Date post: | 13-May-2015 |
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U R ONLINE and U R not alone !
... none of us is as smart as all of us.
COMPLETE METALAYER PRESENTATION - PART 3
WHAT IS A TIMES-PAGE?
Aggregates contextual information…
…presents it in a personalized view…
FILTER
Capturing Knowledge, saving Time..The Times-Page “tells you stories” in context !
N E W
N E W
N E WN E W
…Continuously updated each time
you visit.
YES, News
…but not stupid eMail Fragments !
Metalayer has unique key advantages over its competitors.The META-TIMES CONCEPT is fundamentally transforming Interaction and Communication in today‘s wired enterprise.
META-TIMES
Comm
unity discussion
remain in context
On top of all communities, the Personal Portal (MPP) integrates increasing Numbers of e-Releationships through different Metalayerbased Communtiy-Hubs. (MCH)
The MPP is collecting all relevant interactions and Contributions (XML-Data) from different WebSites / Communites using MCH Enterprise, MCH Standard or MCH Light, building your unique Personal Workplace.
Metalayer is CONTEXT DRIVEN and community based. With single login you can have the cockpit view of all the ongoing Discussion, Project ...etc.
XML [ XSLT]
Technology for Collaboration
Leading companies will make strategic decision to movetoward creating “highly collaborative value networks”. Based on new community technologies and completely new working models that can differentiate the response
to each individual !
Metalayer is a set of XML-based collaboration solutions that can be blended into an existing environment. They allow both the support of multiple communities and the creation of individualised portals aggregating the content of different communities.
XML collaborationfunctionalities can be integrated in any existing:- WebSites, - Portals, - Inter- Intra- or Extranet - Marketplaces.
Example Portal
INTEGRATION +PERSONLIZATION:
METALAYER is not a fixed,self-contained Web-Application.
Main differentiator and competitive advantage: Collaboration Software Solutions are hardly to compare. While most of them are [self-contained collaboration applications], Metalayer provides the infrastructure for the creation and management of multiple communities.
Set of Collaboration Tools
File Sharing
Real Time Collaboration
Asynchronous Collaboration
Other functionalities
Exisitng Collaboration / Sharing Software in themarket
On client side, any HTML device is able to get the full functionallity
• Pure HTML for all functions.• No Appletts/ActiveX or any local
installation needed.• HTML is generated within ASP
(Standard Edition), JSP and JavaBeans (Enterprise edition) and is currently rebuilt into a XML/XSLT architecture.
• Metalayer is fully functionally, wherever HTML can be viewd – Windows, Mac, Unix, Linux etc.
• Any HTML based security technology works with Metalayer (VPN, SSL etc.)
Personal Portal
(HUB) Multiple Collaboration Communities
On the client side, any HTML device is able to get the full functionality
• Pure HTML for all functions.
• No Appletts/ActiveX or any local installation needed.
• HTML is generated within ASP (Standard Edition), JSP and JavaBeans (Enterprise edition) and is currently extended into a XML/XSLT architecture.
• Metalayer is fully functionally, wherever HTML can be viewd – Windows, Mac, Unix, Linux etc.
• Any HTML based security technology works with Metalayer (VPN, SSL etc.)
INTERNET BROWSERS
PHONES, PADS
DEVICES WIRELESS
TV’s
CARSXML [XSLT]
Enterprises should focus on easy repurposing of content for delivery in multiple formats and on multiple platforms and devices.
The Metalayer Competitive advantage: XML - EXTENSIBLE Markup Language - as a product philosophy !
Other than most of today’s state-of-the-art applications, which use XML as an Information exchange standard only, Metalayer is using this new technology to store knowledge and as an [application philosophy throughout the product].
This provides the Metalayer products with a [flexibility], which no other current standard technology can provide.
XML XML
XML - PHILOSOPHYXML - PHILOSOPHYXML - PHILOSOPHYXML - PHILOSOPHY
FORRESTER RESEARCH spoke with 50 Fortune 1000 executives responsible for Communication in Product Development to ask how they collaborate internally and with partners. (externally)
What is the most frequent cause of problems in yourproduct development process ?
Source: Forrester Research
36%32%
26%
18%12%
8%
Not enough upfront planning
Misalignmentsof
expectations
CommunicationSilos
InsufficientResources
PoorSupply Chaincoordination
TechnicalProblems
FORRESTER RESEARCH spoke with 50 Fortune 1000 executives responsible for Communication in Product Development to ask how they collaborate internally and with partners.
