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Christophe Gauthier

Ten Leading Business Intelligence Software Solutions - 2 views

itmanagement.earthweb.com/...ligence-Software-Solutions.htm

secafi meslectures logiciel BI business intelligence analytics

shared by Christophe Gauthier on 16 Oct 10 - No Cached
  • Christophe Gauthier on 16 Oct 10
     
    "Ten Leading Business Intelligence Software Solutions By Thor Olavsrud May 5, 2010 The Business Intelligence software market is shaping up as a David vs. Goliath struggle. Behemoths like Microsoft, Oracle and IBM offer feature-rich BI suites along with their many other enterprise software products. Meanwhile, pure-play business intelligence software vendors -- such as MicroStrategy and Tableau -- have avid followers and are known for innovating around new features and quickly adjusting to the shifting marketplace. Why is this important? Because Business Intelligence software is used to extract data from disparate sources -- spreadsheets, databases and other software programs -- inside companies and then analyze that business data to better understand a firm's internal and external strengths and weaknesses. A business relies heavily on this data. Bottom line: Business intelligence software enables managers to better see the relationship between different data for critical decision-making -- particularly opportunities for innovation, cost reduction and optimal resource deployment. The list below includes ten industry-leading BI solutions, from vendors large and not-so-large. If you're looking for a bird's eye view of this rapidly evolving market, the following condensed portraits should help. Business Intelligence Software: Ten Solutions Note: This list is NOT ordered "best to worst." The question of what business intelligence software solution is best for a given company depends on an entire matrix of factors. This list is simply an overview of BI solutions, with the debate about quality left to individual clients. SAP Crystal Reports Crystal Reports is part of SAP's Business Objects portfolio of business intelligence software solutions. It allows users to graphically design interactive reports and connect them to virtually any data source, Microsoft Excel spreadsheets, Oracle databases, Business Objects Enterprise business views and local file system info
Yan Thoinet

» Nine ideas for IT managers considering Enterprise 2.0 | Enterprise Web 2.0 ... - 1 views

blogs.zdnet.com/Hinchcliffe

non-shared

shared by Yan Thoinet on 12 Nov 07 - Cached
  • In addition to Web 2.0 itself however, we have two more important enterprise software trends: Office 2.0 and Enterprise 2.0, coined by Ismael Ghalimi and Andrew McAfee respectively.  Office 2.0 represents the increasing use of browser-based software in the office, while Enterprise 2.0 is more Web 2.0-ish in that it specifically describes the use of freeform, emergent, social software to conduct collaboration and share knowledge.
  • Specifically this means the fact that corporate information tends to be non-shared by default, that the easiest productivity tools to use are the ones that have very little collaboration built-in, and that the information that does exist is often impossible to find and is often structured in some formal, centrally controlled way.
    • Yan Thoinet
      Yan Thoinet on 12 Nov 07
       
      Very true.
  • Certainly, increased transparency, some loss of control over information flow, and outright abuse of low-barrier Intranet publishing tools gives enterprise IT and business leaders pause for thought.
  • ...16 more annotations...
  • And while some of it must remain under strict control, particularly in public companies, much of it is unnessarily — and usually to a fault — hidden, unreused, and unexploited.
    • Yan Thoinet
      Yan Thoinet on 12 Nov 07
       
