Posted on June 16th, 2011 at 1:08 PM by Wan
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My rating for this book review: 5 Stars

Format: Hardcover, 320 pages
Publisher: Penguin Group
Imprint: Portfolio (December 2006)

Why is it worthwhile to read this book?

We’re moving away from a closed, hierarchical structure focused on capital and physical goods. In this old system, you tried to be a good manager while you moved your way up in the hierarchy. The trend now is toward a new kind of open, networked enterprise that is modular. It’s dynamic, flexible and it reaches outside the boundaries of a corporation.

Summary (via Netcast)

The book describes why the new business models for an enterprise require the seven principles of Wikinomics:

1. Peer Pioneers
2. Ideagoras
3. Prosumers
4. The New Alexandrians
5. Open Platforms
6. The Global Plant Floor
7. The Wiki Workplace

What do these seven principles mean to us? Let’s look at them in layman’s terms.

The Peer Pioneers talks about how The Wisdom of Crowds (that means any one of us) can be harnessed to make smarter decisions. Good examples of this are Linux and Spikesource, which is an open-source application. The success of open-source software has encouraged a growing number of “innovation communities” to adopt an open or distributed model. This means more resources can be applied to solve problems. Openness is the key for implementing good strategies in any organisation, like Zopa, which is a website that allows people to lend money to each other eBay style.

Meanwhile, Ideagoras talks about open markets for ideas, and innovations for uniquely qualified minds. It comes from the Greek agora.

Then we have Prosumers (this is one of my favourite principles). It comes from the words “Producers” and “Consumers”. It tells us how we are beginning to be a prosumer society. An example of this would be SecondLife. I became a prosumer when I had my avatar designed in SecondLife. There is also a company called Linden Labs, where 99 percent of its product is built by its consumers. This shows how we turn our customers into producers.

The New Alexandrians is about the sharing of science. There are thousands of these mass collaborations underway today all around the world in the area of science. New collaborative platforms are making it possible to engage very broad communities of public and private entities in large-scale collaborative research and development efforts.

Next we have Open Platforms. All the world’s a stage, and we get to participate using others’ API for free. Everyone likes freemium (Free + Premium). Also, sharing is caring! One great example of this would be Pikspot, which is like YouTube, Digg, and MySpace combined, for instantly creating rich media communities. It’s an open platform, where we can create a community that uses video in three minutes.

The next principle is The Global Plant Floor. It’s not that mass collaboration is a better way of building the most difficult thing we can think of to create; it may be the only way. A great example of this would be Boeing designing a plane. Boeing suppliers co-design airplanes from scratch and deliver complete sub-assemblies to Boeing’s factory, where a single plane can be snapped together like Lego blocks in as little as 3 days. Meanwhile, I was amazed with Tapscott’s findings about a Chinese motorcycle industry that is essentially an open-source motorcycle, making it cheaper for the community.

Finally, the final chapter of Wikinomics is The Wiki Workplace. It discusses the use of Wikis, blogs, collaborative filtering, social networking, RSS feeds, jams, and so on within corporations. Consequently, it is called the definitive guide to the 21st Century Enterprise, for Enterprise 2.0. According to Tapscott and Williams (2006), if we publish a book, we don’t own it because it’s done under a creative commons license. If we create the definitive guide to the 21st century corporation, that’s going to help our organisation somehow because in business we don’t fear theft of Intellectual Property (IP), we fear obscurity.

Still not impressed with Tapscott and Williams’ Wikinomics principles? Well, let’s look at another insightful video explaining how GoldCorp, a gold mining company, with Rob McEwan at the helm as the CEO, adopts these four principles of Wikinomics. They made a great discovery during their search for gold.

(Photo courtesy of Tapscott, 2007, p. 29)

Food for thought

How are we going to find leadership for change? The good news is it can come from anywhere in an organisation. Sure, it’s helpful if the boss is involved, but it can also come from anywhere else. Therefore, leadership can be found on each of our personal journeys if we will it. It looks like Wikinomics will be our road map for doing business in the twenty-first century.

A French poet by the name of Victor Hugo once quoted, “Nothing’s so powerful as an idea whose time has come.” The time has come for the new web, for a new generation for whom this new medium of human communications is their birthright. The time has come for a new model of enterprise and for profound changes in how we innovate, how we create goods and services, and how we, as organisations, engage with the rest of the world. And hopefully the time has come for each of us to find the leader within us to change our organisation and, in doing so, change the world.

References:

Tapscott, D. (2007). Wikinomics: Winning with the Enterprise 2.0. NewParadigm. pp.1-56.

Tapscott, D., & Williams, A. D. (2006). Wikinomics: How Mass Collaboration Changes Everything. New York: Portfolio.

Posted on August 3rd, 2010 at 3:31 AM by Wan
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The main use of Enterprise 2.0 within an organization is to improve productivity and efficiency. The ability to unleash mashup capability within an organization can be compelling indeed. The organisational structure of Enterprise 2.0 can help us to provide new views of organization data that we cannot even imagine yet.

It is interesting to see how organisation like Lotus Greenhouse meets the needs of a technology savvy business community in a different approach. By using their mashup strategy called Mashup Center, it combines the power of managing data from across the enterprise with an easy-to-use mashup interface that enables users to drag and drop widgets which uses McAfee’s SLATES concept. These can be connected to RSS feeds, other mashups, wired together and published for future use.  It provides a complete and robust set of tools. The overall strategy is purely based on user-friendly tools that allow users to get started and be productive instanteanously.