To what degree do you collaborate with yourbusiness partner today and in 2002 ?
Source: Forrester Research
Little or none
Occasionally
Frequently
Extensively
Don’t know
32%
18%
2%
18%
30%
TODAY
18%
6%
26%
40%
10%
Year 2002
Percent of 50 Fortune 1000 companies interviewed (multiple responses accepted)
What tools do you use to collaborate for product development ?
Source: Gartner Group
FORRESTER RESEARCH spoke with 50 Fortune 1000 executives responsible for Communication in Product Development to ask how they collaborate and communicate internally and with partners.
Phone, Fax, Conference Call
Meetings
Document sharing
Other
82%
12%
2%
Percent of 50 Fortune 1000 companies interviewed (multiple responses accepted)
Project ManagementApplications 16%
90%
92%
Web-based tools
26% The Internet remains untapped for web-based interaction and communication.
Despite communication and documentation struggles, firms have not yet used the Web.
Communities of Interest Networks will play a big role of corporate wide
communication, Knowledge andLearning Strategies.
To be competitive in this new economy companies need to harness the power of the Internet. The Web becomes our daily Knwoledge-Workplace ..
Based on interviews with 50 Fortune 1000 CompaniesForrester Research concludes that :
Product development is increasingly cross-departmental.And it is becoming cross-enterprise.
Pressure to condense cycle time will intensify.Companies will try to reduce the alreadycompressed development process.
Bring more partners into the mix.Firms must collaborate with anever-larger number of globallydistributed customers, suppliersand partners.
.. and speed is becoming the most important factor in today’s business.
Design
Make
Sell
Manage Business
Buy
Care
Product development and communication is increasingly cross-departmental. And it is becoming cross-enterprise.
CONCLUSION
What is the most frequent cause of problems in your product development process ?
How many departments are involvedin a typical development project ?
The Internet remains untapped for intelligent interaction and communication. Despite communication and documentation struggles, firms have not yet used the Web as a tool !
What tools do you use to collaborate for product development ?
To what degree do you collaborate with business partner today and in 02?
eMail as a Problem Contributor:
eMai
l sen
t p
er D
ay (
in M
io)
US
1995 1999 2002
1000
2000
3000
4000
5000
6000
7000
8000
300Mio
8000Mio
3500Mio
How many eMails do you want today ? eMail as a Problem Contributor in theKnowledge-Industry. eMail will just not be the system to handle our relationships in future and to improve Knowledge and Innovation between Groups of PEOPLE .
- Fragmentation of Information / Knowledge- Taken out of the context (No Knowledge)- Not (really) researchable for others- Unorganized value Content- Noise Medium … a lot of JUNK !!- Self-Centric and (Blind Copy Behavior)
Source: Forrester Research
?
?
?
??
Enterprise e-Mail Systems Are No Longer EnoughE-mail systems no longer meet the needs of most users. E-mail is not just about the enterprise any more – it is about global communication and collaboration among an increasingly diverse population of participants and devices:
eMail is a PROBLEMContributor !
Most People [especially Knowledge-Worker] understand the value of online communities in today’s networked marketplaces.
eMail will just fail - in our data intensive networks of Human Interactionsand collaborative Relationships. Conversational Environments will change existing Messaging.
Collaborative -Business is defferent:
Community-Business is defferent:
eMail often frustrate Knowledge workers !
Email will never reach collaborative harmony !EMAIL IS JUST NOT ENOUGH FOR C-BUSINESS
Email is ubiquitous and widely accepted. It is good for asynchronous single exchange between two people (private) but it has fundamental shortcomings for virtual collaboration and intelligent communication in the networked business economy.
A It lacks the ability to easily structure a discussion among a group of people.
B It lacks the ability to organize discussions - other than by attempting to remember to file associated items in the same folder, or with the same
keywords or title. C It is fundamentally a noisy medium. GartnerGroup estimates that the
increase in email may lead to knowledge workers spending two hours a day sorting through and reading their email, with a significant **signal to noise ** problem.
D It clearly lacks the ability to easily incorporate business rules
and structures, so as to move a collaborative process forward step by step, or to permit people to have different, clearly defined roles and
responsibilities vis a vis the process.
Are you overloaded with information and never find the documents again?