      Unexploited sources. Action: Implement a Wiki so as to share and keep up to date this wealth of information e.g. manuals, meeting agenda, minutes of meeting. This would act as the memory of the enterprise
  • Explain the reasoning behind retaining more knowledge, in making it public, searchable, and organizing it via tagging.  Describe the benefits of being able to access much fresher and more up-to-date information elsewhere in the organization because their colleagues are managing more of their projects, tasks, and other work via social tools. 
  • Provide useful templates for common activities and reference material such as projects, tasks, resource management, policies, procedures, standards, and so on.  You still have to keep template layouts and template usage simple; excessive structure tends to kill the golden goose of contributions quickly.  But a little basic structure goes a long way and prevents contributors from having to figure out how to structure all the white space and provide a simple layer of consistency.
  • The enterprise has not caught up, largely because most enterprise information doesn't allow a hyperlink structure, and links aren't encouraged very much when it does
  • setting up blog and wiki directories as well as good enterprise search based on link ranking (which is what Google does to make the right information come up in the first few pages of search results.) 
  • Provide your own search engine in the tools only if you must.
  • , the real issue, day in and day out, with getting Enterprise 2.0 to take off is to educate, evangelize, demonstrate, and most importantly, evolve the interface and structure of your tools until you pick the right formula that resonates with your audience.
  • This boils down to having some form of moderation, either human or automated, to ensure that the level of discourse remains at some bare minimimum acceptable standard. 
  • A high-profile executive sponsor that obviously uses the tools can also help in a big way.
  • Triggering an Enterprise 2.0 ecosystem quickly is likely an early activity driver.  This can mean a lot of things but the link structure of Web tools allows information to quickly flow, circulate, and mesh together.  You can leverage this in a almost infinite number of ways to drive user activity, interesting content, create awareness of what the company is "thinking", and more.  For example, create a blog for every employee in the company and mail the link to them with instructions on how to use it. >  Create a social bookmarking site for the enterprise where everyone can see what is being bookmarked by everyone else that day. >  Create an internal Wikipedia that contains a seperate copy of all Intranet content and let users edit away. >  The possibilities are endless and provide a much greater number of "entry points" where people can get started with these tools.
  • The problems will be with the business culture, not the technology. 
  • For example, create a blog for every employee in the company and mail the link to them with instructions on how to use it. 
  • Create a social bookmarking site for the enterprise where everyone can see what is being bookmarked by everyone else that day.
  • Create an internal Wikipedia that contains a seperate copy of all Intranet content and let users edit away.
  • Allowing the output of SQL queries to be inserted into wikis when they load, calling Web services or using Flash badges that access data resources can turn Enterprise 2.0 tools from pure knowledge management into actual hybrids of software and data
  • And the reverse should be true as well, getting data back out into traditional tools including Office documents, PDFs, and XML must be easy to inspire trust and lower barriers to use.
Christophe Deschamps

Enterprise Web 2.0: Building the Next-Generation Workplace - the Driving Force behind J... - 0 views

www.marketwatch.com/...story.aspx

entreprise 2.0 etudes knowledge workers

shared by Christophe Deschamps on 07 Oct 08 - Cached
  • Building on the somewhat vague and yet particular usage of the term 'Web 2.0', 'Enterprise Web 2.0' describes a fresh, and some would say new, approach to the design and provision of business applications that incorporates aspects such as social networking, collaboration, and real-time communication. In addition, Enterprise Web 2.0 focuses a great deal of attention on the user's 'experience' or 'joy of use' -- something of a novelty in enterprise IT these days. By comparison, when Butler Group talks about 'Enterprise 2.0', we are focusing on the composition and architecture of the IT ecosystem, and the associated business models that will support Enterprise Web 2.0 applications.
  • Enterprise Web 2.0 is very much concerned with the user experience of corporate systems and applications, and on extracting business value from the social contributions and interactions of the organisation's various stakeholders.
  • The management of customer relationships continues to remain pivotal for most organisations, and so the social aspects of Web 2.0 are mirrored in the corporate world of Enterprise Web 2.0
  • ...8 more annotations...
  • Workforce mobility and changing communication patterns are two more trends that are driving change at the infrastructure layer, and so unified communication and collaboration requirements form an important part of Enterprise 2.0 strategy.
  • Enterprise Web 2.0 might be about putting the user (i.e. employee, customer, or stakeholder) first, but in order to do so it also requires supporting technology. And so at the IT infrastructure level, Enterprise 2.0 means Internet Protocol (IP) everywhere -- voice, video, and data. Enterprise 2.0 also means, 'open' standards rather than proprietary or 'closed' systems. Furthermore, Enterprise 2.0 technology means user-driven technology and not IT-driven technology.
  • Having accepted the fact that 'processes' means 'people', then we have to look for ways in which these people (i.e. processes) can self-organise and reference one another. Then, where possible, we need to somehow incapsulate the processes into a set of business services. One day (we might call it Web 3.0), Artificial Intelligence (AI) will enable organisations to do with computers that which they do via human beings today, but until that day arrives, organisations must do more to aid interdepartment and inter-company collaboration. Workflow has not yet figured largely in the consumer-oriented world of Web 2.0, but Butler Group sees this as pivotal when considering Enterprise Web 2.0.
  • Today applications that embody processes are built by IT professionals, but tomorrow they will be built by a new breed of power user, using mashup builders, software agents, and other Web 2.0 technologies.
  • Business and IT managers must therefore prepare themselves for the new generation of power user who will be creating mashups and situational applications that have a far broader impact than the typical spreadsheet macro of yesteryear, and that if organisations are to avoid a proliferation of unmanageable, siloed, micro-applications, then they must blend the power of personal productivity with an appropriate management layer and a degree of central oversight.
  • Web 2.0 is no longer PC-centric.
  • It is clearly a mistake to think that Web 2.0 is all about technology, and likewise Enterprise Web 2.0, but it is also a mistake to dismiss the technology altogether. Therefore, selecting and implementing enterprise social software solutions, next-generation collaboration solutions, and Rich Internet Applications requires careful thought, consideration, and planning.
  • The driving force behind just about every aspect of Enterprise Web 2.0, is of course, the user -- something that has not always ranked highly on the list of priorities for corporate IT mangers -- and so the challenge for all forward-looking organisations is to refocus on this aspect of their IT strategies.
  • Christophe Deschamps on 07 Oct 08
     
