Purpose: The aim of this article is to bring together ideas from the authors' review of the Web 2.0 literature, the data and their insights from this and other technology-related projects to produce a framework for strategies on Web 2.0 focusing on the implications for human resource professionals. Design/methodology/approach: The authors discuss organisational design as a socio-technical system, which depends on the interaction between people, work organisation and technical systems for its effectiveness. Findings: The article sets out four scenarios on the use of traditional and new social technologies intended to enhance collaboration and give employees voice in matters that affect them at work. In doing so, it shows how Web 2.0 can alter the choices available to employees and organisations to collaborate and exercise their respective voices. It is in this sense the authors argue that these technologies have the potential to transform the business model. Practical implications: There is a potential trend away from Web 2.0, which is potentially difficult for organisations to cope with towards Enterprise 2.0, which offers a social platform within companies. There is also a trend away from traditional media used to give employees a say in decisions, such as face-to-face representation in consultative committees, focus groups and online surveys towards Enterprise 2.0 read-write media. Originality/value: This article examines potential scenarios for the adoption of Web 2.0 and Enterprise 2.0 platforms in real business settings. (Contains 2 figures.)