You need central point of communication (a portal), as you are currently wasting time checking and structuring your emails, not knowing what your partners, suppliers and customers around the world want from you and – even worse - not knowing
what they know! Your business is losing money having employees hanging in front of their computers, trying to structure their emails and not knowing what is going on out there!
Funct
ionalit
y(D
isp
lay o
f co
nte
nt
in c
onte
xt,
Rele
vance
deci
sion o
n
rece
iver‘
s si
de, Poss
ibili
ty t
o inte
gra
te p
eop
le o
uts
ide
the o
rganiz
ati
on, A
synch
ronous
and
synch
rounous
tools
, C
onte
nt
Ag
gre
gati
on/S
earc
h f
unct
ion)
Time for grasping the relevant information
YOU
Using email and not web-based intranets
A web-based collaboration tool
Create
Capture
Organize
Access
Use
Share
The Knowledge Managing Enterprise
Collaborate Innovate
Knowledgesharing
KnowledgeApplication
KnowledgeSharing
ProcessBarriers
BusinessValue
KnowledgeCreation
KnowledgeApplication
KnowledgeSharing/
Discussion
The Knowledge Managing Enterprise
The highest return occurs when all three enterprises dynamics and all five KM activities are successfully activated.
Highly collaborative communityof exptertice and interest.
Interaction based Knowledgetransfer and discussion
1
2
3
5
4
Corporate culture should promote sharing, collaboration and innovation on highly interactive knowledge communities.
COIN
Online Communities offer a ready conduit for building massive networks of ideas. The real « killer application » of the Net is likely to be people communicating and sharing ideas.
When entierly new informatoin flows between previously unconnected groups of people are created, new ideas, concepts, philosopies or, more practically, new solutions to problems are often developed.
COIN : Communities Of Interest Network
Business models in the networked economy will be based on fundamental facts of doing Business: (Offline or Online)
Long-term Company success comes from driving conversion and participation (..and not only from transaction !)
Collaborative processes represent the information-commerce required for a successful eBusiness implementationas opposed to the transactional commerce.
At its core an overall Business implementationrequires that all participants have the ability to interact on a fully personalized level.
Transactional
Relationship
Transformational
Relationship
The future is about acquiring and acting on collaborative Knowledge
Working and learning will be the same thing
It is now the right time for organizations to rethink their existing inter- and extra- organizational communication strategy.It is now the right time for organizations to build their value-Networks. It is now the right time for organizations to move to the 3rd imperative of eBusinessIt is now the right time to communicate and Collaborate in a much smarter way !
Intelligent People interaction is just anotherstep toward TRANSACTION and RELATIONSHIP.Timing is everything on the NET
Enterprises should speed-up and invest over the next years in eTransform themselves towared a Knowledge-Workplace.
1995 2005
Knowledge
1985
Software
Hardware HARDWARE
SOFTWARE
Time
KNOWLEDGE
With c-business being the primary driver of Knowledge Management, the challange for companies is to meet their web-audienceexpectations in terms of developing a personalized Knowledge-Experience.
Definition of Knowledge Management:
KM is a formal “process” that evaluates a company’s organizational process, people, and technology and develops a solution that leverages the relationships between these components to collect, share and discussthe right information with the right people at the right time in order to improve productivity.
Source: IDC
We offer a framework to analyze product capabilities and help define requirements.
There are currentlyno KM products that
provide all the functions of Knowledge
Management.
Enterprises are faced with the challenge of selecting between overlapping and incomplete products, and a top-down business-driven design is the only viable approach.
Bottom Line:
Storage mechanisms
Access to existing information
UI (user interface) tools
Collaboration + Community Networks
Decision support
Development platforms
Beyond prod. Supporting storage
KnowledgeManagement
Products
1
2
3
4
5
6
7
Navigation trough the jungle of marketing labels to find products relevant to a Knowledge-Management Program can be a major challenge:
The knowledge cycle, as shown, provides a process model that can be used to assess the relevance and applicability of applications or technology to knowledge-management. The knowledge cycle is supported in total by collaboration, the process that deals with the “daily interaction among and between people.” Such interaction is typically required in all stages of the knowledge cycle.
Create
Capture
OrganizeAccess
Use
KNOWLEDGE
CYCLE
Create: Discover, Realize, ConcludeArticulate, Discuss
Capture: Digitize, Document, Extract, Represent, Store
Organize: Structure, Catalog, AbstractAnalyze, Categorize
Access: Present, Display, Notify,Profile, Find, Locate
Use: Make, Improve, PerformService, Learn
KM provides most benefit when leveraging people, not removing them.
