enterprise collaboration two (deshpande india 2020)
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Collaboration in the Enterprise: What’s new?
(2 of 2)Anand Deshpande, Ph.D.Founder, Chairman and
Managing DirectorPersistent Systems, Puneanand@persistent.co.in
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January 2009
Social networking sites have become the digital equivalent of “hanging out a mall”
Per Google's Joe Kraus “social networking is the latest fashion –the new black,” as he called it.
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“People have been endlessly fascinated by one another for a very long time. Social networking is not new; we just have new ways to do it.”
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History of Social Networking Sites
6http://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html
Social Networking Timeline – 2003
□ March 2003:– With $400,000 in seed money former Netscape engineer
Jonathan Abrams launches Friendster
□ May 2003:– Former PayPal executive VP Reid Hoffman sends out the first
invitations to join business networking site LinkedIn.
□ August 2003:– Brad Greenspan, Chris DeWolfe and Tom Anderson of
community website conglomerate eUniverse (later renamed Intermix Media) create MySpace
□ October 2003:– Time declares Friendster the “Coolest Inventions of 2003” as
social networking starts to become mainstream.
□ December 2003:– Social networking site Hi5 which grew out of matchmaking site
for South Asian singles launched in January 2003 goes live.
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Social Networking Timeline – 2004
□ January 2004:– Google rolls out Beta version of Orkut designed by Google
engineer Orkut Buyukkokten.
□ February 2004:– Harvard Sophomore Mark Zukerberg launches
thefacebook.com the original version of Facebook, to connect students of the university.
□ May 2004:– Plaxo cofounded by Napster cofounder Sean Parker
□ June 2004:– Having spread to Stanford, Columbia and Yale, Facebook
moves operations to Palo Alto, CA.– Former NBC executive Scott Sassa replaces Abrams as the
CEO of Friendster in a bid to make the service profitable. The Company goes through 2 more CEOs in 2004.
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Social Networking Timeline – 2005
□ January 2005:– Husband and wife team Michael and Xochi Birch launch Bebo.
□ April 2005:– Facebook secures $12.7 Million in funding from Accel Partners
□ July 2005:– Rupert Murdoch’s News Corp buys MySpace parent Company
Intermix Media for $580M
□ September 2005:– Facebook adds high-school networks
□ October 2005:– Marc Andreessen and Gina Bianchini launch Ning a
customizable social networking platform.
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Social Networking Timeline – 2006
□ February 2006:– Facebook now with millions of users raises $27.5M in another
round of venture capital.
□ May 2006:– Facebook expands beyond schools for the first time, adding
workplace networks.
□ August 2006:– Google outbids Microsoft in $900 Million deal to acquire rights
to MySpace search and search related advertising, two weeks later, Microsoft negotiates rights to serve ads on Facebook.
– Microblogging service Twitter developed by engineer Jack Dorsey and Blogger cofounder Evan Williams goes live.
□ September 2006:– Facebook opens registration to anyone over 13 and with an
email address.
□ October 2006:– ComScore announces that majority of MySpace visitors are
over 35. 10
Social Networking Timeline – 2007
□ July 2007:– Twitter raises $5.4M in a round of funding led by Union Square
Ventures.
□ August 2007– News Corp announces that MySpace parent company Fox
Interactive Media turned a profit for the first time. $10M on a revenue of $550M.
– Plaxo unveils Pulse a service designed to pull in feeds from MySpace, Twitter and other social networking sites.
□ October 2007:– Microsoft acquires a $240M equity in Facebook; the deal values
Facebook at $15Billion.
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Social Networking Timeline – 2007
□ November 2007– Mark Zukekrberg heralds the launch of “Facebook’s Social
Ads” program as a “completely new way of advertising online.”
– Myspace rolls out Hypertargeting and Self Service advertising platforms which targets ads on the basis of information that users provide about themsel
– Google launches its OpenSocial platform, allowing developers to create applications that will work on a variety of social networking sites including Friendster, LinkedIn, Hi5, Ning but not Facebook.
□ December 2007– User backlash against Facebook’s Beacon, a key component of
Company’s social advertising strategy forces Zuerberg to issue a public apology and change from feature from opt-out to opt-in.
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Social Networking Timeline – 2008
□ January 2008:– As Google’s advertising deal with MySpace produces lower-
than-expected revenues.
□ March 2008– Facebook hires Google veteran Sheryl Sandberg was a driver
of Google’s successful advertisement programs AdWords and AdSense.
