Social collaboration is way more than a classic IT project! If proof were needed, then this study provides it. The cultural and organizational environment is key to the success of corresponding initiatives that in many cases are initiated, coordinated, and financed by the divisions or top-level management and only rarely by internal IT. Divisions in the UK have a pioneering position in this context – but not only because they are more open to networking applications, but also because the environment is right. Here rules for the use of networking services are established, employees have a high level of autonomy, and management plays an active role.

1. © PAC
Social Collaboration in Germany,
France, and the UK 2013
Perspectives from the divisions
May 2013

2. © PAC
Sponsors
May 2013Social Collaboration in Germany, France, and the UK2
The production and distribution of this study was supported financially by:
Atos SE, Beck et al. Services GmbH, SQLI Group and T-Systems International GmbH
Premium sponsors:
Gold sponsor: Silver sponsor:

3. © PAC
Table of contents
I. Introduction
● Background to the study 4
● Executive summary 9
● Key results for the United Kingdom 11
II. Detailed results
● Starting position: Need for action on entry topics for social collaboration? 12
● Status quo: Status of implementation and barriers 21
● Strategies: Requirements, role of external services, implementation and platform strategies 34
● Decisions and budgets: Initiators, decision-makers, budget centers 44
III. Conclusions
● Social collaboration in Europe: Conclusion by Dr. Andreas Stiehler, lead analyst of the study 53
● Social collaboration in United Kingdom: Conclusion by Philip Carnelley, Principal Consultant
PAC UK 54
● Social collaboration in Germany: Conclusion by Nicole Dufft, SVP PAC Germany 55
● Social collaboration in France: Conclusion by Olivier Rafal, Principal Analyst PAC France 56
IV. Company profiles of the premium and gold sponsors
● Atos 58
● Beck et al. Services 59
● T-Systems 60
V. Appendix
● Disclaimer, usage rights, independence and data protection 65
● About PAC 66
May 2013Social Collaboration in Germany, France, and the UK3

4. © PAC
I. Introduction: Background to the
study and executive summary

5. © PAC
Social collaboration is becoming a hot topic
5
Customer experience
Social Collaboration
Cloud
Process Automation
UCC
• “Collaboration” is increasingly becoming a productivity driver – in particular in divisions with a
high proportion of knowledge work(ers) such as marketing, sales, IT, HR, and R&D.
• Social networking applications – if used and integrated properly – can help to boost the efficiency
and effectiveness of collaboration, which improves process flows.
Consumerization,
Generation Y, hype around
Facebook, Twitter etc.
Digital transformation, servicing,
virtual value-creation networks,
integrated offers...
Knowledge society,
war for talents, open
innovation
Divisions
need to act
May 2013Social Collaboration in Germany, France, and the UK

6. © PAC
In this study social collaboration is defined as:
• Concepts and technologies for better networking employees, customers, and partners.
• The aim of social collaboration is to foster cooperation and improve communication flows and business
processes.
Study as a reality check
Social
collaboration
1.
Starting
position
2.
Status quo
3.
Strategies
4.
Decisions &
budgets
6 May 2013Social Collaboration in Germany, France, and the UK

7. © PAC
Information from persons in charge of divisions
with a high proportion of knowledge work(ers)
7
In February and March 2013 253 persons in charge of divisions from companies with more than 500
employees in Germany, France, and the United Kingdom were surveyed by telephone.
May 2013Social Collaboration in Germany, France, and the UK
18%
43%
11%
22%
6%
IT
HR
Marketing/PR
R&D
Sales
Composition of the sample
by division
©PAC2013
Shareinpercentageofallcompanies,n=253
58%
42%
Heads of Department/CxOs
Executives in charge (of social collaboration)
within the divisions
Composition of the sample
by position of person in charge of division
©PAC2013
Shareinpercentageofallcompanies,n=253

8. © PAC
50%
23%
26%
Germany
France
United Kingdom
Composition of the sample
by country
©PAC2013
Shareinpercentageofallcompanies,n=253
Study enables country-specific characteristics
to be analyzed
8
The results were weighted so that the statements provided a representative picture of all
companies in the respective countries (by sector group and size class).
May 2013Social Collaboration in Germany, France, and the UK
38%
49%
14%
500 999 employees
1,000 4,999 employees
5,000 employees and more
Composition of the sample
by local employee numbers
©PAC2013
Shareinpercentageofallcompanies,n=253

