前面列了一些互联网方面的创业公司，现在该说一下互联网目前的发展的总体趋势。
觉得Mckinsey的十大商业发展趋势说的不错，一下是相关内容转载：
到底什么才tech-enabled business（粗粗翻译的意思是IT支持下的商业模式）？什么才是最被看好的呢？
麦肯锡季刊的这篇文章给出了Top 10，原文点这里：
Trend 1: Distributed cocreation moves into the mainstream
Trend 2: Making the network the organization
Trend 3: Collaboration at scale
Trend 4: The growing ‘Internet of Things’
Trend 5: Experimentation and big data
Trend 6: Wiring for a sustainable world
Trend 7: Imagining anything as a service
Trend 8: The age of the multisided business model
Trend 9: Innovating from the bottom of the pyramid
Trend 10: Producing public good on the grid
每个理念的分析之后还给出了相关书籍阅读的参考！希望大家一起找到下一个金矿。
T 1. Distributed cocreation moves into the mainstream
分布式协作的先驱就是wikipedia和开源软件的开发者们了。而现在这样的互动模式渐渐成为business practice的主流了。
公司们以此来降低服务用户的成本和扩大范围。比如host一个客户服务的社区，有经验的客户还可以直接给新手们些建议。据估计，用户社区在处理一个问题的成本比传统的call centre低10％。
公司们还以此来做口碑营销（ word-of-mouth marketing）。比如宝洁的 P&G’s Vocalpoint network of influential mothers。
Facebook甚至利用社区的力量来完成产品开发，最近30万名用户被招募来将facebook翻译成70种语言——翻译成法语竟然只花了1天时间。.
Further reading: Jacques Bughin, Michael Chui, and Brad Johnson, “The next step in open innovation,” mckinseyquarterly.com, June 2008.
Michael Chui, Andy Miller, and Roger P. Roberts, “Six ways to make Web 2.0 work,” mckinseyquarterly.com, February 2009.
Josh Bernoff and Charlene Li, Groundswell: Winning in a World Transformed by Social Technologies, first edition, Cambridge, MA: Harvard Business School Press, 2008.
Clay Shirky, , reprint edition, New York, NY: Penguin, 2009. Back to top
- Making the network the organization
让组织成为一张开放的网，在组织内部能够打破地域、部门、业务的边界；在组织外部，让非雇员也为组织做出贡献——这一现象被称为“tapping into a world of talent.”——比如利用互联网技术使得公司的研发部门可以access全世界的专家。
组织的结构正在剧烈的变化、升级。
Dow Chemical就自己建立了一个talent的network，将以前的雇员，比如退休人员都囊括进来。
Amazon.com的Mechanical Turk就是一个在线的labor market；Innocentive 和Zooppa则利用企业外部的资源来为企业提供内容服务。
从长远来看，网络式的组织将不再关注工人们的归属问题，而关注一项任务的协力执行。
Further reading: Thomas W. Malone, The Future of Work: How the New Order of Business Will Shape Your Organization, Your Management Style, and Your Life, illustrated edition, Cambridge, MA: Harvard Business Press, 2004.
Lowell L. Bryan and Claudia I. Joyce, Mobilizing Minds: Creating Wealth from Talent in the 21st-Century Organization, New York, NY: McGraw-Hill, 2007.
Albert-Laszlo Barabasi, , New York, NY: Plume, 2009. Back to top
- Collaboration at scale
Across many economies, the number of people who undertake knowledge work has grown much more quickly than the number of production or transactions workers. Knowledge workers typically are paid more than others, so increasing their productivity is critical. As a result, there is broad interest in collaboration technologies that promise to improve these workers’ efficiency and effectiveness. While the body of knowledge around the best use of such technologies is still developing, a number of companies have conducted experiments, as we see in the rapid growth rates of video and Web conferencing, expected to top 20 percent annually during the next few years.
Further reading: Andrew McAfee, Enterprise 2.0: New Collaborative Tools for Your Organization’s Toughest Challenges, first edition, Cambridge, MA: Harvard Business School Press, 2009.
Erik Brynjolfsson and Adam Saunders, Wired for Innovation: How Information Technology is Reshaping the Economy, Cambridge, MA: The MIT Press, 2009.
James Manyika, Kara Sprague, and Lareina Yee, “Using technology to improve workforce collaboration,” What Matters, October 27, 2009.