– AOL acquires Bebo with more than 40 million users worldwide for $850Million.
□ May 2008– News Corp announce that revenues for MySpace parent
company Fox Interactive media will fall $100million short of the $1B forecast by the Company for fiscal 2007.
– Comcast acquire Plaxo. Terms are speculative but purchase price between $150Million and $170Million.
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How big is Social Networking?
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Top Social Media Sites
(ranked by unique worldwide visitors November, 2008; comScore)
1. Blogger (222 million)2. Facebook (200 million)3. MySpace (126 million)4. Wordpress (114 million)5. Windows Live Spaces (87
million)6. Yahoo Geocities (69 million)7. Flickr (64 million)8. hi5 (58 million)9. Orkut (46 million)10.Six Apart (46 million)
11. Baidu Space (40 million)12. Friendster (31 million)13. 56.com (29 million)14. Webs.com (24 million)15. Bebo (24 million)16. Scribd (23 million)17. Lycos Tripod (23
million)18. Tagged (22 million)19. imeem (22 million)20. Netlog (21 million)
15
The community pushes 85 gigs of bandwidth
Infrastructure supports 5 mm concurrent users online at peak
More than 50 million messages sent per day
11% of online minutes in the U.S. are spent on MySpace
200,000 – 400,000 new users sign up daily
100 billion rows of data
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Orkut Stats
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Social networking is truly a world-wide phenomenon
Membership life cycle for online communities
4. Boundary (i.e. Leader) - A member brokering interactions and encouraging/sustaining participation
5. Outbound (i.e. Elder) - On his way to leaving the community, perhaps to another community due to a particular change in the community or personal choice. 19
Amy Jo Kim proposed member’s life cycle in an online community (2000). The cycle suggests five phases of a user’s lifecycle within a community: 1. Peripheral (i.e. Lurker) -
An outsider, unstructured participation
2. Inbound (i.e. Novice) -New user, invested in the community, on his way to full participation
3. Insider (i.e. Regular) -Committed participator, member of the community
Lurker
Novice
Regular
Leader
Elder
20
On the Internet, Everyone knows you are a dog!
21
Flickr Case study
□ Flickr was developed by Ludicorp a Vancouver, B.C., Canada-based company that launched Flickr in February 2004.
□ The service emerged out of tools originally created for Ludicorp'sGame Neverending, a web-based massively multiplayer online game. Flickr proved a more feasible project and ultimately Game Neverending was shelved.
□ Some of the key features of Flickr not initially present were tags, marking photos as favorites, group photo pools and interestingness.
□ In March 2005, Yahoo! acquired Ludicorp and Flickr. During the week of June 28, 2005, all content was migrated from servers in Canada to servers in the United States, resulting in all data being subject to United States federal law.– Source: Wikipedia
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25http://www.flickr.com/photos/walkaboutwolf/63452603/
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Facebook Case Study
□ February 2004:– Harvard Sophomore Mark Zukerberg
launches thefacebook.com the original version of Facebook, to connect students of the university.
□ June 2004– Having spread to Stanford, Columbia and Yale,
Facebook moves operations to Palo Alto, CA.□ April 2005:
– Facebook secures $12.7 Million in funding from Accel Partners□ February 2006:
– Facebook now with millions of users raises $27.5M in another round of venture capital.
□ May 2006:– Facebook expands beyond schools for the first time, adding
workplace networks□ October 2007:
– Microsoft acquires a $240M equity in Facebook; the deal values Facebook at $15Billion.
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Mark Zukerberg
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Facebook Apps
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Barack Obamaextensively leveraged Social Networking in his 2008 Presidential Election Campaign
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Why do individualsparticipate in communities?
Why do users participate in virtual communities?
According to Peter Kollock in The Economies of Online Cooperation: Gifts and Public Goods in Cyberspace,
1. Anticipated Reciprocity – Motivated by the expectation that he will receive useful help and information in return. Indeed we have seen such active users receiving more help than lurkers.
2. Increased recognition - the desire for prestige is a key motivation. Contributions increase if they are visible and credited to the contributor. … the powerful effects of seemingly trivial markers of recognition (e.g. stars, ranking) are overwhelming.
3. Sense of efficacy - Individuals may contribute because the act results in sense of contribution to the community. Wikipedia is a good example of this.
37http://thenextweb.com/
Other factors that motivate community participation
1. Connections within the community - the more friends a user has within a given community, the more important it becomes for him to participate in.
