by Niall Cook, Oct. 14, 2008
http://www.enterprise2dot0.com

Thursday, 4th June 2009

• Publicated new homepage.
• Deleted friendlist.
• Publicated moolidoo application on Facebook
• Deleted prize catalog.
• Added list of Non Profit Associations, those will receive donation.

Friday, 30 January 2009

• Added Corporates and groups pages.
• Applied a filter on new moolidooser.
• Changed default privacy level.
• Added user mini panel in wordpress homepage if you are logged in. Added thanks function to wordpress homepage.
• Added link to expand homepage and display all users events.

Friday, 23 January 2009

• Migrated all muBank data on moolidoo community.
• Created tag cloud of Corporates and groups attitudes.
• Added search for function in homepage.

Tuesday, 20 January 2009

• Created system to set the privacy level for Personal Curriculum Services.
• Inserted the advices for users who don’t have any corportate/group.
• Created a new logic to search people to thank/nudge.
• Created flash message in job section.
• Update the pager of get panel.

Friday, 09 January 2009

• Changed links in the bottom bar of personal profile page.
• Created the new email for explain moolidoo to new users.
• Migrated all content pages on wordpress.

Monday, 15 December 2008

• Created the public nudge on homepage.
• Created the event list menù.
• Added the possibility to change your status on all pages.

Thursday, 11 December 2008

• Fixed a crash issue if an url is used in reason field of thank, nudge & gift panel.
• Fixed email address on signup activation & recovery password.
• Fixed layout on IE6 on our blog pages.
• Added filter to events list in your homepage.

Tuesday, 09 December 2008

• Fixed lost links all over moolidoo.
• Fixed “not logged in” layout appearing in some pages.
• Added new graphics layout to user homepage.
• Created www.moolidoo.com content pages.

Friday, 05 December 2008

• Corporates and groups now appears in your search.
• Activity alert… You’ll be automatically notified by email if you don’t sign in in a month. If you don’t sign in in 2 month, your balance will be set to 0.
• Wrong thanks email alert… If you give a thanks to an email that won’t activate in a month, you will be refund by the amount of moo used.
• Added link to moolidoo blog in homepage.
• Added language selector in all moolidoo pages.

Friday, 21 November 2008

• Added Privacy Policy document, you can read it on registration pages or via the link in the footer area of your homepage.
• Added internalization to moolidoo… you can now choose english or italian language.
• Added new public homepage, with two separate login, users and corporates and a Contact Us form if you want to register your own Corporate. The corporate one redirects automatically to corporate admin panels (if user is a corporate administrator)

Monday, 17 November 2008

• Added start and end work date to corporate membership.

Sunday, 09 November 2008

• Reveisited graphics layout for Corporates membership and Groups membership.
• Added subscription system capability with attitudes feature as a start: subscribing to this feature will show in your homepage what attitudes people sent to you with their thanks. A full profile page is will show counter for each attitude.
• Reverted status cloud to old positioning system due to overlapping problem!

Friday, 07 November 2008

• Changed status cloud layout & graphics.
• Added social graph to Corporate panels… Now corporates can see members relations!
• Added group creation in settings panel: now users can create and manage their own groups.
• Added thank/nudge user suggestion after a succesfully thank/nudge.

Monday, 20 October 2008

• Added this page! Keep track of moolidoo new features and bug fixes.
• Removed gift action from user own homepage and removed purchase action while visiting other user homepages.
• New registration process: added full profile form and captchas.
• Added autocomplete thanks/nudge/gift feature while visiting other user homepages.
• Corporate subscription fields (position and job description) now are editable in settings panel.
• Added some hint label on input textbox to semplify user interaction.
• Added search capability: now you can look for users name/status or products name/description.

To get the most from your Web 2.0 technologies, combine them with Enterprise 2.0.

by Billy Cripe and Vince Casarez, Jan. 06, 2009
http://esj.com

Enterprise 2.0 is an elusive buzzword-rich concept getting a lot of attention but without a common understanding or definition. Businesses want to be attentive to the desires and needs of their constituents, be they employees, customers, or partners, but they also want to protect their investments from technology fads and unsafe practices.

Enterprise 2.0 combines Web 2.0 technologies within a business context to derive greater business value than the individual Web 2.0 technologies may provide. The approach to get this done is a matter of wide debate and the path is littered with false starts and horror stories. In this article we will explain why Enterprise 2.0 is good for business, what Enterprise 2.0 deployments should include, and how it should be implemented within the organization.

In an American Scientist Online article about honey bees (see Note 1), we learned that honey bee scouts search for possible locations of a new hive, then communicate that information to the swarm members. Other bees consume this information, exam and evaluate a potential location, return to the swarm, and communicate their “thoughts” on how good the site is. Finally, when enough scouts promote the same site, a quorum is reached and the new hive location is selected.

