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Workplace Learning Ask-Learn-Share (Mitarbeiter stellen Fragen und teilen Wissen) Supervisor Engagement (Einbindung der Vorgesetzten in die Weiterbildung der Mitarbeiter)

Die Umsetzung erfolgte unter anderem durch ein Unternehmens-Wiki, dass jedem Mitarbeiter offen steht und von mehreren Tausend Mitareitern genutzt wird. Darüber hinaus ist die Weiterbildung stark an realen Arbeitsaufgaben und -projekte gebunden, deren erfolgreiche Bewältigung als Gradmesser für die Weiterbildung gilt. Das Engagement und die Unterstützung der Weiterbildung durch den Vorgesetzten wurde dabei als wesentlicher Schlüssel zum Erfolg bezeichnet.

Iterative launches The best way to launch web products is to first release the smallest parts that will be useful and which can stand up as a "product." Then, follow this up by watching user behavior closely and letting your users steer the product toward the real demand while adding more features. Leave your product in "beta" for a year or more if you want.

The biggest problem with the old "big release" model is that it required design and development teams to go quite far down the road of development before seeing any real-world user action, which meant that the builders had to make many more predictions about how users would behave before seeing real user behavior.

Mashup-ability Mashups add value when two or more web apps have more meaning mixed together than the component parts did separately. If the mashup doesn't add considerable value, it's not worth doing. Unless you're doing it for fun.

Workers who know more get more accomplished. People who are well connected make greater contributions. The workers who create the most value are those who know the right people, the right stuff and the right things to do.

At work we learn more in the break room than in the classroom.

observing others, asking the person in the next cubicle, calling the help desk, trial and error and simply working with people in the know.