2. Emotional Safety - a sense of belonging and identifying with the community. The key is to get individuals to become regular users in the community and create a cozy and “feel good” environment for them.
3. Common emotional connection - niche communities that are built around a particular emotional connection/cause between members tend to become more cohesive and experience lower percentages of participation inequality.
4. Altruism - Yossi Vardi coined the term “Dopamine Over IP” - each user transfers dopamine to another user….by contributing content, a user knows that he will cause pleasure to those who view it and those users that forward this content onwards, know the same. 38
Fundamental Building Blocks of the Web
□ URL – universal means of identifying and addressing content.
□ HTTP – A protocol for client-server communication
□ HTML – A simple markup language for communicating hyper-text content.
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The web is more interesting when you can build apps that easily interact with your friends and colleagues.
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The Web is better when it is social!
First steps towards a Social Networking platform …
□ establish a single identity to log on to many sites;
□ share private resources such as photos or contact lists without handing out private credentials (such as an email account password); and
□ distribute information across multiple social applications.
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OpenSocial defines a common API for social applications across multiple websites.
With standard JavaScript and HTML, developers can create apps that access a social network's friends and update feeds.
A common API => you have less to learn to build for multiple websites.
The ultimate goal is for any social website to be able to implement the API and host 3rd party social applications.
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OpenSocial – Many Sites, One API
Open Social API -- supporters
• Engage.com, • Friendster, • hi5, • Hyves, • imeem, • LinkedIn, • MySpace,• Ning,
• Oracle, • orkut• Plaxo, • Salesforce.com, • Six Apart, • Tianji, • Viadeo, and • XING.
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Evolution of open platforms
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Walled garden services
Portal aggregators
1993 1999 2003 2008-9 2013
Search freedom
Data portability
Ubiquitous social networks
• http://code.google.com/apis/opensocial/• http://code.google.com/p/opensocial-resources/• http://code.google.com/apis/orkut/• http://code.google.com/apis/igoogle/docs/gs.html
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Plaxo – unified address book and more!
47
Integration of other applications on LinkedIn
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Social networking has evolved in the “consumer” Internet and its deployment
in the Enterprise is still new.
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Setting up the infrastructure for Enterprise Collaboration
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Fostering collaboration to propel business results continues to be the elusive goal of many organizations.
□ Could Web 2.0 tools be the silver bullet?
□ Pundits assert that – Web 2.0 tools could aggregate business
information and digital content– “Crowdsourcing” models may work within the
enterprise.– Demographics is playing a role as a more
tech-savvy generation is entering the workforce.
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Fast Company December 2008/January 2009Cisco’s Chambers on Cover
□ Ron Ricci – Vice President of Corporate Positioning “Collaboration won’t work if there is one person in charge”
□ Sheila Jordan, Vice President of IT, communications and Collaboration Technologies at Cisco “We are looking for applications that help people really have water-cooler talk”
□ Sue Bostrom – Chief Marketing Officer“People come to the web looking for expertise. We are giving that. Cisco.com answers consumers’ questions and encourages interaction with vendors and employees.
□ Jim Grubb, Vice president of Corporate Communications Architecture “Collaboration helps a world community solve big problems”
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Changing Corporate Demographics is helping the adoption of Web 2.0 in the Enterprise
□ Boomers take their knowledge with them into retirement. Organizations with an older workforce face a retirement surge and are forecasting a brain-drain crisis.
□ Gen Xers gather information. The members of the Gen X demographic are positioning themselves to become the leaders of tomorrow.
□ Millennials expect computing environments at work that operate much like the highly connected environments of their social lives
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Your employees are perhaps already on board and are very eager to□ connect with their peers
□ belong to a network
□ share knowledge
□ acquire on-line reputation
□ collaborate with co-workers
□ enhance their own expertise
□ network with anyone, anywhere, anytime
□ develop a sense of mutual trust and obligation56
From Yves Noble’s presentation about Cap Gemini at KM conference
A wealth of information creates a poverty of attention.
-- Herbert Simon, Nobel Laureate Economist
57
Using Tags and Taxonomies to Organize Data
What are tags?
Simple data/metadata externally applied to an object□ Used for sorting□ A hook for aggregating□ Provides identifier and/or description□ Personal markers
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Type Examples
Social Bookmarking del.icio.us, RawSugar, Ma.gnolia
Media Flickr, Dabble, LastFM, Viddler
Shopping Amazon
Geo-Location Platial, Socialite
Museums Steve.museum, Powerhouse
Intranet IBM Dogear, Scuttle, ConnectBeam
Dating Consumating
OS (files) Mac OSX Tiger & Microsoft Vista
Tag Cloud
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Tag Cloud based on populations of countries.
