Requirements E20 Manager

Sponsored by Enterprise 2.0 Manager Requirements 1 N:Sight Research GmbH

Content1 About this Research Paper ................................................................................................................. 32 Enterprise 2.0 definition .................................................................................................................... 33 Enterprise 2.0 adoption plan ............................................................................................................. 54 Adoption Team .................................................................................................................................. 85 Duties and responsibilities during introduction .............................................................................. 106 Duties and responsibilities after successful adoption ..................................................................... 167 Summary .......................................................................................................................................... 188 Author information .......................................................................................................................... 20© N:Sight Research GmbH 2

1. About this Research PaperThe adoption of Enterprise 2.0 was mostly driven by the Communication or IT department. It isthe right approach from their point of view, but Enterprise 2.0 is not just communication andthe correct selection of tools is of course important. However, it is only one of the manyaspects of the adoption. Nowadays is clear that more disciplines like HR or business need tobe involved.Who should be involved in an Enterprise 2.0 project and who should take the lead? That is animportant question, if the project should be successful. This research paper should answer thisquestion. It is based on the input of best practice cases and discussion at the Enterprise 2.0Summit 2010.The purpose of this paper is to define the role of an Enterprise 2.0 manager and the relatedrequirement. It is important to understand how the adoption of an Enterprise 2.0 project works.Therefore we described an idealized project process. A description of an Enterprise 2,0adoption team is also part of this paper.We recognized that the requirements of an Enterprise 2.0 manager aren’t the same as the livecycle of Enterprise 2.0. At the beginning it’s more focused on project management and after,the successful adoption a community manager is needed.Enterprise 2.0 is used by many companies today. So it’s not completely new to most people.Nevertheless it’s useful to define Enterprise 2.0 at the beginning of the document. It helpspeople who are not familiar with it.2. Enterprise 2.0 definitionNowadays, many People use Social Software like Twitter, Facebook. The main idea behindthis is to provide software, which can easily be used by everybody. Many people shareInformation and create a lot of content in a collaborative way.Using social media, people recognized the benefits and the idea appeared to use it withinenterprises. The mechanisms work in the same way, but the demands are different. A varietyof regulations and other factors, such as Hierarchy and internal processes do have aninfluence on the use of social media. The term Enterprise 2.0 appeared which describes theuse of social software within companies.“Enterprise 2.0 is the use of emergent social software platforms within companies, or betweencompanies and their partners or customers.”Andrew McAfee© N:Sight Research GmbH 3

Requirements using social media within enterprisesNowadays it’s easy to use wikis, blog, social networks and other applications with specialapplications, but it’s not only a matter of software. Its user generated content will work with theengagement of people only. You need to motivate Employees. So you need to find ways toconvince people.That is not as easy as it sounds, because the benefit for each person is different and they donot get to experience the benefits at the beginning. They need to use it for a while before theyget the benefits.© N:Sight Research GmbH 4

3. Enterprise 2.0 adoption planEnterprise 2.0works through the engagement of the user. The motivation of the user is basedon many different aspects. Following the basic thinking, it should develop by itself, if you justprovide the right software.Sometimes it works like this, but most of the projects showed that it doesn’t. There are manydifferent aspects which influence the adoption process. The motivation of the employees andtheir desire to participate in decisions are advantageous, but there are other cultural aspectswhich need to be handled the right way in order not to jeopardize the success of the project.It is important to consider the various aspects which have an influence on the project. Thinkingabout the tasks of an enterprise 2.0 manager, it’s important to understand the different aspectsof an Enterprise 2.0 project.It’s helpful to describe the different steps of a typical Enterprise 2.0 project. The steps arelisted in a typical sequence. The order can be different and some steps can be donesimultaneously, but that is not important for this consideration. It is important to understand thedifferent demands of each single step. The Enterprise 2.0 manager needs to have an answerfor each of these demands. Several tasks can be done by t team members, but the Enterprise2.0 manager needs to have at least a basic understanding about it.Determine the current status of corporate cultureThe corporate culture does have a huge impact on the adaptation of Enterprise 2.0. Basicallysome kind of Enterprise readiness is needed. Strictly hierarchical organizations probably arebuilding very negative forces that make a success virtually impossible.It doesn’t mean that it is impossible to run a successful project, but you need to know whetherthere are risks in terms of the corporate culture. You can only work on it, if you know it.The decision to implement Enterprise 2.0 is generally the desire to change the way a companyoperates. The behavior of employees should change from thinking in boxes to sharing andcollaboration.So every Enterprise 2.0 project is a change project and for a change project you need to knowthe actual status of a corporate culture and what the target is.Evaluate Information architectureInformation is the key to modern business. There are tools available to store and exchangethis information. At least E-Mail is available in every company. Generally Enterprise 2.0projects cannot be handled independent of this information architecture. Data needs to bemoved and can be the first input for some Enterprise 2.0 applications or need to be integratedvia interfaces. The death of many software projects are competing solutions.© N:Sight Research GmbH 5

