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They should support it both philosophically and financially, ideally even working remotely themselves. Managers who try to make virtual work look as much as possible like office work–establishing standard hours

Team members communicate regularly by phone. No matter what mix of communications technologies are used–email, IM, videoconferencing, phone–I’ve found that it’s the telephone that binds people together best in the absence of face-to-face meetings.

Team members check in with each other frequently throughout the work day.

The challenge I have been running into is convincing CTOs, CIOs and CKOs that there are network effects. These people have invested heavily in pre-Web 2.0 "knowledge management" solutions. They view blogs and wikis as a threat to the possible success of their existing investments. They fail to realize that adding a wider range of productivity tools to the Intranet will add value to existing tools, rather than take away from them.Do you have any suggestions on how to communicate this.

A short answer to your question is that in such cases an appeal to corporate competitiveness might make the most sense. Enterprise Web 2.0 (or to use the emerging enterprise 2.0 tag) evangelists such as Andrew McAfee and Dion Hinchcliffe are always on the lookout for corporate success stories to publicize. I'd pay close attention to what they have to say. Often in public presentations they are challenged by corporate audiences to "prove that this stuff works." They always like to point to public examples -- when they can -- in order to rise above the hype. Being able to point out that a comparable or competitive company "is doing X already - why aren't we?" can be a powerful motivator.

As a cost-conscious consultant I would first want to know whether the existing knowledge management system can be augmented with newer collaboration, social networking, and relationship management features in order to extend the investments in infrastructure that have already been made.

  Salesforce's new mashups will deliver full componentization of its analytical dashboards - enabling users to create, share, and combine data components. Essentially this means that customers can pick and choose the best analytical components from a variety of vendors; combining them into a single view on their salesforce dashboard. Salesforce is hoping that lots of new components will be created and shared on their AppExchange.

The current release of Chandler builds upon the experimentally usable calendar for individuals and small workgroups. It is a test release for collecting feedback based on real usage. In addition to basic calendaring, advanced features include: recurring events; time-zones; overlayed, multiple calendars; and managing a single event across calendars. Chandler offers innovative capabilities in calendar sharing to support workgroup collaboration. Chandler sharing is server-based, works across platforms and supports multi-author editing. Our goal for our most recent release, 0.7alpha4, is to give a rough sketch of what Chandler will be by our first Preview release (Spring 2007). This release introduces the Dashboard, which gives users a runway view of all of their information. Users can try creating a simple task list, and can share that list with others just as they can share calendars. Users can also experiment with sending notes, tasks and invitations to others via email.

Developer support is crucial to the success of Google Wave

the genius behind Google Wave is

in the way Google has assembled a set of existing technologies into an attractive platform for developers

The browser battle renewed today

Microsoft's hand may have been moved by the launch of Wolfram|Alpha

much promise in connecting people to knowledge

Google has unveiled a new-age communication and collaboration tool

Google Wave

online application