Social Bookmarking
• Del.cio.us• Digg.com• Reddit• StumbleUpon• Technorati
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Social Bookmarks
□ Social bookmarks enable people to mark Web pages of interest and to share those Web locations with others. These bookmarks are shared on a Web site for others to see.
□ Anyone can score or vote on the page to indicate a measure of relevance to others.
□ Over time, the more-popular sites rise to the top of the list as more people bookmark them and comment on them. This results in a list of pages that a group considers important to share among its members.
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Social Bookmarking in the Enterprise
□ In the workplace, social bookmarks are used to provide a common set of links for people to share in a way that builds a community around topics of interest.
□ Connectbeam, Cogenz, IBM
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A pioneer and leader in social bookmarking and tagging for the enterprise.
• Social Tagging. With Spotlight, employees easily share the information they find, both out on the Web and inside the organization.
• Social Activity Repository. Connectbeamautomatically pulls references to employee generated content in the different social software applications across company Intranets.
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HELPING BUSINESSES WORK SMARTER
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Taxonomy: Organizing Tags
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Subject Driven or top-down Content Driven or bottom-up
User Driven System Driven
TagTag
TagTag Tag
Tag
Tag Tag
Tag
Tag Tag
TagTag
TagTag
Source: Forrester Research
Taxonomy Classification (1 of 2)Subject Driven Content Driven User Driven System Driven
Purpose Knowledge Management,Topical browsing
ECM Retrieval orientedadvanced searchfiltered resultsfaceted navigation
SocialbookmarkingTagged search resultsCollaborative metadata
Search refinementContent taggingEntity extractionAuto classificationAuto categorization
Captures
What a documentis ABOUT
What a document is and its PURPOSE
What a documentMEANS to a user
What a document CONTAINS or is SIMILAR TO
Used to: Categorize or file things into a fixed framework
Describe attributes/properties of things
Allow users to tag things
Cluster things which are similar. Extract entities from text
Traits Formal domainspecific categories and terms are defined by rules and descriptions.Coherently structured even if out of context
PracticalComprehensiveContextualMutually exclusive dimensions
Unregulated Natural,simple to useResponsive to change
Scalable,FastObjectiveRepeatable
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Source: Forrester Research
Taxonomy Classification (2 of 2)Subject Driven Content Driven User Driven System Driven
Approach Defined or modeled without content based on domain knowledge.Can be built or bought
Built based on specific contentAttributes can be local or global mandatory or optional
Low-cost, easy way to get people to describe content
System looks for patterns and traits inherent in content
Risks Nested categories only give one browsing axis.Too unwieldy or esoteric to deployReflects bias of designer
Too many elements --Users skip them
Personal tags lack shared meaning.Lack of control.No structure or relationshipsUser adoption varies
Outcome is not always intuitive to users.System doesn’t understand context or intentSystem doesn’t build hierarchy or capture variant forms
Examples Scientific taxonomy,SIC Code, Factiva Intelligent Indexing Taxonomy
Dublin Core MetadataElement Set
FlickrDelicious
ClustyGooglenews
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Taxonomy Combinations
72Source: Forrester Research
System Driven
TagTag
TagTag
TagTag
Tag Tag
Tag
Tag Tag
TagTag
TagTag
User Driven Subject Driven
Subject Driven
System Driven
Content Driven
Content Driven
Faster Incorporation of new topicsin a subject-driven taxonomy
Auto categorization at Scale
Related Content
Authoritative vocabulary for metadata fields
Subject Driven
+
+
+
+
Tagging Content
Manual tagging –By Professionals
Pros Cons
Controlled
vocabularies &
standard
taxonomies
Higher quality
Costly
Human
resource
intensive
Cannot
keep up
Example: ?
Social Tagging –By Users
Pros Cons
User driven
Emergent
folksonomies
Serpendipitous
browsing
Ambiguity
Uncontrolled
vocabulary
Synonyms
Examples: Del.icio.us and Flickr
Automated Tagging – By Machine
Pros Cons
Learns from
professional &
user tagging
Lower human
cost
Requires training
of models
Lower quality
than manual
tagging
Example: Semantic tagging
Popularity
Digital item
Consumer contentDeep archives, large personal collections
High-value content & enterprise data sources
“Long tail”
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Taxonomies can be beneficial
□ Enhanced search. Effective information retrieval matches users’ often vague needs with meaningful search results.
