What is the Future of Work?

Much has been made recently about one of the stand out trends of the times we live in: Everything is becoming infused with technology. Software is eating the world it is said. Some have claimed that next it might even eat the jobs, which to some degree is almost certainly the case. With only a little bit of irony, Hugh MacLeod humorously noted this week that software may eventually eat all the people. But even that could be a bit closer to the truth than some of us might expect.

But the point is this: In the last half-decade alone, most of us would admit the societal and cultural shifts that technology and global digital networks have wrought is nothing short of astounding:

Social media is relentlessly chipping away at the power and control that companies and governments have long enjoyed almost exclusively over the rest of the world. Supply chains, talent management (hiring), customer service, product development, and just about every function of business is being transformed by things like 3D printing, social recruiting, customer care communities, crowdsourcing, to only name a few of the more important examples. That’s not even looking at the macro changes (example: Arab Spring), in which digital/social is impacting the fabric of entire nations. In all of these cases, the power and control is shifting to the other side of the network, to what many now call the ‘edge’, where most of us are.

Unfortunately, there remains a constituency that remains stubbornly in the back of the pack when it comes to the large scale changes happening in the world today. Surprisingly, this constituency formerly used to actually lead the technology world. Instead, it is now dragged along by consumer technology companies and their customers. Yes, I am referring to our corporations, to which I’ll add our institutions, including our governments and associated entities.

Related: Rethinking How We Transform Our Organizations for the Future

The Future of Work, Technology, Business, Culture, and Society

I’ve explored many times in recent years how traditional businesses have essentially lost the leadership mantle when it comes to technology. But finally now there is an increasingly concerted effort to take some of it back, to get back in the game, to use the realization that the methods we’re using in large organizations to apply technology to work is often failing, and badly.

This has led us generally to a broader global discussion on the future of work. With our institutions, expectations, and behaviors undergoing a steadily increasing rate of change, where is all this taking us? What will the workplace of the end of the decade look like and work like? That has been a question that’s been coming up more and more frequently. The answers are often focused purely on the externally obvious — and their easily determined — differences, such as the wide range of disruptive new technologies moving into the workplace today. While the technology is certainly a subject of fascination and I’ve been talking recently to audiences around the world about it, it’s not enough. We must move the conversation up a level and talk about the changes to us, the people that make up our workforces and our customers, and which are taking place as our businesses move deeper towards a very different 21st century model of work.

When then does the the future of work look like? Nobody has the full picture of course, but I am increasingly sure it broadly looks something like this:

The Future of Work: The Key Aspects

  • The evolution of the business/worker compact We are on a trajectory that has taken us well away from lifetime employment, guaranteed pensions, and single careers where largely benevolent, parent-like corporations looked after their workers, to a model where the principle actors, both companies and individuals, are much more autonomous, self-interested, and dynamic. Like all things this has trade-offs, but in the large this directly facilitates more rapid evolution of those involved and potentially creates a richer, more rewarding — if seemingly riskier — work environment for us, especially if we’re self-actualizing. There are other implications as well.
  • CSR/social enterprise and the need for business to go beyond a basic value proposition. It’s not good enough just to sell products and services anymore. Companies and their workers must be thinking about the bigger picture as the marketplace is increasingly demanding that the businesses they work with are concerned about overall global outcomes. Sustainability, environmentalism, corporate social good/responsibility, and other urgent qualitative matters of policy and governance are going to increasingly infuse how we work. Doing this successfully will require a very different mindset in our workforce than our traditional organizations typically have cultivated in the past.
  • New modes of management and workforce collaboration. The management theory — or more likely theories, plural, as there are probably several good ways of thinking about it as I’ve recently explored — for the future of work is starting to emerge. The same with team, department, company-wide, and mass collaboration. Then there is the collaborative economy that is genuinely remaking very concept of how business works for the digital era. Read some of Harold Jarche’s latest musings on work to get a sense of what the mechanics might look like, as well as Stowe Boyd’s recent thoughts on going back to the fundamentals with social business thinking.
  • New transformative workplace technologies. Everything from wearable tech to mind/machine interfaces and increasingly commonplace social business tools are changing how we will work. This will further change expectations and possibilities. I’ve explored the important technologies to watch this year, but there are many others in the wings and they will only come faster and be increasingly impactful. Our businesses are also becoming platforms in every sense of the word, becoming technologies in their own right. As Fred Wilson observed yesterday, it’s increasingly urgent for organizations to find — and become — the next platform.
  • New approaches for addressing diversity and inequality. While still I’m on the fence about the best ways to address these, you can be sure there will be enormous investments made through the rest of the decade by businesses, government, and other institutions to start tackling the structural issues in the global economy. We’ve increasingly learned and come to accept how much they impact business performance and the bottom-line.
  • A shift in the fundamental relationship between workers and business. This can be most clearly seen in the inversion of the traditional model of business, realized directly by the flourishing of vast numbers of self-organizing online communities. Now people can just come together online and create shared value without an intermediate organization that would otherwise have to the resources required to meet their needs. What does this mean for how important the traditional model business and work will be to people? The classical enterprise clearly isn’t as necessary as before for many purpose. Now we need to look ahead and see how these trends will affect how we structure, manage, and operate our organizations.
  • Co-evolutionary changes in society and global/regional culture that impact the workplace. Technology improves what’s possible by dramatically lowering the effort, time, or cost of doing something, or even makes something entirely new possible that was simply impossible before. This sets expectation and enables/encourages new types of behavior in people and society as a whole. These soft changes in us then drive the exploration of new technologies guided by behavior changes and new norms. We need to better understand where this co-evolutionary process is taking us, as well as anticipating how these new directions will impact it will affect our businesses.

Surely, this list is fairly incomplete. Unfortunately, more change is taking place now than we can really individually know (and is one reason why I believe locally autonomous adaptation is essential to the future of work.) Given how disruptive change has been in the last 20 years, remaking industries, creating giant new entities (Internet, Web, and cloud ecosystems like Amazon, Google), and dramatically changing what’s possible, the next-generation of work is likely to be almost radically different, while also being incredibly interesting. It’s worth it for us to find out as much as we can so we can prepare and anticipate the future, with the goal of avoiding unnecessary disruption — preferably being the author of your own disruption — while capturing increasingly historic opportunities.

Additional Reading:

Ten strategies for making the “Big Leap” to next-gen enterprise | ZDNet

What Most Digital Strategy Underestimates: Scale and Interconnected Change | On Web Strategy

Does technology improve employee engagement? | ZDNet

Can technology improve business innovation? | ZDNet

Digital Business Ecologies: How Social Networks and Communities Are Upending Our Organizations

As we’ve watched digital networks reshape just about every aspect of business these days, I’ve found that we’ve struggled to come up with the right words and ways to describe a very different way of working. From vast app stores and pervasive streams of big data to enterprise social networks and customer engagement, the rules that Internet-based models of business impose are often very different.

Yet some well-known elements of business haven’t necessarily changed and have only become more pronounced: For example, scale is one of the single biggest challenges in moving to digital and social business, but has also been a challenge in our globalized world for some time. Today’s pervasive network connectedness is making this factor ever more pronounced. For organizations now this typically means having to maintain tens of thousands, or even millions, of simultaneous conversations with the marketplace for critical activities such as marketing, sales, and customer service. It also means most businesses will have to manage an order of magnitude more suppliers, business partners, and other 3rd party relationships (example: open APIs are a great harbinger of high scale in digital supply chains.)

Thus, the challenges of magnitude infuse everything in digital: Distribution, supply, engagement, control, competition, and even — or perhaps especially — security and sustainability. However, in other areas, especially where digital and social networks fundamentally change the fabric of things, we still don’t have clearly identified constructs, or even good words that we can use.