    Nouvelle étude de Research & Markets. Pas mal d'infos dans cette synthèse. User-centric
Christophe Deschamps

Beyond Enterprise 2.0 ROI, evaluation and management of knowledge in the workplace - 0 views

venividiluxi.com/en

BSC ROI entreprise 2.0 enterprise 2.0

shared by Christophe Deschamps on 29 Oct 08 - Cached
  • It is common knowledge that “what you can’t measure, you can’t manage”. And because knowledge is intangible by nature, it is not measurable and therefore not manageable.  This argument is seated in a fundamental law of Science. Consequently, the only way to move forward is to rematerialise knowledge, which we do by transforming knowledge into information or data.
  • Social computing helps transform tacit knowledge into formal transferable knowledge. This is why social software fundamentally complements existing organisational information architecture, as well as provides a constructive replacement for email, which is often considered a silo because of its overtly individualistic nature.
  • Today, ROI is the iconic, easy-to-catch and use wording for a much significant concern: evaluation. ROI is one tiny piece of a real big puzzle. ROI is an indicative ratio commonly used to anticipate the financial impact of decisions. It is a simplistic rendering of a very complex set of parameters.
  • ...3 more annotations...
  • In fact, calculating the ROI on social software is complicated to the point that economically it is unrealistic to do so. Instead of an estimation a posteriori a pilot phase, ROI as it is commonly referenced in the “Enterprise 2.0″ scene is pure guess and absolute non-sense in most cases.
  • * New metrics. Because we deal with different stuff, we need to invent metrics that are relevant to what we are trying to follow and drive. For social software, one can start with the usual web and online community metrics. Some new initiatives, such as Me-trics, open doors to more in-depth analytics that are worth considering (with a barrage of ethical considerations however).
  • Why Balanced Score Cards? For four reasons: 1. Kaplan & Norton have escaped the collusion of measurement and quantity. Measurement is not necessarily quantitative. That is a common source of confusion and of inefficiencies in numerous parts of human activity (to name a few: reporting (exhaustiveness), research (methodology), education (elite creation via selection on maths)). Measurement can be qualitative (see  Georgescu Roegen work if you’re curious). It is no surprise if numerous initiatives in intellectual capital used Balanced Score Cards 2. Balanced Score Cards are notably visual, which is not so with quantitative ratios.  That visual characteristic invites greater meaning and relevance. 3. Balanced Score Cards are heterogeneous and are therefore a more natural receptacle for a) qualitative and quantitative analytics and b) can encompass a variety of topics. In this regard, one can build official reporting encompassing both physical and knowledge activities. 4. Balanced Score Cards are aggregative so that one can build reports from various levels in the organisations. Coupled with its heterogeneous nature (previous point), one can build reports for HR, Marketing, Finance, … under the same format and surface analytics at one or many levels. The result is that some knowledge related metrics can climb the hierarchy up to the summit.
Christophe Deschamps