□ Intuitive navigation. Reorganizing a Web site or intranet to match users’ needs, wants
□ Enriched content. Taxonomies add descriptive contextual structure to information (i.e., who wrote it for what purpose).
□ Interoperable and reusable content. Diverse content structured with global and local metadata is easier to merge and treat holistically.
□ Amplified social connections among people. People who share the same awareness and interest in content may connect through a common taxonomy.
□ Smooth technology implementation. Computers are able to carry out advanced semantic capabilities more intelligently when the content is well structured.
□ Improved oversight and information management. Enriched content is easier to isolate, identify, and collect according to shared characteristics, such as recipient, purpose, or topic.
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Why do Taxonomies Fail?
Jim Wessely, a prominent taxonomy consultant, agrees, explaining, “incorrect categorization is more dangerous than no categorization at all.”
Watch out for ineffective taxonomies that:□ Fail to align with business objectives. □ Overlook how systems process content. □ Ignore how users work or think.
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Misunderstanding “taxonomy” is often the root cause of the problem
□ In the business world, the word “taxonomy” covers a lot of ground; its stretched definition is prone to misunderstanding. Any schema that controls language and structures content is called taxonomy.
□ Forrester shares Vivian Bliss’ broad definition of taxonomy:A group of things organized and related according to a set of principles for a specific purpose.
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Taxonomy Recommendations
Align taxonomies with business objectives and technology investments
□ Taxonomies range in complexity, formality, and purpose; they can be deconstructed and reconstructed to support knowledge work and solve a variety of business problems.
□ Taxonomy initiatives should be defined carefully in order to represent what customers want so they get the results they expect.
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How to implement Taxonomies
□ Plan before you start construction.– Decide on an enterprise versus tactical approach and what kind of
taxonomy to build. Begin with a taxonomy audit.
□ Set a multidisciplinary governance model.– Content producers, IT, and senior management must contribute to the
process.
□ Communicate the goal and use of taxonomy.– Demonstrate how taxonomies are real and important to the work of the
organization to promote their reuse in different projects and systems.
□ Hide the complexity from the end user.– Systems should support dense, linked, and multifaceted taxonomies in the
back-end, but display the structure simply to end users, if at all.
□ Understand good practices, principles, and heuristics.– It takes discipline to build a sound, scalable taxonomy. Start small and
simple.
□ Test and validate the taxonomy. – Don’t assume the taxonomy works without asking real people to test it,
early and often. Monitor the usage and effectiveness of the taxonomy.
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Critical success factors for enterprise social networking
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Critical Success Factors
SeekersI need someone
ContributorsI am someone
Awareness How do I know who is out there?
How can I become more known?
Competence (Trust)
Is this person competent?
How can I advertise my expertise?
Benevolence (Trust)
Will this person help me?
How can I develop my reputation as a trusted partner?
Motivation Am I motivated to work with this person?
Why will I cooperate with this person?
Access How do I approach this person?
Do I want to be approached?
Skills Does the team have the skills necessary to collaborate effectively?
(e.g. technical, communication, people, business, etc)
Mechanism Do we have a method to collaborate?
Soc
ial
Net
wor
kin
gCulture
Col
labo
rative
Too
ls
It is hard to find things.
Enterprise Findability -- AIIM Market IQ Study (528 End-Users)
□ 49% agree that finding the information needed to do my job is difficult and time consuming.
□ 69% believe that less than half of their organization's information is searchable online.
□ 49% have no formal goal for enterprise findability.
□ 50% believe that findability in their organization is worse than their consumer-facing web site.
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Enterprise Findability = IA + KM + Search
□ In portal space, IA is top-down (e.g., controlled vocabulary). Traditional methods of structure, organization, and evaluation are needed.
□ In collaboration space, IA is emergent. Our job is to observe, shepherd and harness the learning to make things navigable, searchable, etc. (e.g., Technorati).
□ Enterprise search needs to serve as bridge across portal, intranet, collaboration space, web sites, and library databases and services.
□ Success requires supportive culture and incentives.
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Integrating Structured and Unstructured Data
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unstructured structured
Data
Large amounts of unstructured data is scattered across the organization.
This data is in different products and applications such as knowledge management systems, email etc.
Next-generation products are expected to integrate both structured and unstructured data.