Digital and Social Business Ecologies: How Workforce and Market Engagement Are Blending

For instance, it’s been abundantly clear for a decade now that open digital communities are a new and revolutionary construct that have gone on to literally change the world. From upending media and software (social media and open source communities, respectively) to remaking the fundamental nature of how business in all industries gets done (collaborative economy), large, self-organizing communities are taking the lead. Digital technology even changes the underlying forces of the age-old concept of community. For example, even though the idea of community has been around since there have been people, the digital incarnation seemingly does something a bit different: Instead of forming insular walls that group people together, digital communities tends to group people together and break the walls down.

It’s here that I think we’re missing the name of a key concept, or at least, we’re not using one that needs to be applied here. Specifically, I believe that the relationship between the traditional enterprise and online communities has been greatly underexplored. For sure, we have many good examples now of enterprise communities that have created results across our value chains today.

But what we don’t have is a good understanding of what relationship communities should have to business at a strategic level. Are communities an adjunct to a specific function under certain conditions, such as customer service communities or product development/innovation communities when existing traditional processes underperform? Are communities to be the primary delivery model, or a secondary? My belief is that this thinking is now too incremental.

Instead, I believe businesses should now focus directly on moving to community-led business structures and processes as a first class citizen. The force multiplier of social technology here has simply proven far too great not to put at the core of our businesses, and not doing so has begun to have significant competitive and sustainability implications.

To get there, we need to talk about digital communities and business in new ways that explain their new relation to the enterprise much better than we do today. I’d like to suggest that as digital business practitioners we starting exploring this landscape in the form of ecologies, when we talk about business and community. Why ecologies? Because of what the term means:

Ecology (from Greek: οἶκος, “house”; -λογία, “study of”) is the study of interactions among individuals and their environment.

Therefore, it behooves us to much better understand — in relation to our stakeholders — the exact nature, interaction, and possibilities of communities and business, a twin environment we’ve not really had before in business as the highest order concepts. The motivation here is that the new fundamental environment for business in the 21st century is the digital network, and specifically, online communities of every description. Given the way they are upending what’s possible in terms of how to achieve just about every function in business, it’s time we capture a more complete conception of their role. I believe this means articulating their centrality to the operating model of many or most activities in the enterprise today.  While that sounds like a bold statement, I believe the results we’ve seen so far (see the nearly 100 case examples we put in Social Business By Design for a small sample) fully bear this out.

As my good friend Stowe Boyd recently wrote [my emphasis]:

We need a CDO-style figure in most businesses — if not the CEO — to make that transition to a postnormal footing, where work technology is at the core of what everyone does, not an afterthought or add-on. The inability of traditional IT to deliver on the promise of today’s technology is the universal business facepalm of our day.

Network technology is dominating the transformation of business today. Now we need to successfully adapt our management theories and practices to this new reality.

Additional Reading:

Digital diaspora in the enterprise: Arrival of the CDO and CCO | ZDNet

What Most Digital Strategy Underestimates: Scale and Interconnected Change | On Web Strategy

A new reality between the CMO and CIO | ZDNet

Enterprises and Ecosystems: Why Digital Natives Are Dethroning The Old Guard | On Web Strategy

Four key takeaways for digital transformation | Econsultancy

On Web Strategy

Global Use of Social Networks and E-mailMy old Web 2.0 blog is finally closing due to hosting issues so I’m moving the conversation here going forward. I’m also relocating my large library of old posts and visuals to this blog over the next few weeks. Collectively they’ve had over 12 million views and are witness to an amazing time in the history of the Web, business, and society. 