M E
T A
C
O L
L A
B O
R A
T I
O N
Source: Gartner Group
KM not to be considered
as independent system.
Do not build isolated Knowledge
island
DesignSystems
CustomerRelationshipManagement
Marketingand Sales
CaseManagement
CallCenters
WorkflowDocument
Management
Transactions
Content Management
VerticalIntegration
HorizontalTools
Tactical Guideline:
By treating KM as an integration project rather than requiring implementation of new free-standing applications, enterprises will ensure leverage of information assets avoiding creation of new islands of knowledge. Action item:
Knowledge Management applications should not be considered independent systems installed alongside others, rather KM will be delivered by integration of specific process logic with other systems, creating a coherent environment supporting user tasks.
EXAMPLE
Cross-Collaborative Community-LAYER
C-Commerce
Knowledge Management and Business Applications.KM is not a self-contained bussiness initiative
Knowledge Management
[KM-communities]
Companies, whether they like it or not, will be forced to customize interaction with their key constituents. Customization of interactions in the E-conomy is no longer a luxury or even a nice-to-have; it’s a must-have !
Design
Make
Sell
Buy
Care
Customer
Partner
Supplier
EmployeeKnowledge
Manage Business
Collaborative KNOWLEDGE Worker
Design
Make
Sell
Manage Business
Buy
Care
Planning an effective overall Web-Strategy starts with the realization that the real power of your enterprise resides in peoples’ brains.
Constant improvement and peak performance !
Technology, learning, knowledge, content, collaborative interactionand the management of these things are all only the means to the end we seek:
Community-Hub
Focus on New
Knowledge
Focus onExisting
Knowledge
Process Focus
Content Focus
1.
2.
Captu
ring
and
Locatin
g
Transf
er a
ndShar
ing
3.
Creatin
g and
highly colla
boratin
g
KNOWLEDGE
A Model of Company Knowledge Development. Collaboration in Knowledge Management is focused on getting the users not only to use the systems but also become highly active contributors of Content and Knowledge.
Source: University of St. Gall
Prof. Georg Von KroghProfessor of Management at the University of St.Gall
{Advisory Board Member]Professor Von Krogh's current research is in the areas of strategic management and cooperative strategies including knowledge and competence development.
KnowledgeCOMMUNITIES
InternalKnowledge
Internet
Publicknowledge
Subscribedknowledge
Customers
Competitors
Delivery and Supply Chain
Partners
Commercially Purchased Data
messages
Companies beginn to rely on extensive use of external content and Knowledge from external sources. With this expanded «universe » of information and expertise, enterprises must extend their digital visions to include all external sources of information.
The E-conomy has created a growing class of consumers addicted to the thrill of being able to get perfect products, perfect service, and perfect information and interaction almost a matter of course.
The internet audience insist on being treated as valued partners, as discerning members of a community in which they have rights!
QUESTION:
How can enterprises sucessfully manage and intelligently get most value out of 100 multiple, globaly distributed Communities ?
New META-COMMUNITY NETWORK CONCEPTS will seamlessly integrate one-to-one, one-to-many and broadcasted-interactions into one META-COIN, which gathers all relevant information from multiple enterprise Community-Hubs all over the Globe.
META-COMMUNITY HUB
Supplier-Comty Internal-ComtyCLIENT-Comty
Partner-Comty
A cultural Learning, Knowledge-Sharing and context-driven Discussion Framework is key for
successful KM !
Building a culture of sharing, collaboration and innovation is a critical success factor of any Business.
Innovate
Enterprise KM
Dynamics
Enterprises cannot drive the cultural dynamics of KM through management directives.
Share
Operational Foundation for KM
Operational Rolesand Responsibilities
Incentives and Recognition
Time and Space forCapture, Collaboration
People Education Change Leadership
CollaborateCommunity-Members
Inter-EnterpriseCOIN‘sare the
Killer-Apps ofthe Future
INDUSTRIAL COMPANY
They’re ALL Brains, No Body.
