The Future of Collaboration Software – a Qualitative Study
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Enabling Enterprise Collaboration
Enabling enterprise collaboration Summer Hugo Sarrrazin Copyright © McKinsey & Company 2013 Kara Sprague Michael Huskins 2 Enabling enterprise collaboration The success of large organizations often depends on the ability of its employees to work collaboratively across time and distance. Greater collaboration increases productivity, enhances innovation, and reduces time-to-market. There are numerous IT tools that enable collaboration within the enterprise. These tools often overlap in functionality, have different standards, create security concerns, or put additional burdens on a company’s IT organization and infrastructure. Consequently, in many companies, IT infrastructure executives are working through how best to select, deploy, and support the right set of collaboration tools. Although the lines are not clearly drawn, collaboration tools broadly fall into one of several categories: Communication: Tools that enable synchronous and asynchronous communication, including videoconferencing, instant messaging, white-boarding tools, and e-mail. Team collaboration: Tools that help teams organize their work and work product, including file sharing, project planning/management, group calendaring, and event scheduling. Writing/editing: Tools that help teams work together on documents and/or publish documents, including wikis and online document processing tools (e.g., GoogleDocs). Engaging/networking: Sites and tools that enable social media, networking and blogging. We recently convened several Silicon Valley IT executives at the Chief Infrastructure Technology Executive Roundtable (CITER) to discuss how best to derive value from collaboration and collaboration tools. This overview synthesizes the findings from our discussions with the CITER members. 1. The benefits of collaboration tools are there, but it is often difficult to measure these benefits and calculate return on investment. -
Enterprise Resource Planning (ERP) System Implementation: Promise and Problems Mehmet C
The Review of Business Information Systems Volume 7, Number 3 Enterprise Resource Planning (ERP) System Implementation: Promise and Problems Mehmet C. Kocakülâh, (E-mail: [email protected]), University of Southern Indiana Dana R. Willett, University of Southern Indiana Abstract The experiences of the two businesses presented here correlate well with the success factors iden- tified in the literature related to implementation of enterprise resource planning systems. The im- portance of successful ERP system planning and deployment becomes evident when consideration is given to the resources companies devote to these projects and the advantages promised and of- ten realized as a result of business process improvement through ERP. As enterprise resource planning continues to evolve, its importance seems likely to grow. This evolution will allow ERP to expand to serve smaller and smaller businesses and businesses with more specialized enterprise resource planning needs. To truly serve these institutions, ERP deployments must become more reliable through the further refinement of success factor analysis. 1.0 Introduction nterprise Resource Planning (ERP) systems change the way businesses do business. With promises of huge savings and competitive advantages, vendors sell at least $15 billion of ERP systems each year E with expected market growth to $50 billion in annual ERP sales in the next three years, (Bingi, 1999). More than 50% of the Fortune 500 corporations today have already implemented ERP systems, (Grove, 2000), and 70% of the Fortune 1000 firms already have or will soon have ERP systems installed, (Bingi, 1999). Further, newly developed ERP packages target small and medium-size business with assurances that these software systems will bring big-business efficiencies at reasonable rates, (SAP Solutions, 2001). -
Understanding the Role of Reporting Software in Successful Enterprise Reporting
Understanding the Role of Reporting Software in Successful Enterprise Reporting Excerpted from: A Commonsense Approach to Business Intelligence by Adam Smithline and Paul Felix www.leapfrogbi.com [email protected] 408-348-4955 Introduction For years companies have been buying reporting software, such as Cognos or Business Objects, hoping to solve their reporting challenges with a single purchase. Today, companies are buying newer tools like Power BI and Tableau with similar expectations. Despite the considerable power of these tools, there is no easy fix to the complex challenges of enterprise reporting, and companies expecting one are in for disappointment. Whether you're considering such a purchase, or have already made one, there are some important decisions you'll need to make that go along with it, and some core concepts you should understand. In the end, your level of business intelligence success or failure will largely be determined by factors other than your choice of reporting software. The Importance of Reporting Tools Let's start with the obvious question. Is it necessary to purchase Tableau, or a similar reporting tool, to enable high-performance reporting and fact-based decision-making in your company? The answer to this question is a resounding yes. Reporting applications are extremely powerful and have a very important role to play in any business intelligence solution. And while this has been true for decades, lately we've seen the ease-of-use and flexibility of reporting software improve dramatically while prices have remained flat, or even decreased. At a minimum, reporting software should be used to explore data and create visualizations that effectively communicate the story the data is telling and reveal important insights. -
