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Capturing consumer engagement & creativity Web 2.0 moves to business: How to make it work MEDIA THINK TANK AND FUTURES LAB WE MEDIA MIAMI 2.09 1. Lead from the bottom up as well as the top down Participatory technologies work from the bottom-up. Successful participation requires a leadership approach where executives serve as role models as they lead through informal channels. The transforma- tion to a bottom-up culture needs help from the top. 2. The best uses come from users. 3. Appeal to needs, not wallets. Traditional incentives aren’t useful for encouraging participation. Create for the Web’s ethos, and the desire for participation. 4. The right solution comes from the right participants. Target users who can create critical mass for participation as well as add value. 5. Assume discomfort. Companies often have difficulty maintaining the right balance of freedom and control. A common reason for failed participation is fear of manipulation. Managers must be able to relinquish control to the self- organizing nature and power of the Web. Many participatory initiatives are scuttled by legal or pubic rela- tions concerns. BIG THOUGHTS Social networking is getting down to business. The movement known as Web 2.0 has spread widely over the past five years. Social-networking Web sites, such as Facebook and MySpace, now attract more than 100 million visitors a month. But until recently, few recognized the business opportunity. Now, organi- zations across all sectors seek to harness Web 2.0’s intense con- sumer engagement and reach. Web 2.0 covers a range of technologies including blogs, wikis, podcasts, information tagging, prediction markets, and social networks. They are interactive and require users to generate new content or to edit the work of others, qualities that are attractive to businesses attempting to organize communities or audiences. There is an immense “cognitive surplus” of human potential in most organizations. Web 2.0 strategies enables organizations to capture knowledge from the marketplace. Different from past Internet technologies, Web 2.0 tools are inexpensive and easy to implement. But some executives remain wary; Web 2.0 is inher- ently disruptive and challenges organizational culture.
Transcript of Web 2.0 moves to business - Amazon Web Serviceswemedia.s3.amazonaws.com › papers › tp ›...
Capturing consumer engagement & creativity
Web 2.0 moves to business:How to make it work
M E D I A T H I N K TA N K A N D F U T U R E S L A B W E M E D I A M I A M I 2 . 0 9
1. Lead from the bottom up as well as the top downParticipatory technologies workfrom the bottom-up. Successfulparticipation requires a leadershipapproach where executives serve asrole models as they lead throughinformal channels. The transforma-tion to a bottom-up culture needshelp from the top.
2. The best uses come from users.
3. Appeal to needs, not wallets.Traditional incentives aren’t usefulfor encouraging participation. Createfor the Web’s ethos, and the desirefor participation.
4. The right solution comes from the right participants.Target users who can create criticalmass for participation as well asadd value.
5. Assume discomfort.Companies often have difficultymaintaining the right balance offreedom and control. A commonreason for failed participation is fearof manipulation. Managers must beable to relinquish control to the self-organizing nature and power of theWeb. Many participatory initiativesare scuttled by legal or pubic rela-tions concerns.
B I G T H O U G H T S
Social networking is getting down to business. The movement
known as Web 2.0 has spread widely over the past five years.
Social-networking Web sites, such as Facebook and MySpace,
now attract more than 100 million visitors a month. But until
recently, few recognized the business opportunity. Now, organi-
zations across all sectors seek to harness Web 2.0’s intense con-
sumer engagement and reach.
Web 2.0 covers a range of technologies including blogs, wikis,
podcasts, information tagging, prediction markets, and social
networks. They are interactive and require users to generate new
content or to edit the work of others, qualities that are attractive
to businesses attempting to organize communities or audiences.
There is an immense “cognitive surplus” of human potential in
most organizations. Web 2.0 strategies enables organizations to
capture knowledge from the marketplace. Different from past
Internet technologies, Web 2.0 tools are inexpensive and easy to
implement. But some executives remain wary; Web 2.0 is inher-
ently disruptive and challenges organizational culture.
