![]() The competitive environment explained 28 percent, size and location 17 percent. ![]() Management capabilities ranked highest at 54 percent, meaning that good management is more than half of the battle in ensuring satisfaction with Web 2.0, a high rate of adoption, and widespread use of the tools. These three factors explained two-thirds of the companies’ scores.įurthermore, while all of the factors are slightly correlated with one another-for example, there are more high-tech companies in the United States than in South America-each factor by itself explains much of why companies achieved their performance scores. We then analyzed how these scores correlated with three company characteristics: the competitive environment (using industry type as a proxy), company features (the size and location of operations), and the extent to which the company actively managed Web 2.0. A score of 100 percent represents the highest performance level possible across the three components. To improve our understanding of some underlying factors leading to these companies’ success, we first created an index of Web 2.0 performance, combining the previously mentioned variables: adoption, breadth of employee use, and satisfaction. ![]() Drilling a bit deeper, we found that this 20 percent included 68 percent of the companies reporting the highest adoption rates for a range of Web 2.0 tools, 58 percent of the companies where use by employees was most widespread, and 82 percent of the respondents who claimed the highest levels of satisfaction from Web 2.0 use at their companies. According to our research, the 20 percent of users reporting the greatest satisfaction received 80 percent of the benefits. The findings demonstrate that success follows a “power curve distribution”-in other words, a small group of users accounts for the largest portion of the gains. An outside study titled “Power Law of Enterprise 2.0” analyzed data from earlier McKinsey Web 2.0 surveys to gain a better understanding of the factors that contribute most significantly to the successful use of these technologies. Web 2.0 technologies improve interactions with employees, customers, and suppliers at some companies more than at others. Despite the current recession, respondents overwhelmingly say that they will continue to invest in Web 2.0. We found that successful companies not only tightly integrate Web 2.0 technologies with the work flows of their employees but also create a “networked company,” linking themselves with customers and suppliers through the use of Web 2.0 tools. We also looked closely at the factors driving these improvements-for example, the types of technologies companies are using, management practices that produce benefits, and any organizational and cultural characteristics that may contribute to the gains. Companies that made greater use of the technologies, the results show, report even greater benefits. ![]() Their responses suggest why Web 2.0 remains of high interest: 69 percent of respondents report that their companies have gained measurable business benefits, including more innovative products and services, more effective marketing, better access to knowledge, lower cost of doing business, and higher revenues. We asked them about the value they have realized from their Web 2.0 deployments in three main areas: within their organizations externally, in their relations with customers and in their dealings with suppliers, partners, and outside experts. McKinsey Quarterly conducted the survey online in June 2009 and received 1,695 responses from executives across industries, regions, and functional specialties. Nearly 1,700 executives from around the world, across a range of industries and functional areas, responded to this year’s survey. This year, we sought to get a clear idea of whether companies are deriving measurable business benefits from their investments in the Web. Over the past three years, we have tracked the rising adoption of Web 2.0 technologies, as well as the ways organizations are using them.
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