Wolf Richter, David Bray, and William Dutton, “Cultivating the value of networked individuals,” in Jonathan Foster, Collaborative Information Behavior: User Engagement and Communication Sharing, Hershey, PA: IGI Global. Back to top4. The growing ‘Internet of Things’
The adoption of RFID (radio-frequency identification) and related technologies was the basis of a trend we first recognized as “expanding the frontiers of automation.” But these methods are rudimentary compared with what emerges when assets themselves become elements of an information system, with the ability to capture, compute, communicate, and collaborate around information—something that has come to be known as the “Internet of Things.” Embedded with sensors, actuators, and communications capabilities, such objects will soon be able to absorb and transmit information on a massive scale and, in some cases, to adapt and react to changes in the environment automatically. These “smart” assets can make processes more efficient, give products new capabilities, and spark novel business models. 6
Further reading: Michael Chui, Markus Löffler, and Roger Roberts, “The Internet of Things,” mckinseyquarterly.com, March 2010.
Hal R. Varian, Computer Mediated Transactions, Ely Lecture to the American Economics Association, Atlanta, GA, January 3, 2010.
Bernhard Boser, Joe Kahn, and Kris Pister, “Smart dust: Wireless networks of millimeter-scale sensor nodes,” Electronics Research Laboratory Research Summary, 1999.
Peter Lucas, “The trillion-node network,” Maya Design, March 1999. Back to top
- Experimentation and big data
Could the enterprise become a full-time laboratory? What if you could analyze every transaction, capture insights from every customer interaction, and didn’t have to wait for months to get data from the field? What if . . . ? Data are flooding in at rates never seen before—doubling every 18 months—as a result of greater access to customer data from public, proprietary, and purchased sources, as well as new information gathered from Web communities and newly deployed smart assets. These trends are broadly known as “big data.” Technology for capturing and analyzing information is widely available at ever-lower price points. But many companies are taking data use to new levels, using IT to support rigorous, constant business experimentation that guides decisions and to test new products, business models, and innovations in customer experience. In some cases, the new approaches help companies make decisions in real time. This trend has the potential to drive a radical transformation in research, innovation, and marketing.
Further reading: Stefan Thomke, “Enlightened experimentation: The new imperative for innovation,” Harvard Business Review, February 2001, Volume 79, Number 2, pp. 66–75.
Stephen Baker, The Numerati, reprint edition, New York, NY: Mariner Books, 2009.
Thomas H. Davenport, Jeanne G. Harris, and Robert Morison, Analytics at Work: Smarter Decisions, Better Results, Cambridge, MA: Harvard Business Press, 2010.
David Bollier, The Promise and Peril of Big Data, The Aspen Institute, 2010.
Janaki Akella, Timo Kubach, Markus Löffler, and Uwe Schmid, “Data-driven management: Bringing more science into management,” McKinsey Technology Initiative white paper.
“Economist special report: The data deluge,” the Economist, February 25, 2010. Back to top
- Wiring for a sustainable world
Even as regulatory frameworks continue to evolve, environmental stewardship and sustainability clearly are C-level agenda topics. What’s more, sustainability is fast becoming an important corporate-performance metric—one that stakeholders, outside influencers, and even financial markets have begun to track. Information technology plays a dual role in this debate: it is both a significant source of environmental emissions and a key enabler of many strategies to mitigate environmental damage. At present, information technology’s share of the world’s environmental footprint is growing because of the ever-increasing demand for IT capacity and services. Electricity produced to power the world’s data centers generates greenhouse gases on the scale of countries such as Argentina or the Netherlands, and these emissions could increase fourfold by 2020. McKinsey research has shown, however, that the use of IT in areas such as smart power grids, efficient buildings, and better logistics planning could eliminate five times the carbon emissions that the IT industry produces.
Further reading: , The Climate Group, 2009.
Giulio Boccaletti, Markus Löffler, and Jeremy M. Oppenheim, “How IT can cut carbon emissions,” mckinseyquarterly.com, October 2008.
William Forrest, James M. Kaplan, and Noah Kindler, “Data centers: How to cut carbon emissions and costs,” mckinseyquarterly.com, November 2008. Back to top
- Imagining anything as a service
Technology now enables companies to monitor, measure, customize, and bill for asset use at a much more fine-grained level than ever before. Asset owners can therefore create services around what have traditionally been sold as products. Business-to-business (B2B) customers like these service offerings because they allow companies to purchase units of a service and to account for them as a variable cost rather than undertake large capital investments. Consumers also like this “paying only for what you use” model, which helps them avoid large expenditures, as well as the hassles of buying and maintaining a product.
