Social networking tools such as Twitter and the emerging Google Wave web application are taking individuals and organizations to the frontiers of real-time communication and collaboration. The technology has the potential to make it easier to discover and share information, interact with others, and decide what to buy or do. But the key word is "potential": Social networking's evolution is still in its early stages. What makes the current crop of services more promising than those that came before? What are the obstacles to further progress?
An expert panel debated these questions at the annual Supernova technology strategy conference, produced in partnership with Wharton and held last winter in San Francisco. The 2010 Supernova forum will be held this month in Philadelphia.
The panel at the San Francisco event was chaired by David Weinberger, a fellow at Harvard Law School's Berkman Center for Internet and Society and co-author of The Cluetrain Manifesto. Appearing on the panel were: Anna-Christina Douglas, product marketing manager at Google; Laura Fitton, principal of Pistachio Consulting and co-author of Twitter for Dummies; Paul Lippe, founder and CEO of Legal OnRamp; Jason Shellen, founder and CEO of Thing Labs, and Deborah Schultz, a partner with the Altimeter Group. In addition, Google engineers were in the room demonstrating Google Wave by allowing the audience to post to the social networking service during the session; their comments appeared in real time on projection screens near the panelists.
Weinberger began the session by asking panelists what made the introduction of social networking tools different from previous technological endeavors to improve communication and collaboration. One significant issue discussed was how social networking compared with knowledge management (KM). KM systems first appeared on the scene about 20 years ago and once represented the frontier, embodying companies' most innovative ideas for integrating internal access to disparate information in order to improve communication, collaboration and business processes.
KM systems were implemented through technologies such as web portals, e-mail networks, content management systems and business intelligence infrastructure. Web portals, which were probably the most successful type of KM system, allow users to access a range of information -- including reports, diagrams, catalogs and maintenance records -- through one interface, rather than many. The portals also include external information supplied by business partners, government agencies and news sources. The technology automatically pulls information from the sources on demand so that users do not have to search for it manually.
Organizations employ KM systems to increase the value of their "intellectual capital." However, the technology that supports KM systems has traditionally been difficult to develop and deploy. And the systems have not been universally successful at fostering real time collaboration between employees.
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