Web 2.0 is ultimately about understanding the rules of business in the network era.

Harvest every bit of user contribution, not just the explicit. Your business has thousands of touch points with customers. When they buy from you, they contribute data as well as money. When your suppliers increase their prices, or change their delivery times, they contribute data to you. When you advertise, and people respond (or don’t), they contribute to you. When you introduce a new product, when you do something your customers love, or hate, and people talk about it, they contribute.

It’s no longer good enough to gather data and analyze it, then propose and adjust strategies over the next budget cycle. You must infuse your organization with IT, so that, like Walmart, your supply chain responds every time a customer rings up an item at the cash register. This is how Walmart is like Google. No, not the website, but the live enterprise, which learns and responds.

Web 2.0 thrives on network effects (also known as virtuous circles): data begetting more data, services getting better in such a way that they are used more often, until you are so far ahead of the next guy that he can’t catch up.

Tim O’Reilly’s revised definition vom Web 2.0 (weg vom technokratischen (compact 1, 2005), weg vom neoglobalistischen (compact 2, 2006), hin zum datahamsterhegemonialen) ((natürlich hat er recht, aber die begriffsbestimmung wird tatsächlich immer dünner, je weiter sie sich von der kulturellen informiertheit – nicht dem mitmachdings oder dem überbau der demokratischen gutheit usw. – entfernt. as is ist es im grunde wirklich nur mehr auf die walmart’schen cash registers und die anschlussprozesse zusammengekocht, und das kann es ja auch nicht sein))