The simplicity of a Web 2.0 concept and tools has made them an often overemphasised and fix-everything wizards promoted by both marketing and functional consultants. In reality, the whole Web 2.0 implementation approach should be different for each enterprise and ccommodate its challenges and opportunities.
There are three main challenges that an organisation faces today? managing topline and bottomline, identifying and mitigating risks and initiating business growth.
The social web brings about three foundational attributes that can be leveraged across an organisation?s operating value chain. User contribute value is attributed to instances where the user is the primary driver of knowledge, sharing and coordination. The second important attribute is the long tail (LT). As organisations grow there would be a significantly high number of business partners and employees spread across geographies and time zones. There is a treasure of expertise and market knowledge spread across a stakeholder long tail. Lastly, the network effect facilitates a larger connection and interactivity between this people LT.
These foundational attributes can be associated with a set of activities called building blocks. Building blocks are in fact the driving forces behind the targeted Web 2.0 implementation.
The table identifies a set of building blocks. This is not an exhaustive list but can be augmented based on specific industries. We propose a five-step process towards identifying a Web 2.0 opportunity. Let us begin.
Step 1: Identify Web 2.0 opportunities across the value chain: In the first step let us understand the foundational attributes and related building blocks in relation to the value chain phases where they add business value.
For example, an automobile manufacturer struggling to reduce costs might want to explore the user contribute value concept at the procurement and supplier management phase of the value chain. The next step would be to map the right building block, say problem-solution identification (building block 2 from the adjoining table) that can be leveraged to reduce costs.
Similarly, a lot of other opportunities can be identified across the value chain from HR to marketing.
Step 2: Identify and resolve complexities and ripple effect: Web 2.0 affects people, processes and mindsets, and several complexities arise because of the change in behaviour and ripple effect caused by linkages between activities. To identify these links and correlation between them is the next step.
In the automobile example, problem-identification from suppliers alone cannot solve the problem; this information has to be shared and evaluated. That forces us to include the product design team and brand managers in the discussion. This will also require a network of people to validate and share knowledge. Thus, we see a single opportunity explode to create a complex network with many more building blocks.
This stage is a key to the overall Web 2.0 strategy. The plot makes it clear that all connected activities need to be addressed together for one building block to succeed.
Step 3: Rate the need for implementation and benefits: Like all strategic options, not all planned building blocks may be viable. Give due diligence with issues related to user interaction, time availability, expected benefits and priority etc. Rate each building block element (relative scale 1-5 max benefit).
Step 4: Identify impact paths and priority areas: Impact paths are complexity paths with maximum ratings and priority area is the value chain phase with maximum ratings. This step will be helpful when dealing with a huge wishlist with limited funds.
An impact path should always be given priority, as it will significantly add value to the organisation?s various objectives.
Step 5: Identify the right Web 2.0 technology: Almost all building blocks have multiple Web 2.0 technologies associated with them. A quick glance across the technology grid (see table) will help put things in context. Selecting a right technology is a task in itself; one must consider the end-user involvement, technology exposure, usage scenarios, funds available and above all the ?users drive? to interact with the application.
At the end of this stage you would have identified what tools you want to deploy for the selected building blocks.
Now that the big picture is clear, one main task remains: Building the Web 2.0 story. One must sell it to the users and have enough usage drivers in place?take into account user personality, demographics etc?to build a whole ecosystem of social relevance for success. The success of the programme will depend on the acceptance and active participation from the users.
Contribution is the key: Build reward programmes to facilitate usage and habit.
?The author is marketing manager, MindTree