the end user.
– Systems should support dense, linked, and multifaceted taxonomies in the
back-end, but display the structure simply to end users, if at all.
□ Understand good practices, principles, and heuristics.
– It takes discipline to build a sound, scalable taxonomy. Start small and
simple.
□ Test and validate the taxonomy.
– Don’t assume the taxonomy works without asking real people to test it,
early and often. Monitor the usage and effectiveness of the taxonomy.
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79.
Critical success factors for enterprise
social networking
Critical Success Seekers Contributors
I need someone I am someone
Factors
Awareness How do I know who is How can I become more known?
out there?
Networking
Competence Is this person How can I advertise my
Social
(Trust) competent? expertise?
Benevolence Will this person help How can I develop my
(Trust) me? reputation as a trusted partner?
Motivation Am I motivated to Why will I cooperate with this
work with this person? person?
Culture
Access How do I approach Do I want to be approached?
this person?
Skills Does the team have the skills necessary to collaborate
effectively?
Collaborative
(e.g. technical, communication, people, business, etc)
Tools
Mechanism Do we have a method to collaborate?
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80.
It is hard to find things.
Enterprise Findability -- AIIM Market IQ Study (528 End-Users)
□ 49% agree that finding the information needed
to do my job is difficult and time consuming.
□ 69% believe that less than half of their
organization's information is searchable online.
□ 49% have no formal goal for enterprise
findability.
□ 50% believe that findability in their organization
is worse than their consumer-facing web site.
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81.
Enterprise Findability = IA + KM + Search
□ In portal space, IA is top-down (e.g., controlled
vocabulary). Traditional methods of structure,
organization, and evaluation are needed.
□ In collaboration space, IA is emergent. Our job is to
observe, shepherd and harness the learning to make things
navigable, searchable, etc. (e.g., Technorati).
□ Enterprise search needs to serve as bridge across portal,
intranet, collaboration space, web sites, and library
databases and services.
□ Success requires supportive culture and incentives.
82

82.
Integrating Structured and
Unstructured Data
Large amounts of unstructured data is
unstructured
Query and Integration
scattered across the organization.
This data is in different products and
applications such as knowledge
structured
management systems, email etc. Analytics
SQL
Next-generation products are expected to
integrate both structured and unstructured unstructured structured
data.
Data
1. SQL provides structured queries against structured
data.
2. Users want structured analytics against both
structured and unstructured data.
Persistent has
3. Extracting semantics from structured data is a hard
expertise and IP
problem.
to address these
4. Search semantics are acceptable for unstructured issues!
data. What does it mean for structured data?
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83.
Integrating Web 2.0 Content -- Mashups
□ Mashup Web applications combine multiple, disparate
data sources into something new and unique.
□ Mashup platforms allow nontechnical users to create
and consume their own mashups with visual tools.
□ Enterprises can use mashup platforms to allow
individual business users to create highly customized
process- and context-specific applications,
dashboards, and portals.
□ IBM, JackBe Corporation, Kapow Technologies,
Serena Software, StrikeIron, Xignite
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iGoogle
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85.
http://www.search-cube.com/
□ http://www.search-cube.com/
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Challenges of Building Mashups
□ Data Access
– data sources must expose their data such that it can be accessed
seamlessly. Case for implementing SOA.
□ Consistent Schema and Granularity of Data.
– Exposing schema and metadata information crisply so that
data can be consumed easily.
– Providing the right granularity of data as desired by the
application.
□ Keeping Data Synchronized
– How does one keep data synchronized from diverse data sources?
□ Non-Programmer level Orchestration
– Need easy ways for business users to put together their own
applications.
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Connecting Commerce to Web 2.0
□Where’s the money?
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91.
□ 3C = Content, Commerce, Community |
4th C = Context |
P = Personalization |
VS = Vertical Search
□ Definition:
Web 3.0 = (4C + P + VS)
Web 3.0 and the Semantic Web
Web 3.0 = (4C + P + VS) + Place
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92.
Ten Key Aspects of Web 2.0 in the Enterprise
1. It's not about technology, it's about the changes
it enables.
2. The implications of 2.0 stands many traditional
views on their head.
3. Get the ideas, concepts, and vocabulary out into
the organization and circulating.
4. Existing management methods and conventional
wisdom are a hard barrier to 2.0 strategy and
transformation.
5. Avoiding external disruption is hard but
managing self-imposed risk caused by 2.0 is
easier.
93
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93.
Ten Key Aspects of Web 2.0 in the Enterprise
6. Incubators and pilots projects can help create
initial environments for success with 2.0 efforts.
7. Irreversible decisions around 2.0 around topics
such as brand, reputation, and corporate
strategy can be delayed quite a while, and
sometime forever.
8. The technology competence organizations have
today are inadequate for moving to 2.0.
9. The business side requires 2.0 competence as
well.
10.Start small, think big.
94
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94.
Anand Deshpande
Persistent Systems Limited
THANK YOU
95

95.
REFERENCES
96

96.
References
97

97.
Want to know more?
□ Want to see all 13 surveys fielded
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esearch/Business
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than 200,000 global consumers
and a personal data specialist to
help you?
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esearch/Consumer/TechAdoption
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Related research
□ “IBM Or Microsoft For Collaboration – Or
Both?”
http://www.forrester.com/Research/Documen
t/0,7211,42745,00.html
□ “How To Create A Knockout Collaboration
Strategy Document”
http://www.forrester.com/Research/Documen
t/0,7211,41374,00.html
98

98.
Useful Links
□ http://www.aiim.org/ResourceCenter/Research/MarketIQ/Article.asp
x?ID=34464 - Enterprise 2.0 report.
□ http://www.forrester.com/Research/Document/Excerpt/0,7211,427
96,00.html Forrester report on information workplace trends 2007.
□ http://www.readwriteweb.com/archives/businesses_cant_hide_from_2
0.php - overview of enterprise 2.0 products.
□ http://www.marketingcharts.com/interactive/myspace-owns-68-of-
socnet-traffic-facebook-visits-up-50-6190/hitwise-social-network-
sites-traffic-market-share-august-2008jpg/ - Social networking
sites data
□ http://social-networking-websites-review.toptenreviews.com -
review of social networking sites, shows the set of tools that social
networking sites offer.
□ http://blogs.zdnet.com/BTL/?p=7929 – Web2.0 adoption in
enterprise.
□ http://blogs.zdnet.com/collaboration/ Oliver Marks, on Collaboration
2.0
□ http://knowledge.wharton.upenn.edu/article.cfm?articleid=2009
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http://collaborationblog.typepad.com/collaboration/
100