1. Motorola Enterprise 2.0 Application

Motorola has successfully integrated Web 2.0 into its business units. Its enterprise 2.0 initiative called “ Intranet 2.0 “ has appealed 70, 000 daily users including partners. It has 4,400 blogs and wiki pages and applies social bookmarking and taggingweb 2.0 technologies. Inside Motorola salesperson utilize clients information posted on a wiki, and in Motorola's Dallas distribution center, employees clicking on mobile alerts that come to their smart phones are sent directly to a wiki to troubleshoot problems.

Even though its hard to calculate ROI deploying enterprise 2.0, Toby Redshaw, Motoraola’s VP in charge of Enterprise 2.0 applications, reveals product development times have shortened considerably since implementing Intranet 2.0 and he also consider rapid collaboration is a intangible benefits for Motorola.[1] .

2. Best Practice of Enterprise 2.0 Implementation Inside Motorola

2.1 Top Management Support
Enterprise 2.0 is considered as a bottom-up movement and starts from grassroots. However, the top management support is still one of the most crucial succeed factors inside the organization. Toby Redshaw Motorola’s VP in charge of Enterprise 2.0 promoted and fully support Intranet 2.0 project. He has deep insight of Enterprise 2.0 application. [2] .

2.2 Technology the Simpler the Better
Redshaw pointed out to keep the technology simple to use so that the evangelism would turn into actual use. E-mail used to have a lock on the company, and Redshaw said he's now seeing less e-mail use and more use of technologies like wikis and blogs to share information to wider audiences.

2.3 Implementation Team the Smaller the Better
A four person team manages Motorola's entire blog, wiki and forum environment. If you have a big team, it might get out of control, Redshaw points to finding the right people and putting in place an enterprise architect who understands information architecture to oversee the projects and lead people in the right direction.

2.4 Unified Technologies
Another challenge Redshaw notes is the question of how to build. Does a company let different units adopt the technology, or should it be a controlled roll-out? The locked-down approach has worked for Motorola because though Enterprise 2.0 technologies might start small, they can quickly become unwieldy.