Via David Weinberger’s blog comes this video, by Mike Wesch (he of The Machine is Us/ing Us), which explains the same point Weinberger’s making in Everything is Miscellaneous:
It’s licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 License, so spread it freely. I didn’t care for the fit of the music to the video in this case, but it communicates equally well without sound.
Josh Bernoff‘s day 2 keynote from Forrester Consumer Forum.
Key point: Objectives, not technology, need to lead your effort
Don’t build a community just because your competitors do. Don’t just try to “generate buzz” – what is the goal you hope that buzz will accomplish? Figuring out what you’re trying to achieve will let you then measure what you are doing.
It isn’t “how do we get involved in the groundswell” but what problem are we trying to solve or what opportunities are we trying to create.
These are the main objectives:
Analogies to organizational roles:
Research -> Listening
Marketing -> Talking
Sales -> Energizing
Support -> Supporting
Development -> Embracing
In the groundswell (ie, in the web 2.0 era), each of these needs to be transformed a bit. He went through each of them with some examples, including vendors.
Unfortunately, I didn’t hear a single mention of the use of open source to help deliver on these objectives – each objective ended with a brief table listing approaches and vendors – but no mention of assembling your own solutions with open source frameworks, despite the reality that open source frameworks are often the best solutions in many of these spaces.
I know Forrester hasn’t historically focused on open source and I don’t expect them to – but buying product solutions from proprietary vendors isn’t the entire universe. He also didn’t really cover how you integrate these solutions together – so that you don’t end up with five siloed solutions but a cohesive strategy and integrated set of applications which exchange and share data. [Note: this did come up during the Q & A - see the end of the notes below.]
What people learned from day 1 of Forrester:
Carrie Johnson and Christine Overby just finished the day 2 opening remarks, talking about things carried over from day one – Richard Edelman’s “Windy City Rules” and “Be It, Don’t Buy It” (see Jeremy Pepper’s notes); Christine Hefner on Playboy’s use of new media (myspace, Playboy U) and organizational change (as in, if you can’t change the organization you’re in, change organizations).
Next up Josh Bernoff keynote.
Ok, first off, I apologize for the Travel 2.0 title. I know we’re all a bit tired of the 2.0 meme by now, but you can bet that somewhere both of these have been described as Travel 2.0 companies.
I written before about both Dopplr and Tripit but never specifically to compare the two. Both track information about your travel as well as the travel of your friends, in order to let you know when you and your friends will be in the same place at the same time.
Well, next week I’m headed to Chicago for the Forrester Consumer Forum, so I thought I’d take this opportunity to compare the use of the two sites in relation to that trip. All the images below are thumbnails, click on them to see full size.
If you just want the conclusion?: The fight’s not over yet, but Tripit has become more consistently useful to me. Dopplr’s facebook app and existing userbase is all that keeps me there at the moment, and that is an advantage easily lost.
Read more…
ICanHasCheezburger, or at least sites like it, should have a place on your corporate intranet.
So Why should lolcats (pictures of cats with captions in the imagined/projected diction of a cat who uses IM/SMS a lot) belong in your Enterprise 2.0?
Developed by two individuals known as Cheezburger and Tofuburger, is best enjoyed without deep explanation – just start visiting the web site, subscribe to the RSS feed (this is the one which works best on my phone), or follow them on twitter. For those who need explanation, start here:
Because your employees are people too. In fact they were people long before you made them employees. As people, they have interests which only partially (or maybe even not at all) overlap with whatever it is you pay them to do (gasp!).
Read more…