Mobile Middleware: the Next Frontier in Enterprise Application Integration
Nettech White Paper: Mobile Middleware: The Next Frontier in Enterprise Application Integration By, Tamara Kanoc, Director of Marketing, Nettech Systems, Inc. Nettech Systems, Inc. 600 Alexander Road Princeton, NJ 08540 Tel: 609-734-0300 Fax: 609-734-0346 Web: www.NettechRF.com © Copyright 1999 Nettech Systems, Inc. I. Introduction The role of this white paper is to introduce an emerging enterprise software category, mobile middleware. Mobile middleware refers to the software that is used by software vendors and corporate IT groups to add mobile connectivity to their applications. While mobile middleware has been used for years by many vertical market application developers, there are now forces at work that make mobile middleware a critical element in all aspects of the enterprise software market. II. Understanding the Enterprise Software Market Before we can fully appreciate the vital role that mobile middleware plays in the enterprise software market, we must first gain an understanding of that market and the growing use of middleware to integrate enterprise applications. Enterprise Software consists of operating systems, network software, application development software, middleware, databases/warehouses and enterprise applications. Enterprise applications are those that are used within large corporate “enterprises” to track resources, perform services, manage customer data and communicate internally and externally. Applications generally categorized as “Enterprise Applications” include: Enterprise Applications: Front Office Supply -
Supply Chain and Logistics Technology Sector Review | 3Q 2019 Supply Chain and Logistics Technology Sector Review | 3Q 2019
SUPPLY CHAIN AND LOGISTICS TECHNOLOGY SECTOR REVIEW | 3Q 2019 SUPPLY CHAIN AND LOGISTICS TECHNOLOGY SECTOR REVIEW | 3Q 2019 HARRIS WILLIAMS (“HW”) TECHNOLOGY, MEDIA & TELECOM (“TMT”) GROUP • 330+ professionals across eight offices globally • 35 professionals across Boston, San Francisco, and London • 160+ closed transactions in the last 24 months HORIZONTAL FOCUS SECTORS VERTICAL FOCUS SECTORS • 10 industry groups • Compliance Software • Architecture, Engineering & Construction • CRM and Member Management Software • eCommerce & Retail Software • Data & Analytics • Education Technology • Enterprise Software • Energy Technology • Human Capital Management • Facilities & Real Estate Technology • Infrastructure & Security Software • Financial Technology • IT& Tech Enabled Services • Government Technology • Managed Services, Hosting & Data Center Solutions • Healthcare IT • Online Marketing, Data & Research • Industrial & Supply Chain Software TMT CONTACTS TRANSPORTATION & LOGISTICS CONTACTS A N D Y LEED TYLER DEWING THIERRY MONJAUZE J A S O N B A S S F R A N K MOUNTCASTLE J O E C O N N E R +1 415-217-3420 +1 617-654-2133 +44 20 7518 8901 +1 804-915-0132 +1 804-915-0124 +1 804-915-0151 E R I K SZYNDLAR JULIEN OUSSADON MIKE WILKINS J E F F BURKETT J E F F K I D D JERSHON JONES +1 415-217-3418 +44 20 7518 8909 +1 415-217-3411 +1 804-932-1334 +1 804-915-0178 +1 804-932-1356 Provider of multi-modal Provider of cloud- Provider of intelligent Provider of a non-asset Provider of technology- transportation based manufacturing traffic software (ITS) -
Promoting Research Through Improved Online Collaboration Software
51-OVP-A154 Promoting Research through Improved Online Collaboration Software An Interactive Qualifying Project Report submitted to the faculty of Worcester Polytechnic Institute in partial fulfillment for the degree of Bachelor of Science Sponsoring Agency: International Financial Laboratory, Financial University under the Government of the Russian Federation Submitted to: On-Site Liaison: Alexander Didenko, Dean of “International Economic Relations” faculty at Financial University under the Government of the Russian Federation Project Advisor: Oleg Pavlov, WPI Professor Project Co-advisor: Creighton Peet, WPI Professor Submitted by: Elijah Gonzalez Qiaoyu Liao Nicholas Wong Date: 15 October 2015 This report represents the work of three WPI undergraduate students submitted to the faculty as evidence of completion of a degree requirement. WPI routinely publishes these reports on its web site without editorial or peer review. i Abstract The purpose of this project was to create an online platform to facilitate and promote research collaboration among faculty and students at the Financial University in Moscow. We gathered data on this problem through holding interviews and focus groups. Using this data we decided which online research collaboration tool would work best for the university, and we developed a prototype SharePoint website that delivers the features we determined to be most essential for successful online research collaboration. ii Acknowledgements Our team would like to express our appreciation to the following individuals for their contribution to the success of this project. Financial University under the Government of the Russian Federation: Professor Alexander Didenko, Dean of “International Economics Relation” of Financial University and Project Liaison Inna Lukashenko, Head of International Financial Laboratory of Financial University Vladimir I. -
Bptrends 2020 Survey
