At the same time, a recent InformationWeek survey of IT departments are showing considerably wariness for doing the same thing inside the firewall with employees, with over half being either skeptical or wary of the utility of Web 2.0 apps in the enterprise. The biggest concerns: Security, little expertise with Web 2.0 products, integration issues, and unclear ROI top the list. In other words, the group inside most organizations that's most familiar with IT and software, is thinking carefully before deploying things like Enterprise 2.0.
This is an interesting contrast, with a growing list of companies cautiously but clearly testing out the Web 2.0 waters with their customers while remaining largely on the fence for its use inside the enterprise. Certainly, many organizations likely believe that consumer facing sites that extensively leverage user generated content, mass participation, and social networking have been proved to work on a large scale by sites like MySpace and YouTube. And that organizations have already purchased and deployed countless IT tools that were already designed support internal business processes, ad hoc collaboration, and information capture and storage.
Another probably contributor to the increasing use of customer-facing Web 2.0 applications by large organizations is simple competitive pressure. This is something that IT departments have only recently started facing in a serious fashion with outsourcing and other budget diversions in the enterprise as business units decide that they can do better by pitting their internal IT suppliers with external ones. Thus, because of industry competition, a company's external products tend to improve faster and be more innovative since the concern over the displacement and dislocation of falling behind one's competitive peers is often pronounced in many industries. Competition is usually much less, and often non-existent, for internal IT products.
midmarketplace_ on 14 May 20"The term is defined as "[…] the act of taking a job traditionally performed by a designated agent (usually an employee) and outsourcing it to an undefined, generally large group of people in the form of an open call" (Howe, 2009, p. 99). The basic assumption behind crowdsourcing refers to the notion of "the wisdom of the crowd" (Howe, 2006), wherein large groups that are working jointly are considered to create more knowledge and information and therefore intelligence that yield to a higher value compared to the work of individual users (O'Reilly & Battelle, 2009)."