For the Enterprise 2.0 project you need to use the content of user solutions, integrate it orclose it down.Target definitionSome of the Enterprise 2.0 Projects run bottom-up and are driven by the employees or by abusiness unit, but even these projects have a goal; and if it’s only the improvement ofcooperation. Targets are certainly defined if the project is initiated by top management.Probably they are defined before the project begins.Define Enterprise 2.0 ApplicationsRelated to information architecture and targets, you need to evaluate which application is theright one. Probably it’s the right approach just using Microblogging for one company. It caneasily meet all requirements. Others need the whole orchestra of Enterprise 2.0 Applicationsto achieve their goals. The adoption team needs to decide it at the beginning, but it can beextended later on.Select Enterprise 2.0 Solution provider.You need to select the right tool at a certain point. It must deliver the right functionality andinterfaces. IT know how is needed to select the right one. And it’s much better to select theright one at the beginning. The usability will be better, if it fits into the information architectureand it can be expensive, if you have to add or change functionalities later.Initial contentFor many users it’s a bad experience, if they open a tool and it’s empty. So it’s useful to startwith some initial content. It’s probably easy, if you did your homework by evaluating theinformation architecture. You can copy useful content, before you start. You would need todelete it at the origin source after the launch.Most of the times you have to work on the content or you have to update it. At least you needto bring it into the context. In the majority of the projects you need to add new content. Youneed to schedule time and resources for the projectOpen CommunicationOne of the basic ideas of Enterprise 2.0 is openness. So it is good to start with openness asbest practice. It can be done from the beginning. There are several options available. Allinternal platforms like Intranet and e-mail can be used. Communication is a very powerful toolfor supporting the project, if it used right.Involve first mover and EvangelistsIn every company, there are some people who are very innovative and like to use newtechnology from the very beginning. These people can easily get excited about using© N:Sight Research GmbH 6

Enterprise 2.0. That’s the spirit you need for Enterprise 2.0 projects. These people will like tostart first and will pull other employees into your project. You don’t need to use too muchenergy to convince these people.Launch (Pilot group or the whole company)At some stage you need to push the start button. Many activities need to be done for asuccessful launch. All disciplines are involved.TrainingSometimes it may sound like you just have to install the software and the employees can startwith Enterprise 2.0. Generally, this is not the case. The adoption team has to install some kindof training for the employees. It can be some e-learning modules only, but most of the times itwill work like this.SupportNot everything will work properly and employees will have questions or need advice. It isuseful to organize some kind of support.ControllingControlling is a word which doesn’t really fit to Enterprise 2.0, because it’s difficult to measureand it’s also better if you don’t put too much pressure on it by using measurable figures. Itneeds some time for an organic development and sometimes it needs more time thanexpected, but generally it won’t be possible to run a project without any controlling.These are some of the major aspects of an Enterprise 2.0 Adoption. It is a first advice whichshows that the role of an Enterprise 2.0 Adoption manager is very complex.© N:Sight Research GmbH 7

