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Price Waterhouse’s Technology Forecast (Summer 2008) provides some commentary on the emergence of Web 2.0 type online social networks in the enterprise.

One of the themes of the report is “Operational Web 2.0: Finally, enterprise-class tools and methods are emerging to create informal online networks. Already, business users are collaborating to deliver better decisions.” I have extracted some of the key points below for your convenience. I encourage you to read the original report.

The enterprise class tools and methods to create online networks are readily available. I document some of those tools here. I am aiming to complete How to build an online network in 90 days for US$25k.

Price Waterhouse’s Technology Forecast (Summer 2008)

Extract from Operational Web 2.0 (page 40):

• The term Web 2.0 refers to social software that enables people to interact and share information in new ways. It is the interactivity of Web 2.0 services that distinguishes the services from those of Web 1.0. If Web 1.0 was a one-way broadcast, then Web 2.0 is two-way conversation. Web 2.0 provides a way for users to add their own input directly and instantly to what someone else has posted on the Web.
• Decision makers can use virtual-presence technologies to facilitate instant access to networks of subject-matter experts. Additionally, smart enterprise search can locate the knowledge trails those networks of experts leave in blogs, wikis, and mashups.
• In the process, the art of business communication is being redefined. Informal channels within and among organizations have always been important, and Web 2.0 is rapidly becoming the communications backbone for those informal channels.
• The value of the Web is tied to the content that results from the interaction itself. Ideas created during conversations used to be ephemeral—lost to those not present at the time of the conversation. Social networking means these informal conversations get captured in a persistent way and are broadly accessible. The reusability of conversations between smart, engaged employees in unanticipated contexts defines a new dimension for information communications.
• While there may be value even in simple mashups like the one Berners-Lee describes, the fact remains that many of the business-value benefits of mashups, social networking, and other elements of Web 2.0 will remain intangible for some time, but as that time approaches, the workplace will become friendlier because employees can personalize their own profiles. Ad hoc working arrangements will be able to come together more quickly. And documents, services, and databases will see greater reuse and interconnectedness. In general, improved interconnectedness will mean that work that used to get done in isolation can be done more effectively together. The degree of effectiveness will depend on how well enterprises can make the cultural changes necessary for true interconnectedness— something the tools alone cannot accomplish. With a high degree of interconnectedness, much more of the power of the informal organization can be brought to bear.

A survey in the report also states that 51% of the Global 2000 are buying Web 2.0 solutions. However, it would be interesting to understand the proportion of these projects that are small solutions like “wikis” or disruptive platforms that deliver enterprise innovation or industry innovation.

The report offers an insight into the elements that drive Web 2.0. It does, however, not identify compelling reasons for the enterprise to adopt the principles of Web 2.0. I have expanded on the concept of Web 2.0 and offer an insight into what Web 3.0 and Web 4.0. Please read From Web 1.0 opaque channels to Web 3.0 community execution and Internet evolution: Web 1.0, Web 2.0, Web 3.0 and Web 4.0 .

The report also contains an interview with of Demand Media who discusses “describes how to borrow ideas from the consumer Web for enterprise benefit”.