Traditionally, Microsoft’s core business has been focused on the Windows platform and the Office suite. Windows and Office, by all means, continue to be the heart of Microsoft. The latest versions of the flagship products, Windows Vista and the Office 2007 System, made available to the public at the end of January 2007, have fueled the vast majority of the company’s most recent fiscal second quarter record financial results of $16.37 billion in revenue, and $6.48 billion in operating income. With Office SP1 out of the way at the end of 2007, Microsoft is currently building Windows Vista Service Pack 1, Windows XP Service Pack 3 and Windows 7 client platforms, as well as putting the finishing touches on Windows Server 2008.
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Facebook is one of the most popular Internet sites today. A key feature that arguably contributed to Facebook’s unprecedented success is its application platform, which enables the development of third-party social-networking applications. Understanding how these applications are installed and used is important for the function and utility of web-based online social networks, e.g. to better engineer them and/or to design advertising campaigns.
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The rise of the software-as-a-service paradigm has led to the development of a new breed of sophisticated, interactive applications often called Web 2.0. While web applications have become larger and more complex, web application developers today have little visibility into the end-to-end behavior of their systems.
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Over the last decade, a radical shift has occurred in the way customers interact with the marketplace.The traditional mode of using defined channels of communication has given way to a broad array of connection points.Along with this shift, today’s customers have come to expect a higher degree of transparency from firms providing products upon which they rely. Companies that are unsure how to engage in the new paradigm often meet this expectation of transparency with mixed signals.As traditional channels erode, and a broader community ecosystem emerges, companies must rethink their loyalty equation by understanding how to engage in the new environment.
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Changes in the way people are using the internet are a constant source of interest in the publishing industry. Events such as Rupert Murdoch buying mySpace for $US629m in July last year show how the industry is watching and investing in new media.

The internet is a constantly evolving place. New ideas and new communities are springing up and disappearing at a rapid rate, changing the network as they go. Some ideas are more significant and lasting than others, with the potential to affect the way we live and work.
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This paper is intended to discuss the impact of Web 2.0 on knowledge management (KM) and the future orientation of KM. These days, the term KM is used rather less than hitherto. However, as Web 2.0 has made its debut and user participation-type culture has expanded, the new concept of “collective intelligence” has been attracting attention. Opinions are currently being advanced with regard to the concept and process of KM and the system architecture that can be used to implement it. This paper also deals with the issue of knowledge provision, a traditional issue of KM, and introduces a KM model in the context of the Web 2.0 age that can expand collective intelligence in a positive spiral by closely linking it to knowledge extraction from various communication tools and job systems.
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It is hard to pinpoint the moment of Web 2.0’s emergence – because there was not one. The was no release of a single new technology. There was no single economic insight or business model that completely disrupted existing markets. There was no industry consortium that defined a new standard. If forced to pick a moment, perhaps Google’s IPO will serve historically as the marker – in the same way that Netscape’s IPO’s is often used to signify the birth of the dot com era. At any rate, at some point over the past 12 to 18 months several factors have aligned and a there is now recognition that the companies and web services that are moving the internet market today share many common characteristics.
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As Web 2.0 capabilities proliferate and are widely adopted by consumers, figuring out how to leverage them will become crucial to corporate competitiveness. What is “Web 2.0” and what are its broader implications for corporate strategy? What are the opportunities to deploy these capabilities for internal collaboration and external customer engagement? And most importantly, what organizational, cultural, and leadership changes will be required to leverage these new modes of doing business over the next few years?
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