4. Adoption TeamMany Enterprise 2.0 projects are implemented by the communications or IT department. It isoften easily done, because E20 is very close to their field of work and mostly the projects areinitiated and driven by one of these departments. A lot of times not even bad, but otherdepartments like HR for example are not involved, but Enterprise 2.0 does have benefits formost units of a company. It seems that other stakeholders within companies are interested inEnterprise 2.0 now as well.It raises the question of who should be involved and who should lead Enterprise 2.0 adoption.Without doubt, the communications and IT disciplines are very important and must be involvedin every case. But I think that Enterprise 2.0 has too much of an impact in the processes of acompany, for it to be controlled only by communication or IT.Due to the various aspects of an Enterprise 2.0 adoption project many different skills arerequired. It’s a goal-oriented approach to build a team of experts to address this requirement.It wouldn’t be possible in every company. Sometimes an Enterprise 2.0 manager needs totake over all of these roles, but he needs to have at least a basic understanding of all.Mentioning the different responsibilities helps in understanding the requirements of anEnterprise 2.0 manager. • Communication One of the most important element of E20 projects is the communication to employees at all stages of the project • IT Simplicity is the key to the successful E20 Tools. Furthermore, the GUI (graphic user interface) is often simply acting only through complex processes in the background. In any case, it is easy to buy wrong solutions when you do not have the IT knowledge. • HR Successful introduction of E20 projects meant in most cases, a change process within the company. A discipline that is in good hands in the HR department. Furthermore, the E20 applications ideally suited to HR issues, such as talent management for example • Business Ultimately E20 makes sense only if it support the relevant business processes and thus ensure a better result fur the company. The “protagonist” should be involved for this reason. And participation of representatives from the business certainly promotes acceptance. Other people who can be involved: • Data protection and information security manager It is always a topic using social media and it is good to involve some experts.© N:Sight Research GmbH 8

• Work council (at least in Germany) Mostly it is good to involve them at an early stage, because otherwise you will may encounter resistance later. They do not need to be part of the team, but need to be informed. • Learning and development People who work in this area are familiar with change management. Use their expertise, if you have a team in your company. • Evangelists/social media enthusiasts Probably you will find real Web 2.0 experts in your company. It is probably useful to involve them as well.Who should take the lead?Enterprise 2.0 has a great influence on almost all business processes. It is of great strategicimportance for companies. Therefore the lead must have the strategic department or at leastsomebody who is involved in strategic decisions. It will demonstrate the importance of theproject and the adoption will get the right power. This person should report to the board or atleast to a member of it.Some members of this team are used to working in a certain way due to their jobresponsibility. It would be good to select people who are interested in Social Web and havethe right understanding of the way it working. It would be helpful, if the members are active insocial media outside the company.© N:Sight Research GmbH 9

The decisions should be done out of the team in a collaborative and open way. It is best to use Enterprise 2.0 tools from the beginning and working in a more democratic way. The leader of the team should guide it carefully. The goal needs to be more motivation and not control which should also be the general goal of Enterprise 2.0.IOM Summit 2011 Conference about Intranet, Collaboration, Document- and Knowledge- Management Seminars and Conferencewww.iom-summit.de © N:Sight Research GmbH Frankfurt, 28. and 29. September 10

5. Duties and responsibilities during introductionBased on the evaluation we have decided to separate the role description of the Enterprise 2.0manager based on the projects progress. This part describes the role of an Enterprise 2.0project during the introduction. It describes the role of a project manager. The second part willdescribe the role after a successful adoption. In the following we describe the different tasksand the needed skills.Project leaderIt makes sense that the Enterprise 2.0 Manager takes the lead for the adoption. In terms ofproject management, there are the same demands that every other project manager have.The team needs to be build and roles of the team members needs to be defined. It would behelpful to clarify the expectations of team members and give them a clear role allocation.The project leader has to organize the communication and documentation within the team andwith all related stakeholders. In terms of an Enterprise 2.0 adoption it is a strong advice to useEnterprise 2.0 tools for communication and documentation. It is very important tocommunicate all project decisions.One of the first tasks is to define & communicate the project goals/sub goals. It will be helpfulto write a vision and mission statement. It will help all team members to work in the samedirection.It can also be helpful to provide an option for all employees for involvement. You will getvaluable input and you can win your first ambassador. Very active people can be invited tobecome team members. High involvement does have much more benefit than deepknowledge.The Enterprise 2.0 Manager plays the role of supervisor, but he/she has to develop consensusand a positive team spirit. It’s very important to establish trust for the project and the team.Ensure accountability and results through effective follow-up procedures. “Walk the talk” is oneof the major objectives.Enterprise 2.0 is probably very new for team members. There can be a need to organizetraining at the beginningSkills (soft and hard): Understanding project management process, Leadership, facilitator,problem solver, Goal oriented, Listen to others, team player, project controlling, presentation,ability to talk with top management at eye level, ability to convince,© N:Sight Research GmbH 11

