Web 2.0 Business
6 July 2015
Read by 2456 persons
The term "2.0" first appeared in 2004 to describe the new web. Unlike Web 1.0, which only offered users simple, static information pages, Web 2.0 is a participatory and collaborative information system offering intuitive and dynamic sites that encourage information sharing and easy interaction and exchange between users. The shared information is accessible to everyone and belongs to everyone.
More than 10 years after its appearance, the term 2.0 is everywhere; it has become a concept, a way of operating. Today, we talk about Web 2.0 Culture, Web 2.0 cities, and the Web 2.0 generation. And the business world is no exception! In fact, today, the term "Web 2.0 business" is an integral part of discussions on management, performance, economic models, and business challenges. From the development of digital uses to the proliferation of social networks and the generalization of communication tools, this organizational revolution seems to affect all businesses, regardless of their size and sector.
How to Become a Web 2.0 Business We could indeed make a brief analogy with Web 2.0, limiting Web 2.0 businesses to their ability to use the tools provided by Web 2.0. But not taking into account Human Capital in the definition of a Web 2.0 business would reduce the organization to a simple technological platform. Social networks, exchange platforms, and dynamic information flows are now an integral part of the economic model and operating methods implemented by most businesses. The employees who make up a Web 2.0 business ultimately form an active community of people who, through technological innovation, communicate, intervene, give their opinion, get involved, and contribute to anchoring their organization in sustainability, performance, and competitiveness.
Thus open to its environment, the Web 2.0 business interacts with its customers, suppliers, and partners. Freed from time and border constraints, it is innovative, reactive, and dynamic. This process of transforming a "classic" business into a Web 2.0 business must absolutely go through three major steps to ensure its success: - Accept the presence of the web in the business and accept that each employee can connect regularly. - Integrate Web 2.0 tools (social networks, platforms, forums, etc.) into the management style. - Accept the idea that any employee can be a source of proposals or innovations.Are you a Web 2.0 Manager? Ideally, the Web 2.0 Manager has the ability to foster collective intelligence and innovation: They are a visionary, an initiator of exchanges, and an instigator of collaborative work.
They also have a great sense of adaptation since they must be able to manage an organization in the midst of change and integrate new technologies as performance levers. In doing so, they accept the idea of leading a proactive team that demands more participatory management. They thus strengthen their leadership role by highlighting their internal resources. Taking all these parameters into account, it is possible to affirm that the management of tomorrow, or Web 2.0 management, should revolve around the following three fundamentals: Transversality, Interactivity, and Innovation.
Philippe Montant CEO of ReKrute
More than 10 years after its appearance, the term 2.0 is everywhere; it has become a concept, a way of operating. Today, we talk about Web 2.0 Culture, Web 2.0 cities, and the Web 2.0 generation. And the business world is no exception! In fact, today, the term "Web 2.0 business" is an integral part of discussions on management, performance, economic models, and business challenges. From the development of digital uses to the proliferation of social networks and the generalization of communication tools, this organizational revolution seems to affect all businesses, regardless of their size and sector.
How to Become a Web 2.0 Business We could indeed make a brief analogy with Web 2.0, limiting Web 2.0 businesses to their ability to use the tools provided by Web 2.0. But not taking into account Human Capital in the definition of a Web 2.0 business would reduce the organization to a simple technological platform. Social networks, exchange platforms, and dynamic information flows are now an integral part of the economic model and operating methods implemented by most businesses. The employees who make up a Web 2.0 business ultimately form an active community of people who, through technological innovation, communicate, intervene, give their opinion, get involved, and contribute to anchoring their organization in sustainability, performance, and competitiveness.
Thus open to its environment, the Web 2.0 business interacts with its customers, suppliers, and partners. Freed from time and border constraints, it is innovative, reactive, and dynamic. This process of transforming a "classic" business into a Web 2.0 business must absolutely go through three major steps to ensure its success: - Accept the presence of the web in the business and accept that each employee can connect regularly. - Integrate Web 2.0 tools (social networks, platforms, forums, etc.) into the management style. - Accept the idea that any employee can be a source of proposals or innovations.Are you a Web 2.0 Manager? Ideally, the Web 2.0 Manager has the ability to foster collective intelligence and innovation: They are a visionary, an initiator of exchanges, and an instigator of collaborative work.
They also have a great sense of adaptation since they must be able to manage an organization in the midst of change and integrate new technologies as performance levers. In doing so, they accept the idea of leading a proactive team that demands more participatory management. They thus strengthen their leadership role by highlighting their internal resources. Taking all these parameters into account, it is possible to affirm that the management of tomorrow, or Web 2.0 management, should revolve around the following three fundamentals: Transversality, Interactivity, and Innovation.
Philippe Montant CEO of ReKrute