This page intentionally left blank Copyright (c) 2020 Business Process Trends. www.bptrends.com 2 Partner Technology Evaluation Centers (TEC) is a global advisory and consulting firm in business for over 25 years. We empower organizations to make better decisions about technology by supplying impartial data, a proven evaluation methodology, and incisive industry intelligence. Our services include expert project management for best-fit software selection, robust enterprise architecture planning, impartial implementation oversight, and bespoke engagements for organizations evaluating their digital transformation plans. Our online resource library provides guidance across a wide array of software application areas, covering industry news, software reviews and comparisons, and thought leadership on high-impact technology trends. In practical terms, TEC helps reduce the time, cost, and risk associated with enterprise software selection. Sponsors Creatio (formerly bpm’online) is a leading low-code, process automation and CRM company. It has been highly recognized as a market leader by key industry analysts. Creatio’s intelligent platform accelerates sales, marketing, service and operations for thousands of customers and hundreds of partners worldwide. The mission of Creatio is to help companies ACCELERATE! For more information, please visit www.creatio.com Copyright (c) 2020 Business Process Trends. www.bptrends.com 3 Over 1 million users in more than 1,300 organizations worldwide rely on Signavio’s unique offering to make process part of their DNA. Signavio’s business transformation suite enables mid-size and large organizations to effectively mine, model, monitor, manage and maintain their business processes. The intelligent Suite addresses digital transformation, operational excellence and customer centricity, placing them at the heart of the world’s leading organizations. -
"Collaboration" in the National Security Arena
TOPICAL STRATEGIC MULTI-LAYER ASSESSMENT (SMA) MULTI-AGENCY/MULTI-DISCIPLINARY WHITE PAPERS IN SUPPORT OF COUNTER-TERRORISM AND COUNTER-WMD Collaboration in the National Security Arena: Myths and Reality - What Science and Experience Can Contribute to its Success June 2009 The views expressed in this document are those of the authors and do not reflect the official policy or position of the organizations with which they are associated. Editorial Board: Jennifer O’Connor (DHS), Chair Elisa Jayne Bienenstock (NSI), Robert O. Briggs (UNO), Carl "Pappy" Dodd (STRATCOM/GISC), Carl Hunt, (DTI), Kathleen Kiernan (RRTO), Joan McIntyre (ODNI), Randy Pherson (Pherson), Tom Rieger (Gallup) Contributing Authors: Sarah Miller Beebe (Pherson), Keith Bergeron (USAFA), Elisa Jayne Bienenstock (NSI), Deborah Boehm-Davis (GMU), Robert O. Briggs (UNO), Chris Bronk (Rice), Kerry Buckley (MITRE), Joseph Carls (ret), Nancy Chesser (DTI), Lee Cronk (Rutgers), Bert Davis (ERDC), M. Jude Egan (LSU), Justin Franks (ODNI), Nahum Gershon (MITRE), Tamra Hall (MITRE), Col Craig Harm (NASIC), Richards Heuer, Jr. (Consultant), LTC Brad Hilton (US Army), Carl Hunt (DTI), Kathleen Kiernan (RRTO), Larry Kuznar (NSI), John M. Linebarger (Sandia), Joseph Lyons (AFRL/RHXS), Jean MacMillan (Aptima), Joan McIntyre (ODNI), Brian Meadows (SPAWAR), Victoria Moreno-Jackson, (Nat'l Assoc for Community Mediation), Gale Muller (Gallup), S. K. Numrich (IDA), Jennifer O’Connor (DHS), Douglas Palmer (ODNI), Stacy Lovell Pfautz (NSI), Randy Pherson (Pherson), Terry Pierce (DHS & USAFA), -
Information Technology and Supply Chain Management
International Journal of Engineering Technology Science and Research IJETSR www.ijetsr.com ISSN 2394 – 3386 Volume 5, Issue 1 January 2018 Information Technology and Supply Chain Management Dr Vikas Misra Professor, Mechanical Engineering, Geetanjali Institute of Technical Studies Udaipur,Rajasthan ABSTRACT Information is crucial to the performance of a supply chain because it provides the basis upon which supply chain managers make decisions. Information is very important factor & drives the entire Supply Chain System. Information Technology consists of the tools used to gain awareness of information, analyze this information, and act on it to improve the performance of the supply chain. The pressures of the global competition and the need for the extensive inter- organizational, collaboration is forcing industries to streamline their supply chains to make them agile, flexible and responsive. Effective use of information technology enables management to make decisions over a broad scope that crosses both functions and companies. Information Technology serves as the eyes & ears of the management in supply chain, capturing and analyzing the information necessary to make a good decision. This paper deals with integration of supply chains and specifically concentrates on the importance of distribution of information in the supply chain. This paper explores the significance of information, its uses and the technologies that enable supply chain managers to use information to make better decisions. The paper discusses how sharing and strategic utilization of information in a supply chain can radically improve execution of vital business processes and help in achieving shorter lead times, lower costs and inventory levels and finally better quality & customer satisfaction which is of utmost importance for the successfulness of the whole supply chain. -
Connecting Business Collaboration with Social Networking
