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Saved by 100 people (-18 private), first by anonymouse user on 2009-02-18


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on 2009-07-17 by adrianr

This could be important in managing the school of the future.

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Six ways to make Web 2.0 work

Highlighted by jjgar484

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.

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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.

Highlighted by bbelbas

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.

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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.

Highlighted by mralgar

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.

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Six ways to make Web 2.0 work

Highlighted by jjgar484

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

Highlighted by mralgar

What distinguishes them from previous technologies is the high degree of participation they require to be effective

Highlighted by kheerand

Six ways to make Web 2.0 work

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Six ways to make Web 2.0 work

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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.

Highlighted by bbelbas

Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.

Highlighted by bbelbas

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.

Highlighted by barthox

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.

Highlighted by bbelbas

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.

Highlighted by joeyfitts

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.

Highlighted by mariogastaldi

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

Highlighted by mariogastaldi

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.

Highlighted by gjhugs

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.

Highlighted by mariogastaldi

Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.

Highlighted by mariogastaldi

They also demand a mind-set different from that of earlier IT programs, which were instituted primarily by edicts from senior managers.

Highlighted by mralgar

The latest Web tools have a strong bottom-up element and engage a broad base of workers. They also demand a mind-set different from that of earlier IT programs, which were instituted primarily by edicts from senior managers.

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The latest Web tools have a strong bottom-up element and engage a broad base of workers

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The most widely used are blogs, wikis, podcasts, information tagging, prediction markets, and social networks

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The most widely used are blogs, wikis, podcasts, information tagging, prediction markets, and social networks

Highlighted by mariogastaldi

What distinguishes them from previous technologies is the high degree of participation they require to be effective

Highlighted by mralgar

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.

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What distinguishes them from previous technologies is the high degree of participation they require to be effective

Highlighted by bbelbas

What distinguishes them from previous technologies is the high degree of participation they require to be effective.

Highlighted by mariogastaldi

Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.

Highlighted by mralgar

What distinguishes them from previous technologies is the high degree of participation they require to be effective.

Highlighted by shanta

Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.

Highlighted by bbelbas

Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.

Highlighted by mariogastaldi

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.

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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.

Highlighted by gjhugs

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.

Highlighted by mariogastaldi

they are a relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration

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do not necessarily require complex technology integration.

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calls the underused human potential at companies an immense “cognitive surplus” and one that could be tapped by participatory tools.

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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

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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

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. The transformation to a bottom-up culture needs help from the top.

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1. The transformation to a bottom-up culture needs help from the top.

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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.

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1. The transformation to a bottom-up culture needs help from the top

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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.

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The transformation to a bottom-up culture needs help from the top

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The transformation to a bottom-up culture needs help from the top.

Highlighted by mariogastaldi

1. The transformation to a bottom-up culture needs help from the top.

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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

Highlighted by kheerand

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 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.

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senior executives often become role models and lead through informal channels.

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The best uses come from users—but they require help to scale.

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2. The best uses come from users—but they require help to scale

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2. The best uses come from users—but they require help to scale.

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our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.

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By contrast, our research shows the applications that drive the most value through participatory technologies often aren’t those that management expects.

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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

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What’s in the workflow is what gets used.

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3. What’s in the workflow is what gets used.

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Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow.

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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.

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3. What’s in the workflow is what gets used.

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Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow

Highlighted by kheerand

Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow.

Highlighted by mralgar

Participatory technologies have the highest chance of success when incorporated into a user’s daily workflow

Highlighted by mariogastaldi

The company’s engineers use blogs and wikis as core tools for reporting on the progress of their work

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Appeal to the participants’ egos and needs—not just their wallets.

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4. Appeal to the participants’ egos and needs—not just their wallets

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Traditional management incentives aren’t particularly useful for encouraging participation.5

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4. Appeal to the participants’ egos and needs—not just their wallets.

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These methods tend to fall short when applied to unlocking participation.

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participants’ desire for recognition

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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

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5. The right solution comes from the right participants.

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5. The right solution comes from the right participants.

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With participatory technologies, it’s far from obvious which individuals will be the best participants

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With participatory technologies, it’s far from obvious which individuals will be the best participants.

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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

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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.

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6. Balance the top-down and self-management of risk

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the lack of management control over the self-organizing nature and power of dissent is the issue

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Balance the top-down and self-management of risk. A common reason for failed participation is discomfort with it, or even fear.

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6. Balance the top-down and self-management of risk.

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In some cases, the lack of management control over the self-organizing nature and power of dissent is the issue.

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In others, it’s the potential repercussions of content—through blogs, social networks, and other venues—that is detrimental to the company.

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Companies often have difficulty maintaining the right balance of freedom and control.

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total laissez-faire policies, eschewing even basic controls that screen out inappropriate postings. In some cases, these organizations have been burned.

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prohibiting anonymous posting

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Prudent managers should work with the legal, HR, and IT security functions to establish reasonable policies

Highlighted by mariogastaldi

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.

Highlighted by mariogastaldi

Participatory technologies should include auditing functions, similar to those for e-mail, that track all contributions and their authors. Ultimately, however, companies must recognize that successful participation means engaging in authentic conversations with participants.

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Next steps

Acceptance of Web 2.0 technologies in business is growing. Encouraging participation calls for new approaches that break with the methods used to deploy IT in the past. Company leaders first need to survey their current practices. Once they feel comfortable with some level of controlled disruption, they can begin testing the new participatory tools. The management imperatives we have outlined should improve the likelihood of success.

Highlighted by bbelbas

Acceptance of Web 2.0 technologies in business is growing

Highlighted by mariogastaldi

Encouraging participation calls for new approaches that break with the methods used to deploy IT in the past

Highlighted by mariogastaldi

Company leaders first need to survey their current practices. Once they feel comfortable with some level of controlled disruption, they can begin testing the new participatory tools.

Highlighted by mariogastaldi