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Motivation and Background (mainly compiled around 2006)

The starting points are severe:

  • First, we had a discussion within Oekonux and subsequently with FranzNahrada, StefanMatteikat and Stephan Eissler about getting money for more down-to-earth projects.
  • Second, there is the European Research Program FP-7 on the way that offers 9100 Mill. Euro for projects in the area of ICT (Information and Communication Technologies). The focus is on seven challenges "that should be addressed if Europe is to be among the world leaders in next generation ICT and their applications", divided into a more technically centered block "Overcoming technology roadblocks and reinforcing Europe's industrial strengths" (3 challenges), a block "Seizing new opportunities and applying ICT to address Europe's socio-economic challenges" (4 challenges) with a strong socio-economic (!) direction and "Future and Emerging Technologies activity" that will continue to foster trans-disciplinary research excellence in emerging ICT-related research domains. The Challenges in this Work Programme build on and extend the "Ambient Intelligence vision" developed in FP-6.
  • Third, BITKOM - the leading German union of ICT enterprises - issued a position paper about "Knowledge Management 2006-2010" facing 8 trends where several of them contain the words "social networking"
  • Fourth, Tim O'Reilly addressed in several papers (OReilly-04) and especially (OReilly-05) the crude changes in perception of the Web emphasizing aspects of collaborative use in favour of (only) collaborative development and the changing role of Open Source within these processes
  • Fifth, there is a study about changing users and usage of the Web with the central observation "Einem breiten Publikum wird es immer leichter möglich, im Internet nicht mehr nur anzuschauen, zu lesen, zu hören, zu beobachten, sondern mitgestaltend und öffentlich kommunizierend teilzunehmen."
Some Landmarking Observations

(from OReilly-05)

Web 2.0 Design Patterns

O'Reilly addresses several key "business ideas" that characterize new "knowledge management approaches" compared to old ones.

1. The Long Tail

Small sites make up the bulk of the internet's content; narrow niches make up the bulk of internet's the possible applications. Therefore: Leverage customer-self service and algorithmic data management to reach out to the entire web, to the edges and not just the center, to the long tail and not just the head.
2. Data is the Next Intel Inside
Applications are increasingly data-driven. Therefore: For competitive advantage, seek to own a unique, hard-to-recreate source of data.
3. Users Add Value
The key to competitive advantage in internet applications is the extent to which users add their own data to that which you provide. Therefore: Don't restrict your "architecture of participation" to software development. Involve your users both implicitly and explicitly in adding value to your application.
4. Network Effects by Default
Only a small percentage of users will go to the trouble of adding value to your application. Therefore: Set inclusive defaults for aggregating user data as a side-effect of their use of the application.
5. Some Rights Reserved.
Intellectual property protection limits re-use and prevents experimentation. Therefore: When benefits come from collective adoption, not private restriction, make sure that barriers to adoption are low. Follow existing standards, and use licenses with as few restrictions as possible. Design for "hackability" and "remixability."
6. The Perpetual Beta
When devices and programs are connected to the internet, applications are no longer software artifacts, they are ongoing services. Therefore: Don't package up new features into monolithic releases, but instead add them on a regular basis as part of the normal user experience. Engage your users as real-time testers, and instrument the service so that you know how people use the new features.
7. Cooperate, Don't Control
Web 2.0 applications are built of a network of cooperating data services. Therefore: Offer web services interfaces and content syndication, and re-use the data services of others. Support lightweight programming models that allow for loosely-coupled systems.
8. Software Above the Level of a Single Device
The PC is no longer the only access device for internet applications, and applications that are limited to a single device are less valuable than those that are connected. Therefore: Design your application from the get-go to integrate services across handheld devices, PCs, and internet servers.

Core Competencies of Web 2.0 Companies

Tim O'Reilly further on:

In exploring the seven principles above, we've highlighted some of the principal features of Web 2.0. Each of the examples we've explored demonstrates one or more of those key principles, but may miss others. Let's close, therefore, by summarizing what we believe to be the core competencies of Web 2.0 companies:

  • Services, not packaged software, with cost-effective scalability
  • Control over unique, hard-to-recreate data sources that get richer as more people use them
  • Trusting users as co-developers
  • Harnessing collective intelligence
  • Leveraging the long tail through customer self-service
  • Software above the level of a single device
  • Lightweight user interfaces, development models, AND business models

From a Bitkom-Paper

(aus Bitkom-06)

I added some of the observations that describe these trends in more detail. In German.

  • Trend 1: Das allgemeine Verständnis von Wissensmanagement rückt den Wissensarbeitsplatz und seinen unmittelbaren Praxisbezug stärker in den Vordergrund
    • Wissensarbeiter müssen sich zu einem hohen Grad selbst organisieren.
    • Weg von indirekter Informationsversorgung und hierarchischem Dialog über Führungsstrukturen hin zur unmittelbaren Bereitstellung von am Arbeitsplatz notwendiger Information sowie asynchroner Collaboration
    • Die Berücksichtigung der IT-Möglichkeiten zur Collaboration und des Social Networkings gewinnt dabei zunehmend an Bedeutung. Ihr Vorteil ist die Vereinfachung der virtuellen Zusammenarbeit, des Wissensaustauschs und der Wissensgenerierung - das Internet wird zum "Mitmach-Netz".
  • Trend 2: Wissensmanagement wird wieder vermehrt als unternehmensstrategische Aufgabe verstanden
    • CTO, CIO und CIPO wachsen zum Chief Innovation Manager zusammen
    • Wissensbilanzen als Führungsinstrument
  • Trend 3: Die Politik erkennt die herausragende Bedeutung des Wissensmanagements für den Standort Zentraleuropa und definiert Handlungsrahmen
  • besondere Rolle der lokal agierenden Verbände und Kammern
  • Trend 4: Wissenstransfer wird zu einem Schlüsselthema in Wertschöpfungs-Netzen
  • Trend 5: Social-Networking-Lösungen bilden eine neue Generation von IT-gestützten Wissensmanagement-Lösungen
    • Die Nutzung von Social-Networking-Werkzeugen in Unternehmen steht noch in den Anfängen. Analysten weisen bereits warnend darauf hin, dass man in Deutschland als Hochlohnland und Wissensgesellschaft diesen wichtigen Trend zurzeit nicht adäquat wahrnimmt, was die Standortqualität mindern könnte.
  • Trend 6: Wissensmanagement-unterstützende Software entwickelt sich sehr schnell weiter und findet vermehrt Einsatz
  • Trend 7: E-Learning-Anwendungen werden sich durch Social-Networking-Komponenten stark verändern und die Akzeptanz des digitalen Lernens verstärken.
  • Trend 8: Aus der Befruchtung von Social-Networking-Ansätzen und semantischen Technologien werden neue Impulse für das Internet erwachsen

Potential Collaborators

A very first beginning. -- HansGertGraebe.