It’s been a profound era of change by any measure, and one that we’re fortunate to live through. Over the last seven years we’ve seen the rise of social media, Web 2.0, Enterprise 2.0, and now social business. Put simply, the Web-based world has changed nearly everything about the way we globally connect together and create shared value. For now, this blog as well as ZDNet, ebizQ, Dachis Group, and Hinchcliffe.org, will be where I will continue exploring the emerging edge of business and technology, with this blog focusing more on the Web itself and my other channels focusing more on the enterprise aspects.

I’m renaming this blog to On Web Strategy because I’ll continue to focus on the way the Web works, particularly what makes it so powerful for those that understand it. There’s lots of exposition available online about the changes taking place today, but not enough exploring the specifics of how Web-based networks are driving pervasive change. Among the endless information streams available now, there’s still room for more thorough examination of the way the Internet is co-evolving into the single most powerful platform for self-expression in history. I believe this is true whether you’re a person or a business; there is no other place nearly as compelling, innovative, valuable, or relevant today. And the Web itself, far from reaching maturity, remains the single most exciting — and most rapidly moving — place to improve and transform how we live and work.

Knowledge Work Dominates U.S. Labor by SectorWhile my primary interest lies in connecting the two too-often loosely connected roads of business and technology, I think the increasing convergence between them is where much, if not most, of tomorrow’s opportunity resides for those that can successfully overcome the obstacles. For its part, social media has become a leading force for value creation in the world along with the rest of our digital footprints, with which we are now creating the richest and most vibrant record of our times. Visionary enterprises are now seeing how to tap into this and join in partnership with the rest of the world to create entirely new types of products and services together with their customers. From the data, it’s clear that social co-creation and other new and closely related models, such as crowdsourcing, are genuinely changing the nature of human activity, especially value creation, control, ownership and other less-tangible qualities like trust, openness, and understanding.

While some organizations and individuals will continue to debate the actual magnitude of the changes that the new low-barrier, high scale, and virtually free tools of self-expression are fostering today in the large, there’s little doubt looking at the macro trends that momentous things are happening. I have certainly been asked, “are these changes as big as the printing press? As big as mass media? How about personal computing” Yes and yes and yes. And much more significant in terms of actual change wrought. I’ve included here a few recent pieces of my research that illustrate the case that the business, cultural, and societal landscape is being remade right now, and doing it quickly in some cases. This includes the following data points:

Trends and Drivers of Work and Life Today

    Portion of the Web That's Peer Produced
  • Social is how we communicate today. There has been a generational change of communication from point-to-point (e-mail) to social in four short years (see first figure above). Certainly e-mail is in decline and will be with us for a decade or two, but it has dramatically lost its prominence and relevance in recent years. For now, social media is the way we increasingly prefer to connect and work together. Traditional organizations have had some trouble catching up to these trends, but I’m finally seeing evidence that they’re doing so.
  • Knowledge work is the driver of our world economy. People-based activities centered around the creation and exchange of information (financial services, real estate, education, media, governing, etc.) are what modern economies are built on (see second figure above.) Methods that greatly improve the creation and exchange of information will have inordinate value, especially models that optimize for it, i.e. social media and by intent, social business. Knowledge work is about 60% of the labor force today and growing steadily. The less valuable service economy is growing as well and is also a beneficiary of these new and emerging forms of communication and collaboration.
  • Peer production is now the primary motive force for creation and sharing. Centrally controlled models for production in business and government are much less powerful and inordinately more expensive. The creation of information on the “edge”, by individuals, has transformed traditional media as well as the Internet: It’s now made by us, with approximately 80% of information on the Web (see last figure, right) now coming from user generated content. In the future, sensors and other information generators may outpace us, but for now the most important trend is that productive capability has moved decisively into the hands of us out there in the long tail.

What does this all mean? That’s what this blog was developed to figure out. Come back and visit. I’ll be exploring Web strategy and cutting-edge innovations that are likely to have significant impact to the way we run our organizations and live our lives. Please drop me a line if you want to share your ideas, or better yet, contribute them in comments below or in your own blog or social network.