Management.fr Vs 21ième siècle : le coût de la hiérarchie et du contrôle - 2 views

ceciiil.wordpress.com/...e-la-hierarchie-et-du-controle

ib entreprise 2.0 enterprise 2.0 adoption technos 2.0 Etudes

shared by Christophe Deschamps on 16 Feb 10 - Cached
  • Right now, your company has 21st-century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles. (Gary Hamel – The Future Of Management)
  • Cette étude visait à démontrer que la culture d’entreprise ne pouvait pas être la même dans toutes les filiales car elle ne faisait nullement disparaître la culture nationale ; dans le meilleur des cas, elle se juxtaposait à elle.
  • Dans le cadre de cette étude, Hofstede mesure les distances hiérarchiques des différentes filiales. Pour un indice médian de 57, il mesure des distances hiérarchiques faibles dans les pays scandinaves (moins de 31) et anglo-saxons (moins de 40) et élevé en France (68).
  • ...5 more annotations...
  • Dans cette même étude, Hofstede mesure le contrôle d’incertitude.Le contrôle faible suppose davantage d’acceptation des situations comme ambiguës, réversibles dans leurs malheurs et leurs bonheurs. Les personnes sont acceptées comme pouvant changer d’humeur et de décision. Le contrôle fort veut s’appuyer sur des bases assurées qui peuvent aller de précautions concrètes à des précautions juridiques voire religieuses. Le contrôle fort est très en rapport avec le développement de la culture scientifique et techniqueEncore une fois, la France se classe en haut du tableau avec un contrôle fort de l’incertitude (un score de 86) tandis que les pays anglo-saxons ou nordiques affichent des résultats faibles attestant d’un contrôle faible de l’incertitude.
  • la primauté de la hiérarchie va à l’encontre des valeurs ayant emergé de la culture collaborative internet
  • Depuis au moins dix ans, la France est en retard sur les principaux pays de l’OCDE en matière de développement du télétravail (notamment dans l’administration), quelles que soient les sources ou les approches statistiques. Dans les pays scandinaves et anglo-saxons notamment, il concerne deux à trois fois plus de salariés.
  • ce détail a un coût. Cisco a ainsi publié un rapport intitulé the The Economics of Collaboration, et dans lequel l’entreprise explique comment en mettant en oeuvre des outils collaboratifs et en facilitant la mobilité des employés avec entre autres une démocratisation du télétravail, celle-ci a obtenu des résultats étonnants : Cisco IBSG analysis shows that Cisco realized net benefits of $691 million/year through its Web 2.0 and visual collaboration investments in FY08. (…) These benefits represent a 4.9 percent productivity increase for Cisco. We believe this is just the beginning of the value creation we will see around the new collaborative web.
  • These solutions achieve their remarkable benefits by removing the costs and inefficiencies with which our employees have been struggling. Eliminating these inefficiencies not only brings financial benefits to the company; it also increases employees’ work/life balance, reduces stress and fatigue from extensive travel, and increases job satisfaction.
  • Christophe Deschamps on 16 Feb 10
     
    Analyse d'études sur le contrôle et la hiérarchie dans les entreprises. Le modèle français est-il encore adapté?
Gregory Culpin

Using Enterprise 2.0 to prepare for recovery (part II) - Whitepaper to download - 0 views

blog.whatever-company.com/...2-0-to-prepare-for-recovery-ii

enterprise 2.0 web 2.0 collaboration km knowledge management whitepaper

shared by Gregory Culpin on 13 Jan 10 - Cached
  • Gregory Culpin on 13 Jan 10
     
    In a business world where change is constant, knowledge becomes an essential asset for any organization. Survival and growth require the development of solutions that will optimize collaboration and knowledge management. Focussing on this topic we recently produced our first whitepaper. It analyses the benefits associated with the introduction of Enterprise 2.0 solutions, and positions the collaborative management of knowledge as a stable and lasting solution, especially in these times of economic tumult.
Christophe Deschamps

