“Web 2.0″ was originally coined by O’Reilly Media in 2004. Web 2.0 properties are perceived as harbingers of second-generation Web usage, such as interactive communities and hosted services that facilitate collaboration and sharing between users.

“Web 2.0″ is also one of the most overused and abused terms on Wall Street, sublimely crafted to reinvigorate investing in online entities that remain rooted in Web 1.0 technologies. Even though much of the machinery behind the Web remains relatively unchanged — just upgraded, versioned, and rebundled — people surfing the Web have changed. Web netizens have progressed beyond solely seeking information to embracing greater levels of interaction, even if it’s virtual. It’s not enough anymore to deliver goods as promised from an e-commerce site. Merely informing your online audience of breaking news is passé, and amusing visitors with quirky applets is seriously behind the times.
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For many of today’s companies, a greater volume of work is expected from a limited number of employees. This environment makes it essential for companies to have a strategy in place to nurture and track employee talent. A lack of effective talent management can critically impact business operations and employee productivity. For example, companies without adequate sales and support training programs take longer to bring new products to market; customer retention issues arise from poorly trained support representatives; and employee productivity remains low when workforce talent is not aligned with business processes and goals.
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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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Last month I was fortunate enough to be invited to a private roundtable of operator executives and entrepreneurs asked to share their ideas and opinions on the opportunities and challenges facing the mobile data industry. Now it’s a very rare day when these two constituencies can agree on anything, so imagine my surprise when both camps reached a consensus on the positive impacts that Web 2.0 services will have on non-voice revenues.
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The advantages of the Linux operating system (OS) are strikingly similar to the benefits Sun has built its business around for more than 20 years. That’s why the Linux OS is central to Sun’s vision and product development strategy today. If you’re implementing SAP business solutions on the Sun platform, now you can have the best of all worlds: The proven reliability and maturity of the Solaris™ Operating System in the data center; the manageability and usability of the Linux OS at the network edge; and the freedom to implement the optimal environment for the task at hand.
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