9. © PAC
Executive summary
The most important outcomes at a glance
9 May 2013Social Collaboration in Germany, France, and the UK
The demand for external service providers is large – across all project phases!
Many divisions consider support by external service providers to be important not only in integration,
but also in planning and operation. For example, one in five classifies the external support in the
definition of a social collaboration strategy as very significant.
Many social collaboration initiatives have been launched, but many are still at an early stage.
• However, one in four divisions has already realized projects in part or in full.
• A third of respondents report that they have projects in the testing or planning phase.
• The United Kingdom is the pioneering country and Germany lags behind when it comes to implementation.
Public social networking services have established themselves in everyday business life.
However, so far they have merely been tolerated for the most part, but not usually promoted or
integrated into the implementation of social collaboration. Also, it is common for bans to be in place.
In 31% of divisions, for example, the use of microblogging services such as Twitter is forbidden.
Interest in social collaboration is fuelled by various topics.
The outcomes show a wide spectrum of entry topics for social collaboration, the relevance of which
varies greatly from country to country.
In many cases an open communication culture exists but is not enough!
In particular, the autonomy and flexibility of the employees required for effective networking is
frequently lacking. In many cases there are no rules for networking. Ultimately three quarters of
respondents regret that there is not more active management involvement.

10. © PAC
Executive summary
The most important outcomes at a glance
10 May 2013Social Collaboration in Germany, France, and the UK
Strategic and cross-divisional planning? Far from it in many cases!
Only around half of social collaboration projects in Germany and France are planned according to a
long-term strategy, as opposed to 75% of projects in the UK. That said, around 60% of projects in
Germany, France, and the UK are realized today on a cross-divisional basis.
Security concerns are the biggest barriers for social collaboration.
Three quarters of divisions have concerns regarding data security and almost half fear an outflow of
corporate knowledge! Conversely only a few respondents consider no recognizable added-value or
lack of acceptance amongst employees to be an obstacle.
For two thirds of persons in charge of divisions, a dedicated security concept is a must-have!
For many persons in charge of divisions, capabilities for data analysis, integration with content
management and communication applications, and mobile deployment are essential for the
implementation of social collaboration.
Social collaboration is not initiated, coordinated, and financed as an IT project.
More than three quarters of social collaboration projects were set up at the initiative of the divisions
or top-level management, who as a rule also act as the main points of contacts and sponsors.
Internal IT generally plays just a marginal role.
The divisions use different approaches for technical realization.
More than 40% of divisions – including a disproportionately large number from Germany – use
various individual applications. A similarly high proportion only use the social collaboration functions of
existing process, groupware, ECM, or UCC applications. Only one in seven divisions opts for an
integrated social collaboration platform for realization.

11. © PAC
Key results for the United Kingdom
…and notable differences with Germany and France
11 May 2013Social Collaboration in Germany, France, and the UK
• In the UK, 38% of surveyed organizations are past the pilot/planning stage and running or
implementing social collaboration projects.
• This is considerably higher than elsewhere in Europe.
• But 44% have yet to even start considering a project, so there is much more to come.
• In the UK, the two primary drivers for social collaboration projects are business-led:
- To improve time-to-market
- To improve customer relations/customer service
• Other countries are focusing on inward-facing goals such as employee engagement.
These all indicate a more mature market outlook in the UK. Suppliers should understand the more
competitive and sophisticated landscape that they are selling into.
75% of UK social collaboration projects are part of a long-term strategy with high management
commitment.

12. © PAC
II. Survey results:
Starting position, status quo, strategies,
decisions, and budgets

13. © PAC
Frequently-used abbreviations in the
following analysis
13
• SC for social collaboration
• Div. for division
• DE for Germany
• FR for France
• UK for United Kingdom
May 2013Social Collaboration in Germany, France, and the UK

14. © PAC
Starting position: Need for action on entry
topics for social collaboration

15. © PAC
Interest in social collaboration is fostered by
various topics
• Improving customer
relationships (50%)
• Promoting interdisciplinary
networking (49%)
• Improving collaboration
amongst dispersed teams
(43%)
• More efficient coordination of
tasks and activities (51%)
• Improving resource/project
management (49%)
• Making it easier to provide, share,
and find documents and content
(52%)
• Identitying experts/knowledge
more quickly (52%)
• Exploiting innovation potential
(53%)
• Shortening time for problem
resolutions (53%)
• Promoting employee integration
and commitment (51%)
Ability to
innovate
Productivity
NetworkingManagement
15 May 2013Social Collaboration in Germany, France, and the UK
In parentheses: % of
divisions that report a high
or very high need to act for
these topics
Top ten fields of activity in DE, FR, and UK

16. © PAC
24
41
37
27
47
44
24
14
24
10
17
14
25
35
33
19
32
32
9
9
6
16
9
14
16
25
27
30
26
23
7
18
21
16
13
17
Reduce e mail traffic
........................................................
Improve management of
resources and projects
........................................................
Make it easier to provide, share
and find documents and content
........................................................
Make the division more
attractive for employees
........................................................
Identify more quickly
experts and know how
within the company
........................................................
More efficient coordination
of tasks and activities
0 20 40 60 0 20 40 60 0 20 40 60
Germany United Kingdom France
Very high need for action High need for action
Share (weighted) in percentage of all companies, n = 253
©PAC2013
How high is the need for action in your division with regard to the following objectives?
The relevance of typical entry topics for social
collaboration varies from country to country
16 May 2013Social Collaboration in Germany, France, and the UK
Selected examples of the different relevance of topics by country of origin
Note:
• Reducing e-mail
traffic, the rapid
identification of
experts, or the
efficient
coordination of
tasks are
particularly relevant
in Germany as SC
topics.
• The attractiveness
of the divs. for the
employees is an
issue above all in in
FR!

