Building the Web 2.0 Enterprise: McKinsey Global Survey Results

31. July 2008

McKinsey, a business consultancy, released it’s second annual survey on the business use of Web 2.0 technologies – including wikis, blogs, social networks, and mash-ups.

Some of the most interesting findings include:

Business are now shifting from using them experimentally to adopting them as part of broader business practice – to forge tighter links with customers and suppliers and to engage employee more successfully.

Still, under a lot of dissatisfaction.

Satisfied companies, however, are starting to leverage tools to change management practice and organizational structures, encouraging customers to join them in developing products (cocreation) and to tap into distributed knowledge.

Companies in all regions perceive wikis and blogs as fairly important, and the use of both tools has increased over the past year.

As Web 2.0 gains traction, it could transform the way companies organize and manage themselves, leading to what some have dubbed Enterprise 2.0.

There are few differences in size, region, or even tool use between companies that are satisfied with their Web 2.0 experience and those that are not. This suggests that today’s seemingly insurmountable barriers could overcome through the adaption of managerial methods that satisfied companies use.

Successful companies already use Web 2.0 for business applications such as communication with customers and suppliers; soon they may use it to drive innovation.

By Bernhard Hoetzl

Pre-Order: Enterprise 2.0

9. July 2008

Niall Cook‘s greatly anticipated publication “Enterprise 2.0 – How social software will change the future of work” (ISBN: 0 566 08800 2 | July 2008 | c. 180 pages | Hardback) is ready for pre-order:

Social software has taken the Internet by storm, fuelling huge growth in collaborative authoring platforms (such as blogs, wikis and podcasts) and social networking communities. These technologies have generated an unprecedented level of consumer participation and are finding their way inside organizations, officially and unofficially. It is therefore vital that businesses understand and embrace them as part of their own information and knowledge management strategies.

Enterprise 2.0 helps you navigate the emerging social software landscape and introduces you to the key concepts that make up ‘enterprise 2.0’. I explain how the culture of most companies will need to change as a result of the different ways of working that social software enables. The four Cs model at the heart of the book uses practical examples from some of the best-known companies in a range of industry sectors to illustrate how to apply these techniques to encourage communication, cooperation, collaboration and connection between employees and customers in your own company.

We think it might be worthwhile joining the Enterprise 2.0 Wiki and contributing to the discussion.

“Enterprise 2.0: How Social Software Will Change the Future of Work” (Niall Cook)

By Bernhard Hoetzl

USA 2008: Google Visit

1. July 2008

In our recent research we were focusing on companies that have successfully implemented management innovation- one of these companies is google.

We were spending one day at the googleplex in Mountain View and had the chance to deep dive into the culture, leadership approach and human capital management…

Google’s founders have often stated that the company is not serious about anything but search. They built a company around the idea that work should be challenging and the challenge should be fun. To that end, Google’s culture is unlike any in corporate America (and the rest of the world), and it’s not because of the ubiquitous lava lamps and large rubber balls, or the fact that the company’s chef used to cook for the Grateful Dead. In the same way Google puts users first when it comes to our online service, Google Inc. puts employees first when it comes to daily life in our Googleplex headquarters. There is an emphasis on team achievements and pride in individual accomplishments that contribute to the company’s overall success. Ideas are traded, tested and put into practice with an alacrity that can be dizzying. Meetings that would take hours elsewhere are frequently little more than a conversation in line for lunch and few walls separate those who write the code from those who write the checks. This highly communicative environment fosters a productivity and camaraderie fueled by the realization that millions of people rely on Google results. Give the proper tools to a group of people who like to make a difference, and they will.

Ten things Google has found to be true

We are impressed and we see what an organization can reach if it fully supports the management innovation approach!

by Florian M. Stieger

USA 2008: meeting Ram

1. July 2008

Helmut introduced us to Ram Shriram, so we had the rare opportunity to meet Ram:

Ram Shriram started Sherpalo in January, 2000, with the goal of applying his wealth of operating and company building experience to promising early stage ventures. Ram is a founding board member of Google Inc., and Frontline Wireless. Ram also serves on the boards of Plaxo,, PodShow and Prana Studios. Prior to founding Sherpalo, Ram served as an officer of working for Jeff Bezos, founder & CEO. Ram came to in August, 1998, when Amazon acquired Junglee, an online comparison shopping firm of which Ram was president. Before Junglee and Amazon, Ram was an early member of the Netscape executive team.

We had the chance to get deep insights about his views about business, about the way the silicon valley built its own DNA and what he regards as key success factors for entrepreneurs. He believes that successful companies are based on their ability to board the best people and keep them – besides the right products and smart organization. Only A-people will board other A-people – once you break this rule you are going to be stuck with B- or C-people – or even worse: D-people!


by Florian M. Stieger