Cultural change managerCultural change is one of the major aspects of an Enterprise 2.0 adoption project. It isimportant to convince employees and not awake their resistance. Many of these culturalaspects require some understanding of the human behavior and the way to change it.You need to target every group (employees, management,…) and define a concept to involvethem and change their behavior..Change management is a process and not an event. You need to understand change and planit. There will be some resistance which needs to be managed.Skills (soft and hard): Have passion, be genuine, understand human behavior and how youcan change it (Has a basic understanding of psychological context), communication abilities,build trust and rapportCommunicatorCommunication is one of the key success factors of an Enterprise 2.0 project. It must be onthe agenda from the beginning. The Enterprise 2.0 must be a person who likes tocommunicate. It is a good approach, if this person starts using a blog (and/or Microblogging)just from the beginning. It is a good best practice example using the technology which you areselling in the project, and directly demonstrate the opportunities of Enterprise 2.0.There are some points within the project when professional marketing is needed which can bedone by a professional expert, but the Enterprise 2.0 manager should have communication inhis mind at all times.Skills (soft and hard): Openness, writing, assesses graphic design, media knowledgeKnowledge managerIt doesn’t matter whether you think about small Microblogging solutions or big enterprise 2.0Suite. A lot of knowledge is created and shared after a while. Especially big systems can getproblems with too much data. Knowledge is stored in many places, but it is difficult to find itwhen it is needed. Employees will not get benefits which are needed for acceptance.On the other hand, there is a lot of knowledge available which won’t be used at the enterprise2.0 solution. People need to be convinced to store and share their knowledge to reach thegoal.Enterprise 2.0 is not a knowledge management project, but it contains a lot of this or can beused to fulfill the demands. The Enterprise 2.0 manager needs to know where knowledge isstored and which knowledge needs to be handled.Skills (soft and hard): Document management, knowledge about knowledge, knowledgemanagement© N:Sight Research GmbH 12

Tool designerEnterprise 2.0 are not just tools. It’s not the right approach to think of it as tools but doesn’twork without them. It is important for the project success to select the right tools. The toolsmust be easy to use and fulfill many requirements like providing the right interfaces.It is probably not possible to select and install it without an IT expert, but a basicunderstanding about technology is needed. It’s needed to be able to talk with IT.Skills (soft and hard): IT technology and wording, data handling,Problem solverSmall problems can have big impacts. So it’s good to have a problem solving mindset. TheEnterprise 2.0 manager is generally the first person who will be asked, if something isn’tworking. This will be mainly problem related, but there are many problems which users have.They probably won’t continue using the tools if they don’t get support. They need at least onetelephone number where they call for assistance. In small companies this will be theEnterprise 2.0 manager. In bigger companies it can be members of his team.Skills (soft and hard): Desire to help, Listen to others, Problem recognition, service orientedthinking,Business advocateEnterprise 2.0 does make sense, if it adds value to the business. There are several options tosupport business processes with Enterprise 2.0. Therefore it’s important to involve thebusiness from the beginning.Enterprise 2.0 is the link to the business and should address their demands within theadoption team. It is also has the task of promoting the project to the business. It’s helpful tofind some peers for the project from the beginning.Skills (soft and hard): Basic understanding of the business processes, Talking businesslanguage© N:Sight Research GmbH 13

InnovatorCollaborating and supporting innovative thinking through creative disturbing does helps toimprove innovation. Enterprise 2.0 supports this process by providing the right tools, butEnterprise 2.0 by itself is an innovative technology.Innovative people are fostering new technology and they like highly demanding projects.Skills (soft and hard): Innovative thinkingCommunity managerEnterprise 2.0 technologies guides when working collaboratively. It creates communities fromthe beginning. A pure play approach would led to communities becoming completelyindependent and free, but the experiences from the web and Enterprise 2.0 projects showedus that it don’t work like this.It’s a must to manage the communities. Probably it mustn’t be done by the Enterprise 2.0manager, but it needs to be organized and controlled. Read more about this role in chapter 7.Every community needs a good policy providing a frame work for all members. It’s a serioustask which needs to be handled carefully. The policy should help to avoid activities whichdiscriminate people based on their personal background or Gender. It should include rules thatspecify how to deal with each other, but not kill the motivation of participants. This is not aneasy task, however it is necessary.Skills (soft and hard): trustworthy, genuine, able to listen, open, understanding of humanbehavior, diplomatic, ability to behave justly and consistentlyMotivatorMotivation is one of the key success factors of Enterprise 2.0 projects. Employees have to dothings which are not part of their job description and which they have not done before. Mostpeople have never published content on the public before. The approach is to motivate people,who do it with high engagement. This won’t work by giving commands.Enterprise 2.0 will work when people use it with intrinsic motivation. Therefore they need tounderstand it and need to get some benefit for their daily work. Employees need to be satisfiedwith Enterprise 2.0.The Enterprise 2.0 manager has to find the right approach to motivate people and avoidanything which hinders this.Skills (soft and hard): Understanding of human behavior and how to motivate people© N:Sight Research GmbH 14

