What comes after social networking? No-one really knows but communities, overlapping publics and support for different kinds of social ties will all play their part.
5. Google’s mission
To organize the world’s information and make
it universally accessible and useful.
Online content Offline content
Billions of web pages Billions of items
becoming indexed
4
6. “Buzz is like Reader fed through
the Cluetrain Manifesto”
5
Peter da Silva: http://www.google.com/buzz/adewale/gMLtv6oju15/http-www-google-com-intl-en-press-google-directory#1294269686135000
7. The other plug
“Buzz is like Reader fed through
the Cluetrain Manifesto”
5
Peter da Silva: http://www.google.com/buzz/adewale/gMLtv6oju15/http-www-google-com-intl-en-press-google-directory#1294269686135000
26. Twitter
Asymmetric follow
Interest graph not social graph
Re-tweets
Hashtags create ties
24
27. Influence and the science of hashtags
http://www.flickr.com/photos/motsy27jonas/3393196360/in/set-72157621749344121/ 25
28. Influence and the science of hashtags
“getting a great hashtag in front of the right
audience is more important than getting it in
front of a big audience.”
http://media.twitter.com/1058/science-hashtag#more-1058 26
29. Influence and the science of hashtags
“Katy Perry’s 5.2 million followers saw
#LessAmbitiousMovies, laughed, and
moved on. Lizz Winstead and Barracks
O’Bama’s crew of 35,000 saw it—and they
made it their own.”
http://media.twitter.com/1058/science-hashtag#more-1058 27
30. Social objects can outlast the
initial transaction and become
effective topic-based
communities
28
32. Why do companies exist?
http://nobelprize.org/nobel_prizes/economics/laureates/1991/coase.html 30
33. Coasean Ceiling: markets
“The point above which the
transaction costs of managing a
standard institutional form
prevent it from working well.”
http://en.wikipedia.org/wiki/Here_Comes_Everybody 31
34. Coasean Floor: communities
“The point below which the
transaction costs of a particular
type of activity, no matter how
valuable to someone, are too
high for a standard institutional
form to pursue.”
http://en.wikipedia.org/wiki/Here_Comes_Everybody 32
35. Too hard to organize, have to
pay for it
Companies
Not enough value, can’t pay
people to do it
33
42. Making it work: promise, tool and bargain
“a plausible promise, an effective
tool, and an acceptable bargain
with the users”
Clay Shirky, Here Comes Everybody 40
43. What’s Google’s angle?
“In an open system, a competitive advantage doesn't
derive from locking in customers, but rather from
understanding the fast-moving system better than
anyone else and using that knowledge to generate
better, more innovative products. The successful
company in an open system is both a fast innovator and
a thought leader; the brand value of thought leadership
attracts customers and then fast innovation keeps
them.”
Jonathan Rosenberg,
Senior Vice President, Product Management, Google
41
44. Do you recognize this?
http://www.flickr.com/photos/adewale_oshineye/5223934033/in/set-72157625508506848/ 42
45. We can discover strangers
online who share our interests
and together we can do more
than just network.
We can build.
43
47. Further reading
• Kevin Marks, http://epeus.blogspot.com/
• Paul Adams, http://www.thinkoutsidein.com/blog/
• danah boyd, http://www.danah.org/
• Clay Shirky, http://www.shirky.com/
•Jyri Engestrom, http://www.zengestrom.com/
45
Notes de l'éditeur
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Historically, all digital, already on the web; but there is a huge amount of information not currently on the web in books\n\nSo, 2004 Google started to index this content through the launch of Google Book Search\n
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I’m looking for a Citigroup quote here to use, if possible…\n