LARGE BODY
SMALL BRAINS
KNOWLEDGE COMPANY
ALL BRAINS
NO BODY
IntangibleAssets
Example: Research and Development Department
Organization charts “prescribes” that work and information flow in a hierarchy…
ThomasSenjor Executive
RosaSecretary
AlbertManager
EricManager
MarthaManager
MartinManager
SusanManager
Roger
Sharon
Gandice
Leena
Anne Nancy
Kathi
William
Hans
(External entities not included in Thoma’s organization chart)
RegulatorAgencies
ComputerDatabase
Vendors CustomerSalesDept.
MarketingDept.
FinanceDept.
Prescribedhierarchical flow of work & information
REAL ORGANIZATION
ThomasSenjor Executive
RosaSecretary
AlbertManager
EricManager
MarthaManager
MartinManager
SusanManager
Roger
Sharon
Gandice
Leena
Anne Nancy
Kathi
William
Hans
(External entities not included in Thoma’s organization chart)RegulatorAgencies
ComputerDatabase
Vendors CustomerSalesDept.
MarketingDept.
FinanceDept.
ALL BRAINS
NO BODY
IntangibleAssets
KNOWLEDGE - WORKER
“Real Organization” work and information flow through a vast web of informal channels
The Community Networkis just a Part of KM
In our view, leading companies will make strategic decision to movetoward creating “highly collaborative value networks”.
They will leverage new community technologies and completely new working models that can differentiate the response
to each individual !
Success of companies in the network rests on their ability to managethe individual and match them profitably with capabilities to
serve, educate and retain them over a long term.
ability to managethe individual and match them profitably
WEB-SITE
WEB-PORTAL
MARKETPLACE
WEB-SITE
Metalayer‘s vision is that email, as it is today, will be dead soon. Our two software Porducts, Metalayer Community Hub (MCH) and Metalayer Personal Portal (MPP) with it‘s people-centric approach strongly improve and fundamentally change the exisiting communication and interaction strategies in today‘s networked economy.
Suppliers Customer Partner Employee Distributor Counselor
Information pull Information pullInformation pull
WEB-SITE
WEB-PORTAL
MARKETPLACE
WEB-SITE
Enterprises will provide Community-Hub‘s to bundle their visitors in groups of interest and to manage communites. Community Hubs will be implemented in most Portals, Marketplaces and WebSite to ensure People Relationships.
Suppliers Customer Partner Employee Distributor Counselor
CommunityHUB
CommunityHUB
CommunityHUB
CommunityHUB
CommunityHUB
CommunityHUB
CommunityHUB
WEB-SITE
WEB-PORTAL
MARKETPLACE
WEB-SITE
And finally, [a Metalayer of collaboratoin] will integrate all your personal e-relationships to peolpe and to the different global communities.
Suppliers Customer Partner Employee Distributor Counselor
Personal Portal
Personal Portal
CommunityHUB
CommunityHUB
CommunityHUB
CommunityHUB
CommunityHUB
CommunityHUB
CommunityHUB
Example how the consulting industry is managing eRelationships over highly interactive communities.
MCH MCH
MCH
MPP
Inter-Enterprise Meta-Community-Hub‘sThere is nothing more personalized and powerful than highly collaborative “micro-communities” within all Enterprise business live-cycles on a Collaboration Network.
Design
Make
Sell
Manage Business
Buy
Care
COIN
MCHMPP = META-COMMUNITY NETWORK CONCEPTS seamlessly integrates one-to-one, one-to-many and broadcasted-interactions into one META-HUB (personal Portal MPP, which gathers all relevant information from multiple enterprise Community-Hubs all over the Globe. (THIS WE CALL THE LAYER)
MCH = METLAYER COMMUNITY HUB
MPPMPP = METLAYERPERSONAL
THE META-VISION
PersonalPortal - META-CHAT
- META-SEARCH- META-VOICE- META-BOT’s- META-KNOWLEDGE
MCH
MCH
MCH MCHMCH
MCH
MCH
MCH
MCH
MCH
MCH
MCH
MCHMCH
MCH
On top of all communities, the Personal Portal (MPP) integrates increasing Numbers of e-Releationships through different XML-based Communtiy-Hubs. (MCH)
The MPP is collecting all relevant interactions and Contributions (XML-Data) from different WebSites / Communites using MCH Enterprise, MCH Standard or MCH Light, building yourunique META-Workplace.
The “Killer-App” is born:(Personal Portal + Community Hubs)
Lilly is a leader in the pharmaceutical industry. The company employs more than 31,000 people worldwide and markets its medicines in 179 countries.
Metalayer is running a pan-European Portal for them: www.reopean.com.
www.reopean.com.