Further reading: Nicholas Carr, The Big Switch: Rewiring the World, from Edison to Google, reprint edition, New York, NY: W. W. Norton & Company, 2009.
IBM and University of Cambridge, “Succeeding through service innovation: A service perspective for education, research, business and government,” Cambridge Service Science, Management, and Engineering Symposium, Cambridge, July 14–15, 2007.
Peter Mell and Tim Grance, “The NIST definition of cloud computing,” Version 15, October 7, 2009. Back to top
- The age of the multisided business model
Multisided business models create value through interactions among multiple players rather than traditional one-on-one transactions or information exchanges. In the media industry, advertising is a classic example of how these models work. Newspapers, magazines, and television stations offer content to their audiences while generating a significant portion of their revenues from third parties: advertisers. Other revenue, often through subscriptions, comes directly from consumers. More recently, this advertising-supported model has proliferated on the Internet, underwriting Web content sites, as well as services such as search and e-mail (see trend number seven, “Imagining anything as a service,” earlier in this article). It is now spreading to new markets, such as enterprise software: Spiceworks offers IT-management applications to 950,000 users at no cost, while it collects advertising from B2B companies that want access to IT professionals.
Further reading: Chris Anderson, Free: How Today’s Smartest Businesses Profit by Giving Something for Nothing, New York, NY: Hyperion, 2009.
Annabelle Gawer ed., Platforms, Markets and Innovation, Cheltenham, UK: Edward Elgar Publishing, 2010.
David S. Evans, Andrei Hagiu, and Richard Schmalensee, Invisible Engines: How Software Platforms Drive Innovation and Transform Industries, Cambridge, MA: The MIT Press, 2006. Back to top
- Innovating from the bottom of the pyramid
The adoption of technology is a global phenomenon, and the intensity of its usage is particularly impressive in emerging markets. Our research has shown that disruptive business models arise when technology combines with extreme market conditions, such as customer demand for very low price points, poor infrastructure, hard-to-access suppliers, and low cost curves for talent. With an economic recovery beginning to take hold in some parts of the world, high rates of growth have resumed in many developing nations, and we’re seeing companies built around the new models emerging as global players. Many multinationals, meanwhile, are only starting to think about developing markets as wellsprings of technology-enabled innovation rather than as traditional manufacturing hubs.
Further reading: Jeffrey R. Immelt, Vijay Govindarajan, and Chris Trimble, “How GE is disrupting itself,” Harvard Business Review, October 2009, Volume 87, Number 10, pp. 56–65.
“Special report on innovation in emerging markets: The world turned upside down,” the Economist, April 15, 2010.
- Prahalad, The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits, fifth edition, Philadelphia, PA: Wharton School Publishing, July 2009. Back to top
Producing public good on the grid
The role of governments in shaping global economic policy will expand in coming years.7 Technology will be an important factor in this evolution by facilitating the creation of new types of public goods while helping to manage them more effectively. This last trend is broad in scope and draws upon many of the other trends described above.
Further reading: Jason Baumgarten and Michael Chui, “E-government 2.0,” mckinseyquarterly.com, July 2009.
Bas Boorsma and Wolfgang Wagner, “Connected urban development: Innovation for sustainability,” NATOA Journal, Winter 2007, Volume 15, Number 4, pp. 5–9.
O’Reilly Radar Government 2.0 (radar.oreilly.com)
Connected Urban Development (connectedurbandevelopment.org)
Building a smarter planet (asmarterplanet.com)
The pace of technology and business change will only accelerate, and the impact of the trends above will broaden and deepen. For some organizations, they will unlock significant competitive advantages; for others, dealing with the disruption they bring will be a major challenge. Our broad message is that organizations should incorporate an understanding of the trends into their strategic thinking to help identify new market opportunities, invent new ways of doing business, and compete with an ever-growing number of innovative rivals.
转载自iflonely（纯属学习和交流目的） 原文链接iflonely.com/wordpress/2010/08/%E9%BA%A6%E8%82%AF%E9%94%A1%EF%BC%9A%E5%8D%81%E5%A4%A7tech-enable%E5%95%86%E4%B8%9A%E5%8F%91%E5%B1%95%E8%B6%8B%E5%8A%BF/