By Christopher Rollyson New Life Sciences Accelerator Leverages Digital Social Network, Inspired by LinkedIn and Facebook
 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0’s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
By Christopher Rollyson U.S. Physicians Learn the Power of Professional Crowdsourcing—Consult Each Other in Digital Social Network
 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0’s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Sermo is a start-up that was founded by a doctor with a passion, to create a professional community in which often-isolated U.S. doctors can advise each other. Once confirmed as practicing physicians, members create pseudonyms that are attached to their specialties. No other information about members is required, but they can volunteer other information about themselves.
The Sermo story reflects the limitless applicability of Web 2.0 collaboration, in healthcare and other industries.
By Christopher Rollyson Renowned Health Center Lets Patients and Employees Share Experiences in Facebook—Podcasts, a New Way to Leverage Multimedia
 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0’s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Mayo Clinic is literally a pioneer in that it was founded on the U.S. frontier in the 19th century. The world-renowned medical center has innovated many of the practices that evolved into the modern medical practice. It became organized as a nonprofit in 1919 and, as the Mayo Foundation, it has played a lead role in supporting medical education at the University of Minnesota Graduate School.
It may be natural, then, that Mayo Clinic began to pioneer the way in enabling patient-to-patient communication with Facebook, one of the most popular public Web 2.0 venues for many-to-many interaction in 2008. Mayo Clinic practitioners understand the power of word of mouth, which is embedded into its culture.
By Christopher Rollyson How Blogs and Wikis Add Value in Global Organizations by Supplementing Enterprise IT—Contagious Grassroots Enthusiasm
 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0’s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Pfizer is the world’s largest pharmaceutical company by sales, having in its stable numerous bestselling drugs, from Lipitor, Lyrica and Diflucan to Zithromax and Viagra. It also has the industry’s largest R&D budget, a global workforce and a tremendous need for its people to collaborate seamlessly across boundaries.
All pharmaceutical companies are struggling to invent new drugs because much of the “low hanging fruit” has been harvested, and their R&D staffs need to try new things to discover and bring new drugs to market.
In this case, Pfizer’s experience suggests the power of applying Web 2.0 tools internally, a practice termed “enterprise 2.0.”
By Christopher Rollyson Collaborating with Customers to Achieve Corporate Strategy—How Small Steps Can Lead to Large Impact
 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0’s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
CDC Business Drivers
CDC’s charter is to protect public health. The agency serves as a resource to mitigate the impact of infectious diseases, environmental health, bioterrorism and others. It fulfils its mission by connecting with people and educating the public; it seeks to partner with people to increase their knowledge of health hazards and how to respond appropriately in the face of threats.
By Christopher Rollyson Knowledge Economy Unfolds via All Things Digital-Social—Wearing Passion and Personality on Your Sleeve
Discerning Web 2.0 from Web 1.0—Ron May Gets Comeuppance as Happy and Successful
 Web 2.0 entrepreneurs, financiers and professional services folk descended on Loyola University Chicago’s Lewis Hall 29 May 2008 for “Tech Conference,” TechCocktail’s first ever day-long educational event. Founders Frank Gruber and Eric Olson served an effervescent yet heady elixir of heart-to-heart war stories, lessons learned and strategies by entrepreneurs, venture capitalists, lawyers, accountants and an executive coach.
Since attending TechCocktail 1 in July 2006, I have promoted the periodic TechCocktail “meetups” to everyone who will listen as the place to learn about and connect with Web 2.0 players and technology in Chicago (elsewhere now, too). Frank and Eric have created one of the most worthwhile groups and communities in the city and were recognized in the ITA’s Citylights this year. Their first conference was both high value and quintessentially Web 2.0: speakers were open about what had worked and what hadn’t. The program was well balanced, organized and entertaining. There were considerable lessons for Web 2.0 entrepreneurs and their providers to take away.
Continue reading Web 2.0 and Social Media Uncorked at TechCocktail Conference 1.0
By Christopher Rollyson French Finance Minister Declares French rEvolution in Economic Policy is a real-time case study with lessons for G7 Knowledge Economy transition—”Courage” to the rats—A new French realism?
 Illinois leaders were addressed by Her Excellency Christine Lagarde, Economy, Industry and Employment Minister, Republic of France at the special luncheon held in her honor by the Executives’ Club of Chicago at the Westin on 23 May 2008. Attending were Chicago Mayor Richard M. and Maggie Daley, a French delegation that included the Ambassador of France to the U.S. Pierre Vimont, the Head of Cabinet Christian Dufour, David Appia, Minister Counselor for Economic and Commercial Affairs, and numerous executives of Chicago Fortune 500 firms.
If one were not listening attentively and willing to question stereotypes, it would have been too easy miss this intriguing story. However, as in all things “2.0,” profound change manifests slowly at first, and I detected a glimmer of disruption in France’s status quo. Having lived in West Berlin surrounded by the concrete reality of a wall that subsequently, unbelievably, came down, I ask myself, “What if France were to vanquish some of the sacred cows and become, gasp, pragmatic and entrepreneurial?” Lagarde’s message was precisely that, and she delivered it with the aplomb that reflected extensive business and policy success at the boardroom table.
By Christopher Rollyson  People who invest considerable time into building large LinkedIn networks regularly ask how they can send group communications to their networks. This is a regular topic in LinkedIn Answers and on external blogs and message boards. Here we will discuss the motivation behind the impulse to send group emails, namely the desire to use the “digital multiplier,” and solutions that do *not* involve spamming.
Continue reading Broaden Your Reach in LinkedIn without Spamming
By Christopher Rollyson  Forrester’s recent report, Global Enterprise Web 2.0 Market Forecast: 2007 To 2013(1), offers excellent insights into the enterprise adoption of Web 2.0 technologies but falls into the trap of entertaining assumptions that are becoming less true by the day. In this brief market comment, I will discuss and correct so that you can appreciate their findings more and put them into a different perspective.
Continue reading Tripping over False Assumptions about Enterprise 2.0
By Christopher Rollyson  Welcome to the inaugural edition of Executive’s Guide to Linkedin quarterly report. Although the Executive’s Guide to LinkedIn is a professional service like many others offered by CSRA, it is also a community of highly motivated people. Our clients depend on us to research, create and deliver innovative services to help them understand social networks from an enterprise viewpoint and, more importantly, how to use them to get real-world results. Periodically, I will keep you apprised of EGLI’s results, challenges and goals and, as EGLI launched in January 2008, here goes with the first one.
Continue reading 2008 Q1 Report
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