Management guru offers solutions to combat worker disengagement - 0 views

www.eurekalert.org/...s-mgo072009.php

ib entreprise2.0 enterprise 2.0 management

shared by Christophe Deschamps on 21 Jul 09 - Cached
  • Ehin developed his new leadership model which he calls "unmanagement" after analyzing research on human nature which shows that human productivity is at its peak in informal, co-evolving relationships, as opposed to within formal systems where people are stifled by bureaucracy and not allowed to work openly with their counterparts and peers.
  • He has discovered that this sweet spot is the place where the most productive and innovative work of an organization takes place, largely because people tend to want to follow their self-interests and do so through developing informal social networks in the workplace.
  • This cutting edge management book offers guidance to business leaders searching for ways to increase the innovative dynamics, motivation and performance of their knowledge workers.
  • Christophe Deschamps on 21 Jul 09
     
    Théorie du non-management pour rendre productif l'informel. Semble particulièrement en phase avec l'entreprise 2.0.
Christophe Deschamps

Enterprise 2.0 Vs Diffusion of Innovation - 3 views

ceciiil.wordpress.com/...2-0-vs-diffusion-of-innovation

ib entreprise 2.0 enterprise 2.0 management adoption technos 2.0

shared by Christophe Deschamps on 18 Feb 10 - Cached
  • Relative advantage : what value does it bring ? Compatibility : how much effort to transition to this innovation ? Complexity : how much learning is required to apply it ? Triability : How easy is it to try the innovation ? Observability : How visible are the results ?
  • None of these intangible assets (human, organizational and informational capital – i.e databases, Information systems, networks, technology infrastructure) has value that can be measured separately or independently.
  • Mc Afee still recommend to build some kind of business case with the following elements
  • ...10 more annotations...
  • Costs and time lines
  • Expected benefits
  • Technology footprint
  • People make relative evaluations Reference point is status quo People are loss-adverse : a prospective loss of X is 3 times more painful that a gain of X is pleasurable.
  • These elements lead to the fact that we value what we have far more highly that what we could have instead. The result is what Gourville calls the 9x effect : people rate what they have 3 times more than their actual value and prospective items three times less than what they’re actually worth. A new item must therefore be at least 9 times better to justify the (perceived) effort required for the adoption.
  • As a result, McAfee quotes Gourville and recommends not to oversell the collaborative platform and make it clear that the adoption will be a long phase.
  • The objectives is to help them realize that these tools are the root cause of many of their daily work frustrations
  • So a 30 days trial might not be enough to see the full benefits of such solutions. However it can still proves how easy it is to use them.
  • A good strategy to make the results visible is to locate some teams of social networks enthusiasts (IT or HR departments might be a first good guess). And start to deploy the solution on such narrow teams.
  • In a transparency and observability purpose, it might be a good idea to monitor the knowledge workers perceived value of their tools and measure the progress. Preparing a questionnaire with a set of questions around the subject of collaboration, innovation, productivity and knowledge management could be a good starting point.
  • Christophe Deschamps on 18 Feb 10
     
    Revue du livre de McAfee par @ceciil
Bertrand Duperrin

Management and Virtual Decentralised Networks: The Linux Project - 0 views

www.firstmonday.org/...dafermos

collaboration communities coordination decentralization decentralizednetworks interactions knowledge linux management networks project valuecreation

shared by Bertrand Duperrin on 15 Aug 08 - Cached
  • Bertrand Duperrin on 15 Aug 08
     
    This paper examines the latest of paradigms - the Virtual Network(ed) Organisation - and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowledge arise as the central areas of focus. The Linux Project and its development model are selected as a case of analysis and the critical success factors of this organisational design are identified. The study proceeds to the formulation of a framework that can be applied to all kinds of virtual decentralised work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organisation and the surrounding community. Therefore, the potential success or failure of this organisational paradigm depends on the degree of dedication and involvement by the surrounding community.
Christophe Deschamps