• The ReoPro product Community Portal for the European market.• A common workspace currently hosting over 100 active communities, increasing
daily.• An information sharing portal, integrating employees, customers, suppliers,
partners.• A personalized workplace for 250 people inside and outside the organization
simultaneously working in geographically distributed teams.
Eli Lilly: Client Testimonial
ReoPean.com• The REOpro product Community Portal for the
EuroPEAN market
• A common highly cross-collaborative workspace currently hosting over 130 active communities, increasing daily
• An information sharing and innovation portal, integrating employees, customers, suppliers, partners etc.
• A personalized workplace for 250 people inside and outside the organization simultaneously working in geographically distributed teams
… a highly collaborative value network!
…. is a Community Of Interest Network (COIN) which is used to run communication, innovation and share knowledge within
the ReoPro Europe organization.
It is a Inter-Enterprise Community-Hub providing an interactive web working place with functions for information sharing such
as News, Discussion, Hotlinks, File Upload and Voting.
www.reopean.com
“We really have gained speed which becomes more and more the determining factor in our ability to be in close relationship with our stakeholders.
Metalayer gives us a documentation of workin progress which provides the managementwith a never known transparency.
Metalayer has become our centralcommunication tool. “
Juergen Raths Managing Director, ReoPro
Eli Lilly: Client Testimonial
Upside Down ! Community Projects are extensible………
Project
1
2
3
Time
Project
1
2
3
Time
AnalysisRaw-
Design
DetailAnalysis
DetailDesign
DataTransformation
GOLIVE
Analysis
eXtend Analysis
eXtend
Analysis
eXtend
BusinessValueAnalysis
eXtend
BusinessValue
GOLIVE
Analysis
<< A very eXtensible approach >>
COMMUNITYPROJECTS
SoftwarePROJECTS
3) Marketing:
2) Commerce: INCREASE TRUST = INCREASE COMMERCE. If you have stuff to sell, you want to get the right group of PEOPLE hanging out on your site. E-commerce sites are seeing the necessity of building and integrating cross-collaborative community functionalities.
Some SIDE-EFFECTS by driving cross-collaborative Communities on your WebSite / Intranet / Portal / Markeptlace etc. There will be lot‘s of change over the next month. The trend goes from passive content channel readers to active community contributors. Generated CONTENT and ongoing discussion by a specified Audience is the DIGITAL GOLD OF THE NEXT ECONOMY.
1) Traffic: Though the Web grows by 50 percent per year, popular online communities expand at 20 percent per month. Communities are sticky, they're viral, and they drive traffic. Users will spend more time on interactive content pages (communities) than on passive content-channels.
“Banner ads” on Community-Hub’s can cost as much as 100 percent more than “run of the site” banners on search or portals sites such as:
SIDE-EFFECT
SIDE-EFFECT
SIDE-EFFECT
Poor Customer Service Will Erode Online B-To-B Relationships, Says Jupiter Media Metrix
New research reveals that 29 percent of B-to-B companies fail to respond to e-mail customer service inquiries
Jupiter Media Metrix (NASDAQ: JMXI), the global leader in market intelligence, today reports that business-to-business (B-to-B) companies are missing basic customer service capabilities that can drastically improve online customer relationships and build trust.
According to Jupiter analysts, B-to-B companies must improve their customer support competencies by leveraging online Meta-Networks that allow for customers and service staffers to share knowledge.
The low level of accuracy in B-to-B companies' responses will eventually drive customers to other, more costly communication channels and will lower confidence in e-mail as a customer service channel. Collaborative support networks can facilitate customer confidence by providing a repository of knowledge for customers to access."
While 65 percent of B-to-B companies offer online self-service, the WebTrack data show that all but two percent are nothing more than stagnant Frequently Asked Questions (FAQs) pages. Jupiter analysts have found that this type of self-service offers no value to a complex B-to-B site because the pages are often long lists of text, which customers must scan to find their appropriate answer. Instead, Jupiter analysts say companies should leverage online service networks because they act as persistent collaborative knowledge repositories that can be queried by customers and service staffers alike.
"Previous Jupiter research has found that 70 percent of experienced Web users will leave a site if they can't find the information they need. B-to-B buyers will follow the same trend," Daniels said. "A highly collaborative customer-to-customer Meta-Service Network can capture the highly skilled knowledge of a company's clients and take the burden off their costly support engineers. Some companies leveraging similar systems have been able to identify a dozen customer enthusiasts that regularly answer customer support questions."