Analyzer Every project needs to have some kind of controlling. It’s needed to approve the success of the project, but it’s also a good managing tool for the project. To measure the success of an Enterprise 2.0 project the right way needs to defines the right targets before you start thinking about measurement. The Enterprise 2.0 Manager task is to define the targets of the project and to find ways of measuring. The measurement can show some basic figures like number of participants, network activities, average number of connections etc. but it can be measured by real business value as well. It won’t be possible to measure everything. There will be some soft facts as well. The Enterprise 2.0 manager needs to find a way to include these soft facts into the report as well. Skills (soft and hard): Working target oriented, basic understanding of web analyzing toolsEnterprise 2.0 Summit 2011 European Conference about Enterprise 2.0 Expert Talks and Praxis Cases www.e20-summit.de © N:Sight Research GmbH 15 Paris, 16. and 18. September

6. Duties and responsibilities after successful adoptionWhen the Enterprise 2.0 project gets to a state of maturity, many activities like changemanagement are not needed anymore. With an idealized view, one could conclude that anEnterprise 2.0 manager won’t be needed anymore, because everything should be done by selforganized employees in a democratic way.The employees of an Enterprise 2.0 company are interact in one or more communities and inreality communities do not work in a self organizing way. There will be problems which need tobe solved or lack of participation. It won’t work without managing it.The requirements on the Enterprise 2.0 manager will change from project manager tocommunity manager now. Community manager was a task for the Enterprise 2.0 Managerfrom the beginning, but it will now be the major part of his role. It can still be a demanding rolein big companies.The central element of community design is the design of the "engagement concept" - that ishow to animate the user for a lasting participation. "The most important aspect of this is thecore benefit of the community - that is the central idea of why the virtual community getstogether for social interaction - away from the network as key benefit. The networking as acentral idea has no value, but merely forms the basis for the social interaction space.The foundation for this concept was laid during the adoption, but it needs to be developedfurther. There will still be employees who do not join and there will silos within the companywhich are not connected.The Enterprise 2.0 manager at the maturity stage still needs to develop the community, butdoes have other tasks as well:© N:Sight Research GmbH 16

ModeratorEnterprise 2.0 isn’t just communities, but to support it is like managing a community. A structureneeds to be developed which works and from a certain growth it can’t be managed by onemoderator. There is a need to find co-moderators who will manage parts of the Enterprise 2.0landscape. These co-moderators need to be trained and they need support.The Enterprise 2.0 Manager should listen to know which areas are working well or where there isroom for improvement. In a way he/she needs to be some kind of a gardener. He/she shouldidentify missing or misunderstanding content. Maybe there is content which shouldn’t bepublished. Mostly the Enterprise 2.0 manager won’t be able to work with the content. It’s importantto convince the right people to work on it.Enterprise 2.0 needs to bring benefit to the business. Business should use it as much as possibleand in the right way. It will work, if the business can easily use it and if it meets their requirements.The Enterprise 2.0 manager should always try to find new possibilities to support business with theavailable applications. So the Enterprise Manager needs to be business savvy in this phase as wellas at the beginning.Like any other moderator of a community, the Enterprise 2.0 manager should think about thefurther technical development of tools. The requirements are changing all the time. So Enterprise2.0 needs to be change to meet these requirements continuously. The responsible person shouldhave at least a basic technical knowledgeSkills (soft and hard): A Good Connector, Strong Communication/Social Skills,Understanding of human behavior and how to motivate people, basic technical knowledgeCommunicatorAn Enterprise 2.0 manager always has to communicate. A basic awareness should be createdthrough the whole company. Probably it’s not needed for people, who are working heavily with thetools to remember it, but not all employees will do it and always new people will join the company.Enterprise 2.0 isn’t static. New functions will appear or new authors need to be pushed. So therewill be always a need for communication.Skills (soft and hard Openness, writing, assesses graphic design, media knowledgeProblem SolverIt’s important that the Enterprise 2.0 tools work properly for the acceptance of the user. Bugs needto be repaired as soon as possible. There will always be employees who need some help,because they don’t find the right function or they don’t understand it. They should be able to findsomeone immediately, if they need help. Probably it needs to be organized outside the normaloffice ours, if the company is working in different time zones.It must not be done by the Enterprise 2.0 manager itself, but he/she has to understand the needand to organize it.© N:Sight Research GmbH 17