1. SQL provides structured queries against structured data.
2. Users want structured analytics against both structured and unstructured data.
3. Extracting semantics from structured data is a hard problem.
4. Search semantics are acceptable for unstructured data. What does it mean for structured data?
Analytics
Quer
y a
nd Inte
gration
unst
ruct
ure
dst
ruct
ure
d
SQL
Persistent has expertise and IP to address these
issues!
Integrating Web 2.0 Content -- Mashups
□ Mashup Web applications combine multiple, disparate data sources into something new and unique.
□ Mashup platforms allow nontechnical users to create and consume their own mashups with visual tools.
□ Enterprises can use mashup platforms to allow individual business users to create highly customized process- and context-specific applications, dashboards, and portals.
□ IBM, JackBe Corporation, Kapow Technologies, Serena Software, StrikeIron, Xignite
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iGoogle
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□ http://www.search-cube.com/
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http://www.search-cube.com/
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Challenges of Building Mashups
□ Data Access – data sources must expose their data such that it can be accessed
seamlessly. Case for implementing SOA.
□ Consistent Schema and Granularity of Data.– Exposing schema and metadata information crisply so that
data can be consumed easily.– Providing the right granularity of data as desired by the
application.
□ Keeping Data Synchronized– How does one keep data synchronized from diverse data sources?
□ Non-Programmer level Orchestration – Need easy ways for business users to put together their own
applications.
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Connecting Commerce to Web 2.0
□Where’s the money?
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□ 3C = Content, Commerce, Community |4th C = Context |P = Personalization |VS = Vertical Search
□ Definition:Web 3.0 = (4C + P + VS)Web 3.0 and the Semantic WebWeb 3.0 = (4C + P + VS) + Place
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Ten Key Aspects of Web 2.0 in the Enterprise
1. It's not about technology, it's about the changes it enables.
2.The implications of 2.0 stands many traditional views on their head.
3.Get the ideas, concepts, and vocabulary out into the organization and circulating.
4.Existing management methods and conventional wisdom are a hard barrier to 2.0 strategy and transformation.
5.Avoiding external disruption is hard but managing self-imposed risk caused by 2.0 is easier.
93http://blogs.zdnet.com/Hinchcliffe/?p=135
Ten Key Aspects of Web 2.0 in the Enterprise
6. Incubators and pilots projects can help create initial environments for success with 2.0 efforts.
7. Irreversible decisions around 2.0 around topics such as brand, reputation, and corporate strategy can be delayed quite a while, and sometime forever.
8.The technology competence organizations have today are inadequate for moving to 2.0.
9.The business side requires 2.0 competence as well.
10.Start small, think big.
94http://blogs.zdnet.com/Hinchcliffe/?p=135
THANK YOU
Anand DeshpandePersistent Systems Limited
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REFERENCES
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References
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Want to know more?
□ Want to see all 13 surveys fielded in North America, Europe, and Asia Pacific?http://www.forrester.com/Products/MarketResearch/Business
□ Want full access to data from more than 200,000 global consumers and a personal data specialist to help you? http://www.forrester.com/Products/MarketResearch/Consumer/TechAdoption
□ Please give us feedback on this Data Chart. http://www.forrester.com/forr/reg/contact.jsp?id=38
Related research□ “IBM Or Microsoft For Collaboration – Or
Both?” http://www.forrester.com/Research/Document/0,7211,42745,00.html
□ “How To Create A Knockout Collaboration Strategy Document” http://www.forrester.com/Research/Document/0,7211,41374,00.html
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Useful Links
□ http://www.aiim.org/ResourceCenter/Research/MarketIQ/Article.aspx?ID=34464 - Enterprise 2.0 report.
□ http://www.forrester.com/Research/Document/Excerpt/0,7211,42796,00.html Forrester report on information workplace trends 2007.
□ http://www.readwriteweb.com/archives/businesses_cant_hide_from_20.php - overview of enterprise 2.0 products.
□ http://www.marketingcharts.com/interactive/myspace-owns-68-of-socnet-traffic-facebook-visits-up-50-6190/hitwise-social-network-sites-traffic-market-share-august-2008jpg/ - Social networking sites data
□ http://social-networking-websites-review.toptenreviews.com -review of social networking sites, shows the set of tools that social networking sites offer.
□ http://blogs.zdnet.com/BTL/?p=7929 – Web2.0 adoption in enterprise.
□ http://blogs.zdnet.com/collaboration/ Oliver Marks, on Collaboration 2.0
□ http://knowledge.wharton.upenn.edu/article.cfm?articleid=2009
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100http://collaborationblog.typepad.com/collaboration/
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