Decisions 2.0: the Power of Collective Intelligence Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Companies have long used the team to solve problems: a focus group study of the needs of customers, customer surveys to understand the market and listen to the annual meetings of shareholders. But the words "decide", "explore", "understand" and "listen" has taken on a whole new meaning. With the latest technology, including many Web 2.0 applications, companies can now connect to the "collective" on a larger scale than ever before. Indeed, the increasing use of information markets, wikis, crowdsourcing, "the wisdom of the crowd" concept, social networking, joint programs and other web tools represent a paradigm shift in the fact that many companies make decisions. Call it a new era of "Solutions 2.0". But with the proliferation of these technologies requires a basis for understanding what type of collective intelligence can be (or not), it is desirable (or not) and the availability (or not) - and under what conditions. At a minimum, managers should consider the following key issues: the loss of control over a variety of experience, participation, police, intellectual property, and mechanism design. By understanding these important issues, companies such as Affinnova, Google, InnoCentive, Marketocracy Threadless and successfully implemented solutions 2.0 applications for a variety of purposes, including research and development, market research, customer service and knowledge management. Bottom line is this: For many challenges the company faces, then it could be a solution out there somewhere, far away from the traditional places that managers may seek, within or outside the organization. The trick, however, is to develop the right tools to search for the source, and then click on it. "Hide
by Eric Bonabeau Source: MIT Sloan Management Review 10 pages. Publication Date: January 1, 2009. Prod. #: SMR302-PDF-ENG