Skills (soft and hard): Desire to help, Listen to others, problem recognition, service orientedthinking,AnalyzerMostly the number of Enterprise 2.0 user will be too large to know what is happening all thetime. So some kind of analysis needs to done. The moderator needs some kind of filtermechanism and monitoring tools which provides the relevant figures. There are severalanalyzing and monitoring tools available, but at the moment it will be a mix of tools and humanactivitySkills (soft and hard): Working target oriented, basic understanding of web analyzing toolsThe behavior of the Enterprise 2.0 manager (community Manager) is very important for hissuccess. It’s helpful for the success that some top managers are archetype and use the toolsopenly and useful, but it will probably also work without their support. It is not possible for theEnterprise 2.0 manager to work without being an archetype. He/she is the role model for theother entire user. It must be visible that he/she is positive about Enterprise 2.0.The Enterprise 2.0 manager needs to be neutral and act with other on an eye to eye level.He/she should work from the center out and not from above, but with a good connection to thetop management.Community Manager must be understood as a process manager that coordinates the "life" ofthe community and controls, including the activation of new members, moderating andcontrolling the activities of the community7. SummaryThe manager for the Enterprise 2.0 adoption needs to be an all-rounder with at least basicskills of many topics. Basically this is an idealized description of an Enterprise 2.0 manager.Mostly you won’t find a person who has all these skills fully developed. It’s probably notneeded, but which ones are the most important ones?The Enterprise 2.0 adoption manager needs to be a person who has passion for social mediaand openness. The most important skills are these which are related to change and projectmanagement. A basic technical and communication understanding is needed as well.It is only in small companies that an Enterprise 2.0 adoption manager has to do everything byhim/herself. In bigger company he/she has to lead a team, so a team player needs to befound, but leadership is important as well.The adoption of Enterprise 2.0 is a limited project, even if it takes a long time and theEnterprise 2.0 manager is a demanding role during this period. The role of this person will be© N:Sight Research GmbH 18

completely different when Enterprise 2.0 is working. It will change to a “community manager”where other skills are needed.The Enterprise 2.0 manager should be a caretaker. Support and moderating are the maintasks. At least some development needs to be done. So the caretaker should have somedriver skills as well. Demands Enterprise 2.0 Manager During E20 E20 Competences introduction Operating Genuine high high Trustworthy high high Good Networker high high Diplomatic high high Deal justly and consistent high high Understanding human behavior high high Project management high no Change management high no Communication high low Knowledge Management high low Tools, IT high low Service oriented thinking high high Business processes high high Web Analytics high lowMost likely, it is not possible and useful to hire someone or find a person with all these skillswithin the company. It is probably a good approach having an internal project responsibleperson and support from good consultants.Generally two types of people are needed. It is probably a good to think about it from thebeginning.© N:Sight Research GmbH 19

8. Author informationAuthor: Joachim LindnerJoachim Lindner has more than 13 years experience in marketing and communications. Formost of that time he dealt with the subject of online communication. Many successful intranetand enterprise 2.0 projects form the basis of his experience.Twitter: http://twitter.com/JoachimLThe study was published under the Creative Common license. The content can be usedcompletely or in parts by naming the author.Requirements E20 Manager from N:Sight Research GmbH is under a Creative CommonsNamensnennung 3.0 Unported Lizenz.© N:Sight Research GmbH 20

The study is a product of the:N:Sight Research GmbHTegernseer Landstr. 2981541 MünchenAbout N:Sight Research GmbHN:Sight Research GmbH is an independent research and consulting firm based in Munich.N:Sight publishes studies and professional information on the topics internet, intranet,knowledge management, Enterprise 2.0 and social web. N:Sight analyzes best practicescenarios and tools with empirical and qualitative methods.In addition to studies, N:Sight also provides seminars and strategic business consulting on thebasis of the research results. N: Sight Research GmbH is a subsidiary of the Kongress MediaGmbH.Twitter: http://twitter.com/nsightBlog: http://blog.n-sight.de/Webseite: http://www.n-sight.de/We thank our sponsor Moxie Software Inc for their support.http://www.moxiesoft.com© N:Sight Research GmbH 21

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Requirements E20 Manager

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