This behavior in the humble honey bee community holds important lessons for businesses seeking to understand Enterprise 2.0. Taking a human-centric view of this bee behavior can lead to optimal business decisions expressed as valuing the following three principles:

* Diversity of independent information sources is critical to making the best decisions
* Aggregation followed by independent evaluation of the information leads to a core set of choices
* Collection and distribution of independent decisions enables a quorum to be reached as rapidly as possible

The exponential growth of information within the enterprise has been soundly documented. Contributing to this growth is the ease with which information is created and consumed. Web 2.0 technologies have increased user expectations regarding what is available while lowering the barrier to participation for those same users.

The adoption of these technologies is extraordinary. The popularity of Web sites such as Facebook (with almost 34 million monthly users) and MySpace (which averages 72 million active monthly visitors; see Note 2) are indicative of a diversity of users, and their adoption begs the question of why users are flocking to these systems. The answer is, like the honey bee scouts, they are communicating information to those with whom they have a common interest.

Business information is no longer communicated from just one information worker to another. Rather it is made available and then consumed, modified and repeated to all who show an interest in this information. No longer is the focus on pushing information to specific people. Instead, it is on collaborating with people. The Web 2.0 technologies enable a conversational approach to communication. The wealth and diversity of information that is being created independently is being shared and consumed conversationally.

Aggregation and Evaluation

When individuals participate in a conversation, they collect and evaluate the information from the other participants in their own minds and then respond. Web 2.0 technology takes the conversation and places it squarely on the Internet. The myriad of Web 2.0 sites (e.g. Flickr, Facebook, Wikipedia, Blogger) have transformed the once single-channeled communication medium into a buzz of overlapping conversations and communities. For businesses, this buzz is both alluring and immense, but the public Web has few (often no) rules of engagement or control over what is said or how it is presented. Business has no way of completely controlling the messages about their products and services that evolve from these communities.

This is where Enterprise 2.0 differentiates itself from Web 2.0 technology. Enterprise 2.0 starts where Web 2.0 cannot — it originates within the business. On the public Web, the overriding presumption is that users begin their conversation with others anonymously. Any person may navigate to LinkedIn.com and browse public user profiles. This paradigm is flipped on its head within the enterprise setting. Users start off as known entities with a specific identity or role. After all, they are employees of an organization working towards a common goal, just like the honey bee scouts.

They start with a shared purpose — the success of the business. Enterprise 2.0 capabilities begin with these shared business drivers that are missing from Web 2.0. Enterprise 2.0 then combines the many components of Web 2.0 capabilities into a complete and comprehensive platform on which business conversations and tasks are executed in context of the business goals. The Enterprise 2.0 platform combines all of the point features of Web 2.0 sites onto a single, business-enabled, context-aware system.

The successful Enterprise 2.0 platform is modular in its architecture. This way, businesses are able to add the features required as the business grows. There are three fundamental capabilities that any rich Enterprise 2.0 platform should incorporate from the outset.

The first is a centralized content or information management system. The concept of collaborating always begs the question of collaborating on what. Like the honey bee, workers are collaborating on shared goals that involve passing information in an efficient way. In business settings, this type of content sharing is subject to regulations and best practices. Where the human assembles conversational information in the mind, an Enterprise 2.0 platform aggregates conversational information in the content management repository.

Second, the rich Enterprise 2.0 platform incorporates native collaboration services. A rich Enterprise 2.0 platform should include participation services for social real-time conversations (e.g., instant messages), social content creation (e.g., wikis) and socially defined trust and authority systems (e.g., tagging and ratings). Where humans converse with voices in real time, the Enterprise 2.0 platform facilitates asynchronous conversations between not only people but also between communities and systems.

Finally, the rich Enterprise 2.0 platform must enable enterprise applications to participate in the business conversation. Knowledge and process workers collaborate on information that is used as the input to or output from business applications. A true Enterprise 2.0 platform explicitly enables employees to leverage technology to further the success of the company, not their personal social lives. Where humans converse on wide ranges of topics, the Enterprise 2.0 platform ensures that those conversations are relevant to the business.

Collection, Voting, Action

In all, Enterprise 2.0 is about bringing content to the employee in context so that attention will be kept on topic. The Enterprise 2.0 platform forms an information fabric in which knowledge and process workers are woven together with colleagues, customers, systems, and information. All relevant information is presented to the employee in the context that best suits the job or task at hand. Users are encouraged to participate conversationally with the systems, colleagues, and information that make up the daily work.

Ultimately, the goal of this participation is to tap into the energies and expertise of every individual and to deliver a synthesis of the good ideas. Aggregating the varied inputs, precipitating the valuable outcomes through team-enabled decision making, and enabling employees to make better business decisions is the result.

There is no substitute for creating an ecosystem inside the business where relationships and information come together in shared context. Users must be able to participate seamlessly with each other using systems that allow them to share information. The process efficiencies gained, the business intelligence gained, the trends predicted and spotted all lead to a significant competitive advantage. This new emergent enterprise is what business and Enterprise 2.0 is all about.

