Original Source: BusinessWeek

(quote)

...blogs, it turns out, are just one of the do-it-yourself tools to emerge on the Internet. Vast social networks such as Facebook and MySpace offer people new ways to meet and exchange information. Sites like LinkedIn help millions forge important work relationships and alliances. These social connectors are changing the dynamics of companies around the world. Millions of us are now hanging out on the Internet with customers, befriending rivals, clicking through pictures of our boss at a barbecue, or seeing what she read at the beach. It's as if the walls around our companies are vanishing and old org charts are lying on their sides.

This can be disturbing for top management, who are losing control, at least in the traditional sense. Workers can fritter away hours on YouTube. They can use social networks to pillory a colleague or leak secrets. That's the downside, and companies that don't adapt are sure to get lots of it. But there's an upside to the loss of control. Ambitious workers use these tools to land new deals and to assemble global teams for collaborative projects. The potential for both better and worse is huge, and it's growing—and since 2005 the technologies involved extend far beyond blogs.

J.P. Rangaswami runs technology at BT (BT), the British telecom giant, and is famous for an approach that blends inside and outside networks. People at BT now embrace a full range of online tools, and they use them more and more, especially as young workers join the company. More than 16,000 BT employees work together on wikis, using the same technology as Wikipedia, the online encyclopedia that lets anyone post or edit entries. But instead of teaming up to edit an online encyclopedia, employees gather on them to write software, map cell-phone base stations, launch branding campaigns.Nearly every new project hatches a wiki. This is especially valuable in a global economy, where engineers in Asia can pick up a project as Europeans go to bed. The new groups that evolve on these wikis raze traditional hierarchies: An intern can amend the work of a senior engineer.

"We've spent years talking about the value of the water-cooler conversations," he says. "Now we have the ability to actually understand what these relationships are, how information and decision-making migrate. We see how people really work." Why does this matter? The company can spot teams that form organically, and then can place them on targeted projects. It can pinpoint the people who transmit ideas. These folks are golden. "A new class of supercommunicators has emerged," he says.

The change is even more dramatic in media. Major investors and corporations have focused on the profit potential of social sites. Like Baron's Twitter crowd writ large, they promise relationships, millions of them. Such media could be worth a fortune. Strike that: They'd better be. Over the past three years, tech and media companies have been opening up their checkbooks for these properties. Google gobbled up YouTube for $1.65 billion; NewsCorp (NWS) bought MySpace for $588 million; and Microsoft (MSFT) bought a pricey slice of Facebook that put a $15 billion valuation on the company. Venture firms, meanwhile, have been racing to fund socres of social media startups. Even if the bubble bursts—and we predict it will—the power of social media to transform our businesses and society will only grow.

(unquote)