Web 2.0 Potentials

Web 2.0

A fundamental concept in relation to Web 2.0 is what O’Reilly suggested as ‘harnessing collective intelligence’, an innovative quality that Web 1.0 companies don’t have.
A key insight into the Web as a whole, after the infamous dot-com bubble burst was made by Web pioneer Dale Dougherty, who concluded that the Web was far from having ‘crashed’ and that the importance of the Web after the dot-com bubble was greater than ever.

He noted that the companies that had somehow managed to survive the collapse all seemed to have certain things in common. After pursuing this idea he concluded that the dot-com bubble collapse could have been the catalyst marking some form of Web turning point. This turning point was soon to be recognised as Web 2.0.

These online giants are clear examples of an elite group of global corporations who were able to pioneer the creation of user alliance through a commercialised approach, capturing the very social ethos of what the early Internet was all about. This commercial success has allowed for a considerable amount of Web presence, which in turn has laid the foundations for many smaller businesses to look to build upon. This is highlighted with the countless amount of clones of the commercial behemoth Amazon and its retail model present at this point in time.

These foundations however are not the only door these corporate entities pushed open, in ‘harnessing collective intelligence’ they were able to offer not just physical offerings but intangible services, services that as proven by the early Internet, would cause a mass of users to be waiting on the horizon. A theory supported by Howard Rheingold.


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