Mai 2001
Effective leader in the new emerging Collaborative economy are wired. They promote the power of the network. Good leaders in the traditional economy communicated well with subordinates. Net Ready leaders help team members to communicate and collaborate in a intelligent and context-related way with each other within Community-HUB’s.
CPC [Collaborative Product Commerce]
Aberdeen Group analyzed: With so much product-related activity happening outside the product creator’s domain, the question in C-Commerce is how to provide visibility [META-VIEW] to gain additional expert perspective. With the many relevant issues and People Involved which collaborate discuss and contribute both inside and outside the Enterprises the question is how to provide visibility and coordination of the effort. It is no longer viable to continue to architect products in a vacuum. All available Knowledge of the participating players must be brought together to bear during all the Processes: Research, Development, Acquisition, Commercialization Project and Care-Stages.
Community-HubMultiple and cross-collaborativeInter-Enterprise Communities of Interest.(Intranet, Internet and Extranet)
Scanning and analyzing your InternetPortals, WebSites etc. is interesting:
-General Statistic -Page Views-Top Pages -Hits-Top Browsers -Top Exit Page-Demographics -etc. etc.
..SO WHAT
?Community-HUB activity ranking: Date: 28.05. 2001
Animal Health-Community: User Sessions: 3872
28% Partners 53 Files Uploaded 24 Files Downloaded 14 Discussions 3 Voting's12 % Suppliers 3 Files Uploaded 12 Files Downloaded 09 Discussions 1 Voting20 % Customers 4 Files Uploaded 87 Files Downloaded 25 Discussions 5 Voting's30 % Employees 60 Files Uploaded 164Fiels Downloaded 74 Discussions 12 Voting's10 % Visitors 0 Files Uploaded 68 Files Downloaded 12 Discussions 4 Voting's
Most downloaded File: Calcium-approved.doc (72x) 24% Supplier 48% Customer 28% EmployeesCalcium-add-on.pfd (43x) 12% Supplier 68% Customer 20% Employees
Most discussed File: Calcium-add-on.pfd (25x) Link to Comty-Discussion
Expression used:Expression used in CHAT:CHAT-Session:
Voting’s Total: 25
CustomersSupplier
Partner
People
Employee
Understanding and analyzing your Inter-Enterprise COIN brings value:
COIN
….UNDERSTANDING YOUR PEOPLE AROUND AND WITHIN YOUR ENTERPRISE IS MUCH BETTER
PERFORMANCE MANAGEMENT SYSTEMS
New Score Cards and models for a new INTANGLIBLE KNOWLEDGEECONOMY.
TIME
OPERATIVE
PAST PRESENT FUTURE
LOW INTERMEDIATE HIGH
FINANCIALREPORTING
BALANCEDSCORE CARD
INTELLECTUALCAPITAL
STRATEGIC
TRADITIONAL INDUSTRY
KNOWLEDGEINTENSIVE
MARKET VALUE
Knowledge Attitude
Smart Professionals Have an AttitudeVA
LUES
BEL
IEFS
BEH
AVI
OR
S
INDIVIDUALS TEAM ORGANIZATION
SELF-ESTEEM RESPECT TRUST
MY COMPANYBENEFITS FROMMY KNOWLEDGE
MY KNOWLEDGEGROWS WHEN
IT FLOWS THROUGTHE NETWORK
I AM RESPONSIBLEFOR LEARNING
LEARNING SHARING CODIFYING
Smart Professionals Run of Fun
Smart Professionals Run on FunE
FF
EC
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PROFESSIONAL LEVEL
FORCE &CONTROLL
APPRAISAL & REWARD
FUN, NETWORKED AND FULLFILMENT
Metalayer providesa complete newway of cockpitview of yourEnterprise.
The balanced Score Cardof tomorrow will go deep inside Collaborative Communication measurements.