Notes:

2. Bryant Urstadt, “Social Networking is not a Business,” Technology Review, August, 2008

by Timothy Fisher, Mar. 06, 2008
http://blog.timothyfisher.com

Generation Y includes those in the age range 13 to 31. This is the largest generation ever, even surpassing the population of the Baby Boomers. In total their are about 80 million “GenYers”. This is a generation that has been brought up on technology. They have always had computers, cell phones, email, and instant messaging. They are now very familiar with Web 2.0 and social networking. This is also the next generation of employees that companies will be hiring over the next decade. This generation will come into your company with the expectation of Web 2.0 technologies, just as the previous generations expected email. Using social networks is as natural to GenYers as email is to GenXers.

GenYers have seen how Web 2.0 technology can be used extremely effectively in their social life and will expect nothing less in their professional life. They will wonder why a large company is not using a social network to enable and connect employees. They will wonder why their company is not using blogs to spread their message and respond to thier customers in a very transparent manner. Blogs and social networks allow GenYers to build networks of friends and associates. The good news is that these are all questions that should be asked because they have the power to transform your business, and if you are not asking those questions internally now, your company will soon be left behind in this new I.T. revolution. This new revolution is one that brings Web 2.0 technology and culture into the enterprise and it is often referred to as Enterprise 2.0.

Even as Enterprise 2.0 takes hold in many large corporations, there are still many other corporations that remain ignorant of this revolution. Some mistakenly think that Web 2.0 and Enterprise 2.0 is just about technology. They are the companies that are adverse to taking risks on new technology, so they quietly ignore the Web/Enterpise 2.0 revolution. The truth is that Web 2.0 and Enterprise 2.0 are not about technology. They are more about culture, social interaction, new ways of uniting your employee base, and new ways of effectively marketing your brand.
Enterprise 2.0 brings with it a massive change in culture that many companies are not ready or able to deal with. Companies that rely on strict top-down hierarchical organizations have the most to fear from the GenYers and the Enterprise 2.0 revolution. Enterprise 2.0 expands the power of the masses in your company at the expense of the power of the senior management and executives. When individuals act together socially, whether it is for personal projects or business related projects, their power becomes much greater than what they could have achieved working as an individual. GenYers expect their thoughts and ideas to be listened to and acted upon if they are good ones. They are not willing to sit back passively and follow the direction of someone simply because they are higher up on the “corporate ladder.” Enterprise 2.0 technologies allow a company to harvest ideas and innovations throughout the company rather than from a select few that sit on the top floors of their headquarters. Authors Charlene Li and Josh Bernoff refer to this inversion of power and influence as the Groundswell in a new book titled Groundswell: Winning in a World Transformed by Social Technologies, published by Forrester Research.

Enterprise 2.0 technologies allow a company to open up a bidirectional communication path between itself and its customers. Any single company is limited in terms of their internal resources and the amount of innovation and creativity that can be sourced from them. However, a company that can effectively use a much larger global community of social networkers can expand its abilty to innovate on a massive scale. If your company is not taking advantage of this ability to collaborate globally, your competitors are, and they will quickly surpass you with their ability to innovate.

Social networking sites like Facebook, Myspace, and LinkedIn allow individuals to meet more people, expand their social networks, and get more and better information faster and easier. Used inside of a company, social networking communities can energize an employee base and build a massively linked platform for knowledge sharing and collaboration. This platform will be a vehicle to capture tacit knowledge in ways never before possible. IBM has an internal social network called Beehive that has over 30,000 employees on it. A social network like this used internally will not only help your company share knowledge but you will find developers collaborating on innovative uses of technology, sales people mining new leads and exploring new sales opportunities, and management with a tool to monitor the pulse of the company.

A social network can also be used very effectively to create buzz around your brand and to increase your brand visibility. The book Groundwell describes how a company can make use of Web 2.0 technologies to get great benefits in marketing, product development, and customer support. Enterprise 2.0 is also where you will need to turn to find the best and brightest employees amongst the GenYers. More people, especially the younger ones, are moving away from large job boards like Monster and Dice as sources of jobs and instead finding jobs through their online social networks. Are employees at your company blogging? Does your company have any presence in the Web 2.0 world? If the answer is no, your company very well may be left out of the employer pool considered by the best and the brightest employees. [...]

Like other methods to innovate business, also Enterprise 2.0 could have different strategy to be adopted inside the company.

The common approaches are top-down and bottom-up.

In the first case the innovation arrives from the top management, and the goals of business collaboration are ROI, the maintenance of the leadership of the management, the achievement of the completely readiness of employees and teach the collaboration culture.

In the bottom-up approach, the innovation start from the employees which try advantage from the instruments those permit the collaboration with colleagues. They would interact together, identify themselves on their own company and receive trust from it, and spread enterprise 2.0 culture.

Apparently, there is only one goal in common, the culture, and this is the based of every winner innovation.
Management and employees have lo learn the culture of participation, and build on it their own goals.

moolidoo services offer a way to facilitate the spreading of the culture, the achievement of the goals and the overcoming of the barriers like aversion risk, low readiness to change, preference for hierarchy and power position :
- give moos to employees as benefit
- give the possibility to increase personal reputation day by day exchanging moos as result of collaborative behaviors.