Intellipedia suffers midlife crisis - 0 views

gcn.com/...Intellipedia.aspx

ib renseignement Social software entreprise 2.0 enterprise 2.0

shared by Christophe Deschamps on 19 Feb 09 - Cached
  • The problem? The growth of the collective intelligence site so far largely has been fueled by early adopters and enthusiasts, according to Rasmussen. About all those who would have joined and shared their knowledge on the social networking site have already done so. If the intelligence agencies want to get further gains from the site, they need to incorporate it into their own formal decision making process, he contended. Until that happens, the social networking aspect of Intellipedia is "just a marginal revolution," he said.
  • Established in 2005, Intellipedia, now managed by the Office of the Director of National Intelligence,  has approximately 100,000 user accounts. Open to anyone with a government e-mail account, it has social bookmarking tool, a document repository, a home page for each user, and collaboration spaces.
  • For true change to occur, other agencies must use Intellipedia as their official conduit, at least for some functions, Rasmussen said. Otherwise, it is just creating additional work for contributors.
  • ...4 more annotations...
  • Another problem is that managers may not worry that their employees would not be comfortable contributing information to a social-networking tool. Rasmussen said he talked with one executive who said employees may not want to contribute personal items to their home page.
  • " 'Are you kidding?' " Rasmussen responded. "This is work. We force people to do stuff [they don't want to do] all the time — we make people come in sober and wear clothes. In certain cases top-down may not work, but in certain cases it does."
  • Contributors need to learn to accept "an agency-neutral non-ownership" stance to their articles, he said.
  • "If you bring too many locks into an overly cautious culture, that's all you get: locks," Rasmussen said. He also mentioned that mashups remain to be too difficult for non-programmers to create, and social networks continue to be held, presumably unfairly, by higher standards than other technologies.
  • Christophe Deschamps on 19 Feb 09
     
    Intelipedia, le réseau social des agences de renseignement US mis en place en 2005, connaît quelques difficultés. Intéressant retour d'expérience sur un projet 2.0 déjà ancien.
Jackie Fields

HuffingtonPost CTO to speak on Enterprise MySQL - 0 views

twitter.com/huffingtonpost

CTO MySQL IT Management

shared by Jackie Fields on 06 Aug 09 - No Cached
  • Jackie Fields on 06 Aug 09
     
    HuffingtonPost CTO to speak on Enterprise MySQL: Heavy-Traffic Management on Aug. 11 at the NYC MySQL Group http://www.meetup.com/mysqlnyc/calendar/10930810/
Miguel Membrado

Six ways to make Web 2.0 work - The McKinsey Quarterly - Six ways Web 2.0 work - Busine... - 0 views

www.mckinseyquarterly.com/..._ways_to_make_Web_20_work_2294

Enterprise2.0 participation collaboration mckinsey

shared by Miguel Membrado on 19 Feb 09 - Cached
  • Miguel Membrado on 19 Feb 09
     
    Excellent article from McKinsey about how web 2.0 tools can improve productivity and efficiency in the company. They are also very well explaining difference between participation and collaboration, which we are ourselves explaining it for many years. It's good to see this difference recognized. The different categories are very well explained also. But one of the key point of this article in the introduction of workflow tecnologies in this area. McKinsey is saying that workflow + participatory technologies is a key enhancer for the company. We agree of course with this, first because companies need both world, and second because providing automation and participation capabilities to the information system is the best way to improve it drastically.
Christophe Deschamps