Co
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Par
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Extended Enterprise
TraditionalTradingPartners
DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Enterprise
BusinessParadigm
ExternalInformation
eCosystem
Co
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Par
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Enterprise
BusinessParadigm
ExternalInformation
eCosystem
Extranet
Internet
Intranet
Extended Enterprise
TraditionalTradingPartners
Co
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
ExternalInformation
eCosystem
Extranet
Internet
Intranet
Extended Enterprise
TraditionalTradingPartners
NetworkedeConomy
Co
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
ExternalInformation
eCosystem
Extended Enterprise
TraditionalTradingPartners
Co
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
ExternalInformation
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
eCosystem
Extended Enterprise
TraditionalTradingPartners
Co
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ecti
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Par
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
BusinessParadigm
Information WebSitesCompanyContent+InformationMarketing
ExternalInformation
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
eCosystem
Enterprise
Extended Enterprise
TraditionalTradingPartners
Co
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ecti
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Par
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
Information WebSitesCompanyContent+InformationMarketing
eCommerce-Transaction SitesCompany TransactionContent + Commerce
ExternalInformation
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
eCosystem
Extended Enterprise
TraditionalTradingPartners
Co
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ecti
on
Par
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
Information WebSitesCompanyContent+InformationMarketing
eCommerce-Transaction SitesCompany TransactionContent + Commerce
ExternalInformation
Commercial Trading-Hub‘sMultpiple B2B Transactions / Cross-Commerce + Content
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
eCosystem
Extended Enterprise
TraditionalTradingPartners
Co
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ecti
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Par
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
ExternalInformation
eCosystem
Extended Enterprise
TraditionalTradingPartners
Company InranetsInformation-Sharing
Information WebSitesCompanyContent+InformationMarketing
eCommerce-Transaction SitesCompany TransactionContent + Commerce
Commercial Trading-Hub‘sMultpiple B2B Transactions / Cross-Commerce + Content
Collaborative Trading-Hub‘sMultpiple B2B Transactionenhancd with Collaboration
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
Co
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ecti
on
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
Information WebSitesCompanyContent+InformationMarketing
eCommerce-Transaction SitesCompany TransactionContent + Commerce
ExternalInformation
Commercial Trading-Hub‘sMultpiple B2B Transactions / Cross-Commerce + Content
Collaborative Trading-Hub‘sMultpiple B2B Transactionenhancd with Collaboration
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
eCosystem
Extended Enterprise
TraditionalTradingPartners
Co
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ecti
on
Par
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
Information WebSitesCompanyContent+InformationMarketing
eCommerce-Transaction SitesCompany TransactionContent + Commerce
ExternalInformation
Commercial Trading-Hub‘sMultpiple B2B Transactions / Cross-Commerce + Content
Collaborative Trading-Hub‘sMultpiple B2B Transactionenhancd with Collaboration
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
eBUSINESSStrong focus on collaborative
electronic Trading / Commerce
Extended Enterprise
TraditionalTradingPartners
Co
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ecti
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Par
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DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
Information WebSitesCompanyContent+InformationMarketing
eCommerce-Transaction SitesCompany TransactionContent + Commerce
ExternalInformation
Commercial Trading-Hub‘sMultpiple B2B Transactions / Cross-Commerce + Content
Collaborative Trading-Hub‘sMultpiple B2B Transactionenhancd with Collaboration
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
eCosystem
Extended Enterprise
TraditionalTradingPartners
Co
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ecti
on
Par
adig
m
DepartmentalProductivity
External Transactions
ExtendedMarkets
CollaborativeInteraction
Company InranetsInformation-Sharing
e-Commerce
c-Commerce
Enterprise
BusinessParadigm
Information WebSitesCompanyContent+InformationMarketing
eCommerce-Transaction SitesCompany TransactionContent + Commerce
ExternalInformation
Commercial Trading-Hub‘sMultpiple B2B Transactions / Cross-Commerce + Content
Collaborative Trading-Hub‘sMultpiple B2B Transactionenhancd with Collaboration
(EIP) PortalsInformation-ManagementCollaboraiton, EducationKnowledge-Management
cBUSINESScollaborative multiple Communiy Networks
„Knowledge Workplace of the Future“
Comtyhub
Extended Enterprise
TraditionalTradingPartners
CO-FOUNDERNiki FlandorfereBusiness isn’t just an
army of consultants and technology providers !
Conversational Environments will Change existing
Messaging.
It is much more about the right interaction at the right time and the right participation
between the right groups of people (communities) that drives the networked
economy today!
Still many people believe that the hoarding of knowledge is power, a philosophy that may help (weak, self-centric individuals) but hurts Enterprises. [With or without Internet Networks]
Inter-Enterprise Knowledge-Worker understand and have experimented the immense power of collaborative and collective Knowledge workingenvironments.