Product Development 2.0

While the window on using the “2.0” suffix is probably closing, I thought it would be worthwhile to explore an especially significant trend in 2006 that will likely see much more widespread uptake in 2007.  Specifically, I’m talking about building highly competitive online products by turning over non-essential control to users directly via the Web.  For now, I’m calling this online business trend “Product Development 2.0”, a concept that embodies the use of Web 2.0 concepts such as harnessing collective intelligence, users as co-creators, and turning applications into platforms, three of the most powerful techniques in the Web 2.0 arsenal.

What is Product Development 2.0 exactly?  It’s an informal term I’m applying to something that online startups and traditional businesses both are increasingly doing: leveraging of mass user contributions, providing open architectures for others to build on as they like, and even handing control over key product decisions directly to users.  The reasoning behind doing this is simple:  Satisfied customers have always been essential to having the most successful business, both online and offline.  But how best can you ensure that they get exactly what they want from you, as customized and quickly as possible?  This is where the scale, new tools, and business models of Web 2.0 have stepped in, giving us the potential to provide our customers with better, rich products, much more quickly, and with more of what they want.  Taken as a whole, it’s increasingly clear that there are new business models afoot that are just now being well understood.

Product Development 2.0: Apply Web 2.0 to Product Creation and Development

Given that any business typically is vastly outnumbered by its customers and potential customers, and that putting a bureaucratic, centralized product development team into the critical path of product creation and ongoing maintenance highlights how little we can actually serve them, especially in an individualized way. And with everyone online, it’s increasingly obvious where the biggest source of talent, engagement, innovation, agility, and worker bandwidth really lies: with your customers.  Using the techniques and technologies that have emerged in just the last few years, you can now finally give them the tools and motivation to tweak, tune, refine, and contribute to your products and services.  And increasingly, they’ll probably do it.  YouTube is still currently one of the best examples of user co-development of a world-class product in its pure form (65,000+ videos uploaded by users per day), but sites like eBay, Slashdot, and many others have been leveraging their users in product development for a long time now.  And as it turns out, Product Development 2.0 is not a small topic and starts off at collecting explicit user contributions, leveraging the Database of Intentions, and putting in automated real-time feedback loops to identify the best or most popular new content or capabilities for other users that come along later.

It’s important to note that it’s a fundamental shift for a business to turn over a large part of its product development to its users, becoming more of a mediator and facilitator than a product creator or owner.  This is the shift of control from institutions to individuals that the apparently relentlessly democratizing force of the Web has begun exerting on the business models of organizations of every description around the world.  As more organizations figure out how to apply Product Development 2.0 to their individual offerings, they will reap significant competitive advantage over those not harnessing the Web to directly connect to customers and begin a rapid and never-ending innovation cycle.  This is another aspect of the perpetual beta concept that reflects the fact that increasingly, products and services online are never finished, and indeed, can’t ever be finished as changes and additions seamlessly pour in over thousands of millions of Internet connections.

But enough about the possibilities.  Let’s talk some examples, both in terms of what older style product development did vs. what this new style is doing.  Finally, let’s talk about some companies actually doing this successfully.  Note: Incidentally, though I normally write about services in terms of Software as a Service (SaaS) or Web Services, for the purposes of this discussion I’m talking about non-physical business processes for sale, such as car or medical insurance, tax preparation, etc. and not software.

