The Bright and Dark Sides to Enterprise 2.0

After last post introduced BBC 2.0 and Starbucks 2.0 as two successful examples in Enterprise 2.0, this article is going to examine that several benefits could be created and some potential risks might happen in organizations practicing Enterprise 2.0 principles by looking at Cases 2.0.


Productivity, efficiency and Staff engagement

Motorola, which was bought by Google for around $12.5 million days ago, has created its Intranet 2.0 based on 4,200 wiki pages and 4,400 blogs. With 70,000 users per day, “product development times have shortened considerably, salespeople can now reuse information that might be posted on a wiki and employees clicking on mobile alerts that come to their smart phones are sent directly to a wiki to troubleshoot problems in Motorola’s Dallas distribution center,” Toby Redshaw, Motorola’s VP, said. He also underlined that implementing Intranet 2.0 has changed work in Motorola while the ROI of Enterprise 2.0 technologies could not be calculate easily.

Knowledge & Reputation

Logo established Logo Factory which is a website engaging people to design their own Logo model with Logo. This innovative site to not only drive collective intelligence but also improved its reputation. Logo could gain novel ideas from Logo fans and even produce new model designed by them. These ideas’ owners at would feel they are a part of this company and glad to see their design becoming a real one the same time.

Potential Risks

Security & Reputation:

Sony which attracted massive online consumers around the world disclosed data for 78 million users on the PlayStation Network (PSN) after mystery hack in the middle of April this year. One month later, approximately 25 million customers’ personally identifiable information was stolen by attackers who exploited the vulnerability of Sony Online Entertainment (SOE) systems. Whispers on known hacker forums suggest the hackers are now attempting to sell the ill-gotten credit card list for $100,000 USD, according to another report. Although this number might not exactly correct, Sony still could be at the risk of losing their online consumers.


Some Enterprise 2.0 Success Stories 2010

21 Enterprise 2.0 Success Stories

Motorola takes on Enterprise 2.0

Innovation 2.0: LEGO Mindstorm

Sony says data for 25 million more customers stolen: Bleeding continues with Sony Online Entertainment hack

Risk, control and trust in Enterprise 2.0

Enterprise 2.0 – Risks

The rise of enterprise 2.0 (PDF)


6 responses to “The Bright and Dark Sides to Enterprise 2.0

  1. motorola was a bit more expensive:)

    • Oh!? Do you think Google overestimated the value of Motorola? This price is really amazing but it might be very economical in a long-term view. I can’t wait to know what Google is going to do next. 🙂

  2. I do respect companies who like to find ways to engage with their employees. Using a platform such as social media tools or an internally operated blog post or wikis would enhance peoples way of working and thinking. It does carry a large amount of risk, but if it is managed right with policies, its a great digital platform of learning and sharing.
    Great blog post. Keep up the good work

  3. I totally agree with you. These companies make a considerable amount of effort to practice Enterprise 2.0 strategies successfully. As you mentioned, the most difficult part for them would be how to enhance their employees and customers on these Web 2.0 tools. The social media policy is discussed on my next post. Hope it could provide you some useful information.

  4. I think the security and performance are the biggest obstacles when enterprises in the promotion of Enterprise 2.0. It is difficultly to assess the result. Need time and need support. Actually, I believe it depend on the leader digital capabilities and his strategies. Of course, what types of business is a major factor, too.

  5. That is a good point that the leader of a organization plays an important role in Enterprise 2.0. He/She has to think both positive and negative sides of his/her strategies before using Web 2.0 in the organization.

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