Enterprise 2.0
Web 2.0 & Social Media are reaching
large corporations calling it Enterprise 2.0.
It influences technology, business processes
and the corporate culture.
Enterprise 2.0: Many companies ask themselves, what kind of benefits Enterprise 2.0 offers their business and how they can integrate the new concepts and technologies into their existing processes.
At our approach we always start with the need and the potential for our customer, followed by the technological and cultural framework of each important business unit. We also take a look at the status quo of strategy, current projects and future developments.
We have identified knowledge management and collaboration to be essential parts of a successful enterprise 2.0 project and your business in general.
When implementing such new concepts, we try to focus on business process and change management. Thus we make make sure that the changes really take place and become accepted by the employees.
With our cooperation and integration of startups and partner companies we can also deliver technical solutions for the developed concepts. Giving you solutions that you can work with!
BUSINESS CASE
Christian Schwarzkopf
Project manager
For a large chemical company we have developed pragmatic knowledge management (KM) systems in various units, in order to increase the efficiency and effectiveness of business processes and daily work life. Some steps included...
- Business process analysis
- KM analysis & mapping
- KM designing, knowledge &
IT structure setup - Testing
- Implementation planning
- ...
Our client was asking for more effectiveness & efficiency through a new knowledge management approach.
Despite the many initiatives and projects running globally in various directions of Enterprise 2.0 and KM, the department needed a new solution for its teams immediately. The idea was first to create a system that helps directly the unit, while being aligned with potential corporate changes. It was also intended as a pilot and role model for the whole company. The client wanted to reuse the data from completed projects, transform knowledge from experienced to young employees as well as speed processes. The goal was to become more efficient and effective in the project operations. Regular fluctuation of employees as well as different cultures from sub-units and acquired companies was an extra challenge. The same kind of project was/ is demanded by other units, which are challenged by similar tasks.
The case was a good example that before a company can roll-out Enterprise 2.0 solutions or implement new KM, a top-down strategy needs to be combined with bottom-up projects in important business units. Thus the individual demand can be integrated in the overall strategy, creating a feasible and well accepted concept, which is partially already in use.