Like the recently discussed Programming 2.0 concept — a set of software development tools, techniques, and attitudes that is, not incidentally, enabling much of this — and the original Web 2.0 definition, it is examples in lieu of principles that’s one of the best ways to paint a picture of what appears to be happening in the evolution of product development:

The Move to Product Development 2.0


  Product Development 1.0  Product Development 2.0 
Primary Customer Interaction Channel:  Telephone, Mail, Face-to-Face, One Way Media (Print, TV, Radio, etc.), e-mail
World Wide Web, e-mail, IM
Source of Innovation: Organizations Customers
Innovation Cycle: Months, Years
Minutes, Hours, Days, Weeks
Content Creators:
Internal Producers  External Producers
Feedback Mechanisms: Market research, satisfaction surveys, complaints, focus groups Analytics, online requests, user contributed changes
Customer Engagement Style: Controlled, well-defined process Spontaneous and chaotic
Product Development Process: Upfront design
Less upfront, much more emergent
Product Architecture: Closed, not designed for easy extension or reuse by others; walled garden
Open, very easy to extend, refine, change and add on to, ecosystem friendly, designed (and legal) for widespread remixing and mashups
Product Development Culture: Hierarchical, centralized, Not Invented Here, somewhat collaborative, expert-driven Egalitarian, decentralized, remix instead of reinvent, highly collaborative, Wisdom of Crowds
Product Testing: Internal, dedicated test groups, hand-picked select customers Users as testers
Customer Support: Customer Service
User Community
Product Promotion: One-Way Marketing and Advertising
Viral propagation, explicit leveraging of network effects, word of mouth, user generated and other two-way advertising
Business Model: Product Sales, Customer Service and Support Fees, Service Access Charges, Servicing High Demand Products
Advertising, Subscriptions, Product Sales, Servicing All Product Niches (The Long Tail), Unintended Uses
Customer Relationship:
External Buyer (Consumer) Partner and — increasingly remunerated — Supplier (Consumers as Producers )
Product Ownership: Institution, particularly executive management and shareholders Entire User Community
Partnering Process: Formal, explicit, infrequent, mediated Ad hoc, thousands of partners online, disintermediated
Product Development and Integration Tools: Heavyweight, formal, complex, expensive, time-consuming, enterprise-oriented
Lightweight, informal, simple, free, fast, consumer-oriented
Competitive Advantage: Superior products, legal barriers to entry (IP protections), brand name advantage, price, popularity, distribution channel agreements #1 or #2 market leader, leveraging crowdsourcing effectively, mass customization, control over hard-to-create data, end-user sense of ownership, popularity, cost-effective customer self-service, audience size, best-of-breed architectures of participation

It’s worth noting a couple of key points about the table above.  One is that the Web makes the shift of control possible by putting every business in direct contact with every one of its customers.  No small system can remain unchanged by sustained contact with a much larger system, and this means that any business (which is the small system in this scenario) which embraces its customers over the Web in a two-way fashion will likely undergo a move fairly quickly from the first column to the second.  The fact is, if you have loyal customers who like the products and services that you offer online, you’re going to have a hard time avoiding the shift of control and opening up of your product designs and architecture.

The second is that those that play to the strengths of the Web as platform, instead of trying to fight it, can exploit the most powerful software platform, or indeed, platform of any kind, that has been created to date.  Triggering network effects, building an extensible platform out of our product offerings (whether it’s an online software application or if you’re an insurance company, doesn’t matter), and you can see the advantage to be had in the assyemtric model of business on the Web; all of the potential is on the edge of our networks now (where the users are) instead of the middle.  And waiting too long to enter the Product Development 2.0 arena potentially means waiting for your competitors to get their ahead of you.  And the longer you wait to get the clock started on collected the Database of Intentions (continuously turning 100% of all customer interaction into enriching your product dynamically), the more likely you will face competitive dislocation and even lock-out.  Amazon is famous for collecting user contributions to enrich their product database and they are about a decade ahead of potential competitors of in terms of the enriched, hard-to-recreate database they have built.

Now on to a few examples to highlight what companies are actually doing that has many of the elements of Product Development 2.0.  First, the usual preamble about checklists of features; just like Web 2.0, one doesn’t have to implement every one of these in order to deliver better results, just the ones that apply in your situation.  So let’s look at a couple of stories of companies — and I have many others I’ll be sharing as soon as I can — that are going part of the way down the Product Development 2.0 path and getting valuable early experience.  I selected real-world companies since that’s the majority of companies that have to figure out whether they’re going to play in this space or let others do it for them.

