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accumulated a major backlog of innovative ideas for new software products

adoption of innovative solutions

has become quite difficult

simply because people work together to meet objectives and reach goals, doesn't mean they are collaborating

efficiency

'Collaboration' thrives on difference, insight and spontaneity, rather than structural harmony

Hi John, I use Diigo as a kind of information-management tool, and I see it's great novelty in keeping the connection between the information and its source. It's indeed the only tool available that lets me interact with the source itself - highlight text, add my notes on specific highlights, comment on the whole page, tag it for later, and share it with others. I also like it's search and viewing capabilities. About the social aspect - I notice that some people, while not great writers themselves, are very good in picking out the highlights from any given text and tagging it. You can easily notice that at delicious, digg and clipmarks. On a wider perspective, imagine that top thinkers, scientists and other inspirational people start to use Diigo, and share some of their I know I for one would like to follow what Noam Chomski and Kevin Kelly are reading and finding worthy. Posted by: eyalnow.wordpress.com March 11, 2007 11:04 PM

The complete web whiteboard. Just start skrbl, give out your URL and instantly share online. Use skrbl to collaborate with others or, keep it your own private web space. Write notes, sketch drawings, upload pictures, share files... Everyone sees the same screen, Everybody stays on the same page.

Review of Research Finds that Theories of Collaboration are Incomplete A review of research finds 6 distinct explanations for collaborative alliances. None, however, is able to explain fully the preconditions, processes, and outcomes of collaboration. Any comprehensive theory of collaboration must start with a revised definition.

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.

it doesn't help us understand if Web 2.0 concepts like crowdsourcing actually work well in the enterprise.  For one thing, instead of recruiting people who have previously had no relationship with you and cost-effectively aggregating their time together to create large levels of new output, employers have a zero-sum game with Web 2.0 inside the firewall.

the best that Web 2.0 and Enterprise 2.0 applications like blogs and wikis can do it increase the productivity of existing business processes by improving efficiency as well as allowing them to self-improve through emergent structure and behavior.

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.

  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.

SearchTogether can benefit any group of people who are interested in investigating a topic together, such as students working on a group report, colleagues working on a joint project, or friends planning a shared vacation or other social activities. SearchTogether supports both synchronous and asynchronous collaboration styles.