Chapter 1 Connecting Business Collaboration with Social Networking In This Chapter ▶ Understanding what social collaboration means ▶ Moving beyond the “Facebook inside your company” slogan ▶ Accessing new resources in social collaboration systems ▶ Competing and coexisting with e-mail ▶ Finding practical applications for social collaboration e often talk about having a social life, separate from our work Wlives, recognizing that mingling the two can be hazardous. Social Collaboration For Dummies isn’t a book about being social at work, in the sense of flirting or sharing jokes. By social collaboration, I mean recognizing that business is inherently social, even when social interaction is constrained within the bounds of professionalism. In this chapter, I help you understand what social collaboration is (and what it isn’t), outline some of the benefits of implementing a social collaboration system in your business, and suggest some ways that you can help colleagues shift fromCOPYRIGHTED e-mail to social collaboration tools MATERIAL (and know when to use one over the other). I also give you some real-world examples of how social collabora- tion can help employees solve specific problems and complete tasks more efficiently. 005_9781118658543-ch01.indd5_9781118658543-ch01.indd 7 99/25/13/25/13 111:401:40 AAMM 8 Part I: Getting Started with Social Collaboration Defining Social Collaboration Social collaboration comprises social networking and social media for the purpose of getting work done in an enterprise setting. The collaboration part is just as important as the social part. In this context, collaboration is about getting work done with teams of people, working together toward a common goal — which is essential to any business. -
Enterprise Collaboration & Social Software
Enterprise Collaboration & Social Software June 2013 INDUSTRY REPORT INSIDE THIS ISSUE Enterprise Collaboration & Social Software 1. Introduction INTRODUCTION 2. Market Trends This report focuses on technologies for collaboration and socialization within the enterprise. A number of forces are currently playing out in the enterprise IT 3. Competitive Landscape environment that are creating an inflection in the adoption and deployment of social and collaboration technologies. This significant uptrend has provided strong 4. M&A Activity growth for the sector and is driving a substantial amount of M&A and investment activity. This report includes a review of the recent M&A and private investing 5. Private Financings activities in enterprise social and collaboration software, particularly within the areas of group collaboration & workspaces, private social platforms, project and 6. Valution Trends social task management, event scheduling, web collaboration, white boarding & diagramming, and other related technologies. We have also profiled about 50 emerging private players in these subcategories to provide an overview of the 7. Emerging Private Companies breadth and diversity of the players targeting this sector. OVERVIEW Socialization and collaboration technologies are currently reshaping the established enterprise collaboration market as well as creating whole new categories of offerings, especially around private social platforms. In addition, many other enterprise applications such as CRM and unified communications are heavily transformed through the incorporation of new technologies including group messaging & activity feeds, document collaboration, and analytics. Much of this change is being driven by the consumerization of IT and the incorporation of social technologies. As businesses look to leverage the benefits of improved “connecting” and “network building” that employees have experienced with Facebook and other social solutions, a convergence is occurring between the enterprise social software and collaboration markets. -
Cloud Customer Architecture for Enterprise Social Collaboration
Cloud Customer Architecture for Enterprise Social Collaboration Executive Overview This document is intended for information technology (IT) and business decision makers exploring how Enterprise Social Collaboration can enable organizational engagement across employee, customer, and partner interactions. This document assists in understanding the technical capabilities and integration requirements necessary to deliver Enterprise Social Collaboration solutions. Social Collaboration solutions can be applied to different industries and can align with their key business initiatives. Their value becomes visible when helping different roles or departments meet their business needs within the context of an overall collaboration initiative and organizational goal. This reference architecture is a vendor-neutral and best practices approach to describe the flows and relationships between business capabilities, functional areas and architectural components delivered as a cloud solution. The enterprise social services comprising the core components of the architecture are ideally delivered as a hosted cloud service (as described in this document) by the Cloud Service Provider (CSP), but could be also deployed on-premises as a private cloud solution. This Enterprise Social Collaboration architecture explains the services available in an enterprise social platform along with the internal and external extension points necessary for data and services (capabilities) integration to/from an organization’s internal environment or to/from third parties. The capabilities defined in the reference architecture can be applied modularly to address the needs defined in an organization or in a business initiative. The interfaces and/or dependencies between the Enterprise Social Collaboration platform and an organization’s on-premises systems or third party systems are important factors when defining the final system architecture.