Product Development 2.0 Examples 

XM RadioXM Radio is a satellite radio provider that has recently embraced some of the tenets of Product Development 2.0.  Compellingly, the Top 20 on 20 channel is one of the most popular channels XM has yet created.  Why? Because control of it has been entirely handed over to its users.  Says the Wikipedia entry on Top 20 on 20: “The channel plays everything new from rock to rap, with the songs chosen by online votes to the XM website. One can also vote their favorite songs by calling the station number, or text messaging. The channel is completely automated by listener voting with no DJ interruption. [DH- My emphasis] Top 20 on 20 is also one of the most popular music channels on XM. According to XM’s internal research, the channel achieves 1.8 million listeners a week.”  And though the channel was relaunched with some changes in December that have proven unpopular to many (less music, live DJs), it presents the cautionary tale of what happens when you assert bureaucratic authority over something that you’ve co-developed with your users; the possibility that you’ll kill the goose that lays the golden eggs of user contribution and engagement.

General MotorsGeneral Motors conducted its highly innovative Chevy Apprentice campaign early last year and made quite a demonstration of convincing users by the thousands to generate online video commercials for its new Chevy Tahoe SUV. By opening up the contest to anyone on the Web and only screening submissions for truly objectionable content they were able to elicit a stunning 22,000 user generated commercials exhibiting an impressive variety of creativity with both positive and negative messages.  From the beginning of the effort, they realized that in a freeform environment created by Web 2.0 tools, that they would only be able to respond to criticism and not control the message.  As expected, environmentalists famously picked up the tools to create ads savaging SUVs in general but GM’s Ed Peper understood that only by engaging in conversation instead of censoring dissent could they gain trust and get more information into people’s hands than they could otherwise.  Ultimately, GM created its own ads that highlighted the high amount of recycled parts and the best fuel-efficiency in its class of the Tahoe.  A brave piece of Product Development 2.0 for sure and one that many traditional business followers probably viewed incredulously as GM truly let their customers and potential customers co-create their advertising campaign with them on the world stage.  For the curious: You can see the many Chevy Apprentice commercials still up on YouTube.

The Potential for Disruption and Opportunity

The Web is a fundamentally different platform from any platform we’ve seen before. Unlike previous general-purpose platforms, the Web is fundamentally communications-oriented instead of computing-oriented.  Sure, computing still happens but what the Web does that’s so important is its ability to connect information and people together.  The hyperlink is the intrinsic unit of thought on the Web .  So, it’s information connected by links instead of programs that operate on data, that’s the basic difference.  But why does this hold the potential to put traditional product development on its head and usher in Product Development 2.0?  1) Because the aforementioned information can now truly be generated by anyone.  And 2) because we’re all nearly universally connected to this new medium by the devices on our desktops, in our briefcases, and in our pockets.  All of us can now be directly and continuously connected to the products and services which we need, which increasingly, is the rest of us and not a handful of large companies.  The very best companies in the future are likely ones that will create innovative new ways to facilitate innovation and collaboration by the hundreds of millions of us that can be reached and embraced by effective architectures of participation.  The big winners will enable us and encourage us to take control, contribute, shape, and direct the designs of the products and services that we in turn consume. 

The good news: Only a few industry leaders and early adopters fully appreciate the significance of these trends as yet or even how to fully exploit and monetize them.  There’s still enormous opportunity, and for existing businesses with large investments in existing business models, blowing your business model up before someone else does will be the order of the day.  This will prove though very hard for most to do successfully.  And therein lies the potential for significant industry disruption in the next 5 years as new players with core competency in Product Development 2.0 push older, slow-to-adapt businesses off the stage. 

While this is far-fetched for some, effectively embracing the Web is key to business success today.  Why do you think this will or won’t be the ultimate future of how we do business?