5 Factors to Consider When Selecting Enterprise Social Tools - 0 views

webworkerdaily.com/...ecting-enterprise-social-tools

ib enterprise 2.0 entreprise 2.0

shared by Christophe Deschamps on 28 May 09 - Cached
  • Know what you want to achieve with your initiative. Social media tools can achieve a huge range of different tasks, from better internal collaboration to lead generation. What does your firm need to do?
  • Understand your organization’s culture and leadership. Social media won’t change an organization’s culture. Understanding the culture and leadership of your organization will have a huge impact on your requirements, choice of tool and how to implement and configure it.
  • Listen, watch, understand and interview or survey the constituent base that will be asked to participate in your social initiative. It’s important to figure out how your new social initiative will be received and used by the people you hope will utilize it. Make sure you have involvement and buy-in at an early stage, and understand your users’ needs.
  • ...2 more annotations...
  • Ensure that you have an effective resource and content plan in place to manage your community. Your new social software can enable an existing community or form new ones, but in order to be successful, communities need ongoing cultivation. Make sure that you have the resources and a plan in place to cultivate your community.
  • Initiate conversations with your legal, HR and IT teams early on, in order to understand the limitations and risks that may be associated with your initiative. As with any new business initiative, you should make sure that you understand the risks involved with implementing social software.
  • Christophe Deschamps on 28 May 09
     
    What factors should you consider when selecting an enterprise social media tool for your business?
Nilesh Talaviya

Tips to Select the Perfect iPhone Apps Development Partner - 0 views

browsetechnology.com/phone-apps-development-partner

entreprise 2.0 entreprise2.0 web2.0 enterprise2.0 management

shared by Nilesh Talaviya on 21 Jan 14 - No Cached
  • Nilesh Talaviya on 21 Jan 14
     
    IPhone application development requires years of experience. A company that has been working with iPhone since its first generation is likely to give you better products as it will know the platform better.
JM Delahais

Sharepoint and Enterprise 2.0: The good, the bad, and the ugly | Enterprise Web 2.0 | Z... - 0 views

blogs.zdnet.com/Hinchcliffe

sharepoint enterprise2.0

shared by JM Delahais on 21 Mar 09 - Cached
  • These concerns about SharePoint’s ability to be an effective Enterprise 2.0 platform is one I hear echoed a lot with practitioners I talk to. In spite of this, I correspondingly hear that SharePoint is in fact what most organizations are planning on using when it comes to 2.0-style collaboration and knowledge management. Why the apparent disconnect between the perceived suitability (which we’ll dissect in a moment) and actual use? Part of it is SharePoint’s stunning penetration in the software business. T
  • In other words, SharePoint is already in most organizations today:
  • In fact, this is a central lesson in Web 2.0 design, that complexity is the enemy of ease-of-use and adoption; most 2.0 products are almost brutally simple in their user experience.
Miguel Membrado

A new way to work with Zoho | FastCompany.TV - 0 views

www.fastcompany.tv/...a-new-way-work-with-zoho

zoho onlineoffice enterprise2.0 newwayofworking work management saas cloudcomputing

shared by Miguel Membrado on 24 Feb 09 - Cached
  • Miguel Membrado on 24 Feb 09
     
    Think you know what work might look like in the future? Zoho's evangelist (and guy who setup their data center) Raju Vegesna shows me how he can gather data from the Internet, process it in a spreadsheet, and build a report -- all within minutes using Zoho's free services. Oh, and all while he could be collaborating with coworkers from around the world on live data. This is a new way to work and it's pretty exciting to think about how cloud-based technologies like Zoho's suite of applications will change how we'll work
samantha armstrong

FixComputerpProblemsSite Surely Knows How to Fix Computer Problems! - 1 views

I was having problems with my laptop before. Good thing FixComputerpProblemsSite helped me fix it. And they are really the experts when it comes to solving any computer related issues. They can eas...

fix computer problems entreprise 2.0 entreprise2.0 enterprise 2.0 web2.0 enterprise2.0 collaboration ib KnowledgeManagement Twitter management

started by samantha armstrong on 07 Jun 11 no follow-up yet
Nilesh Talaviya

The Best Practices for Development of Enterprise Mobile Apps - 0 views

bit.ly/1cV0qib

entreprise 2.0 web2.0 enterprise2.0 management

shared by Nilesh Talaviya on 07 Jan 14 - No Cached
  • Nilesh Talaviya on 07 Jan 14
     
    It was the Apple iPad that started the revolution of enterprise mobility. Once this tablet made it into the market, other similar tablets hit the marketplace with different operation systems.
Justin Pierce

The Most Excellent Bookkeeping Services - 1 views

started by Justin Pierce on 14 Feb 13 no follow-up yet
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