Source: Bernal, 2010

In relation to Wikinomics business models, Greenhouse opens a social network for social interaction and collaboration between customers, business partners and IBM. It serves as a focal point for Greenhouse to provide thought and technical leadership in the colloborative space. It enables users to try out available products and features in a live environment as well as inviting peers to collaborate and seek solutions for their business needs.  By being open, they can provide feedback and help drive desired product features. In addition, they can learn new information about interaction, features and opportunities through best practices. By acting global, Greenhouse can engage directly with users and invite them to participate in a community to help provide a vast amount of experience. According to Bernal (2010), it has more than 30,000 registered users, 1,000 blogs with 20,000 customers participating through comments and tagging, nearly 1,000 communities and more than 3,000 average visitors per day.

Source: Bernal, 2010

Also, another excellent example of organisation that uses Enterprise 2.0, is a broadcaster located in Hong Kong called RTHK. They had embedded web 2.0 core tools and technologies into their website. I have site visited their broadcasting complex few years back and I was very impressed with what they have been doing lately. They have setup a podcast station to the community and allows personalised customization for each individual users. Readers can select a list of tags provided in a tag cloud.  With “RTHK on the Go“, it leverages software above level of a single device that allows the community globally to access the content application anywhere at any time from a their phone. Information with voice, pictures, video and text are streamed over any media devices. Viewers can watch prime time news, weather and stock market information. This is a natural extension of services on the ubiquitous mobile phones. It is where videos are interactively accessible anywhere. It offers services that build up communities and brand awareness. For instance, users can take part in a community chat with themed rooms.

For those who prefer to read content in their own language, there is a bilingual language option provided at the site. Also, those who prefer to view in a simple plain interface, they could select it in text mode as well as a site map for being a lightweight application model. RTHK harnesses collective intelligence, which allows user contribution as part of their “architecture of participation”.  This is made possible by participating in their blog where user can have their say immediately on RTHK’s press release.  Anyone who register the site can upload contents for being a citizen journalism. News can be subscribed via email or phone and users can receive latest news headlines in three sessions a day. It can be shared with friends by choosing Facebook, Google, MSN, Delicious or Twitter.

RTHK from Wan Harris on Vimeo.

As part of being perpetual beta, RTHK provides a new platform called “my RTB +Beta“. What’s so cool about this platform, it’s like having your own personalised TV. It offers new subscribed services on TV programmes like drama or documentary for viewers who demand for “What I want to watch, When I want to watch”. RTHK delivers true VoD to subscribers by allowing them to watch any pre-loaded program at anytime from anywhere. By empowering mashups technology, the community can get the latest news report updates, weather information and amazing podcasts using RTHK’s widgets. This micro app brings more convenient and fun to users where it can be downloaded either on a MacOS or Windows platform.

Get ready to blow your mind away! This last example that would mesmerize everyone is an enterprise that uses a 3D suit design. Forget tape measures. The future of tailoring is lasers! A tailor based in london uses revolutionary 3D body scanning to measure their customer in one easy, five-minute visit. According to Jon Buni, managing director of Tailormadelondon, “The company is born out of the idea of bringing elite tailoring back to the masses”. It’s suit scanner is based on Human Solution’s virtual smart LC3D body scanner. The scanner’s optical process is currently the world’s most accurate method of body measurement, capable of calculating over 1,000 body dimensions in a single sitting. The scan takes under ten seconds and produces a 3D image of the subject’s body. According to the Jon Buni, the scanner is about the size of a changing room cubicle and uses eye-safe lasers to create an accurate image of your body. The device and its software cost nearly US$300,000!

The website embeds some web 2.0 technologies, where you could provide feedback by providing ideas, questions, suggestions and many more. By using setster, customers could make appointment with the tailor as this would speed up your suit’s requirements. There are many garments to choose from the web gallery and all are handmade in Germany using cloth from the likes of Zegna, Loro Piana, Holland and Sherry. Existing clients can login their individual usernames, and get all the necessary information they would need from the tailor. I still have yet to see other tailor shops using this kind of technology.

References:

Bernal, J. (2010). Web 2.0 and Social Networking for the Enterprise, IBM Press Pearson plc.
Buni, J. (2010). 3D suit design. Retrieved August 11, 2010.

Greenhouse, L. (2010). Where ideas come to grow. Retrieved August 11, 2010.

Platt, M. (2010). Web 2.0 in the Enterprise: The Architecture Journal. Retrieved August 10, 2010.

Pontefract, D. (2010). The Org Structure of Enterprise 2.0. Trainingwreck  Retrieved August 3, 2010.

RTHK (2010). Radio Television Hong Kong. Retrieved August 11, 2010.

Wikipedia. (2010a). Web Widget. Retrieved August 3, 2010.

Wikipedia (2010b). Video On Demand. Retrieved August 11, 2010.

Posted on July 15th, 2010 at 9:47 PM by Wan
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Hello, it would be exciting to learn more on what Enterprise 2.0 could offer me.

Perhaps, we should start to evaluate more deeper the effectiveness of Enterprise 2.0 towards the community such as having a community forum. It’s never too late.

What would you think?