17. © PAC
In Germany process efficiency and
networking are right at the top of the agenda
17
Shorten time for
problem resolutions/
time-to-market
Identify experts and
knowledge in the
company more quickly
64% of divisions in Germany report
high or very high need for action in
respect of this topic
61% 59%
Support the
interdisciplinary
networking of people
from different divs.
More efficient
coordination of
tasks and activities
57%
Make it easier to
provide, share,
and find
documents and
content
56%
May 2013Social Collaboration in Germany, France, and the UK
Top five fields of activity in DE

18. © PAC
Better exploit the
innovative potential
of the division
Time-to-market and customer service have top
priority in the UK
18
Shorten time for
problem resolutions /
time-to-market
54% of divisions in the United
Kingdom report high or very high need for
action in respect of this topic
51% 50%
More efficient
coordination of tasks
and activities
Promote integration
and commitment of
employees
47%
Improve
customer
relationships /
customer service
47%
May 2013
Social Collaboration in Germany, France, and the UK
Top five fields of activity in the UK

19. © PAC
Make the division
more attractive for
employees
19
Promote integration
and commitment of
employees
51% of divisions in France report high
or very high need for action in respect of
this topic
51% 48%
Improve customer
relations / customer
service
Make it easier to
provide, share, and
find documents and
content
46%
Better exploit the
innovative
potential of the
division
46%
May 2013Social Collaboration in Germany, France, and the UK
Top five fields of activity in FR
In France the integration and motivation of the
employees play an important role

20. © PAC
Interim conclusion
Key statements at a glance
20
The study outcomes provide evidence of the wide spectrum of entry topics for social
collaboration initiatives. For example, around half of persons in charge of divisions cite
high or very high need for action for topics such as
• Better exploitation of innovative potential (52%)
• Promotion of the integration and commitment of employees (51%)
• Promotion of the interdisciplinary networking of various divisions (49%)
• Making it easier to provide, share, and find documents and content (52%)
• Identifying experts/knowledge more easily (52%)
• More rapid problem solutions/time-to-market (53%)
The relevance of typical entry topics for social collaboration varies from country to
country
• In Germany opportunities for increasing process efficiency and supporting networked
collaboration are sought after. There is an above-average emphasis on topics such as
reducing e-mail traffic or the shared processing of documents.
• Divisions in the UK, on the other hand, focus particularly on the need for improving
customer service and a faster time-to-market.
• In turn, French respondents ascribe comparatively high weight to employee
commitment and the attractiveness of the division for employees.
May 2013Social Collaboration in Germany, France, and the UK
Starting
position

21. © PAC
Status quo: Status of implementation and barriers

22. © PAC
22
21
20
11
15
11
We have gained no experiences
in this area.
..........................................................
Some employees have been experi
menting with this on own initiative.
..........................................................
Some pilot projects have
already been launched.
..........................................................
The planning and testing phase
is about to be completed.
..........................................................
Social collaboration is
already partly being used.
..........................................................
Social collaboration has
completely been implemented.
0 10 20 30
Share (weighted) in percentage of all companies, n = 253
©PAC2013
Which of the statements best describes
the experiences your division has
gained with social collaboration?
Many companies have launched social
collaboration initiatives, but most are still at an
early stage
22 May 2013Social Collaboration in Germany, France, and the UK
• Around 40% of divs.
do not yet have any
concrete initiatives
• A third of
respondents reported
that projects were
being tested or were
in planning
• Around a fourth of
companies have
already implemented
projects in full or in
part.

23. © PAC
The UK is at the forefront of social collaboration
initiatives – in DE and FR many projects are still
in the testing or planning phase
23
No
social collaboration
projects to date
Social collaboration
projects in the
pilot or planning
phase
Social collaboration
projects partly or
fully implemented
DE: 21%
FR: 27%
UK: 38%
UK: 18%
DE: 33%
FR: 36%
FR: 39%
UK: 44%
DE: 46%
May 2013Social Collaboration in Germany, France, and the UK

24. © PAC
27
31
33
27
36
26
30
26
26
26
24
20
15
14
13
13
14
9
Technological solution
Qualification of employees
Organizational requirements
Planning and conception
Acceptance among employees
Corporate culture oriented
towards social collaboration
.........................................................
.........................................................
.........................................................
.........................................................
.........................................................
0 20 40 60 80
Share (weighted) in percentage of all companies, n = 253
Completely available Mainly available Partly available
To what extent is your division well equipped for the
implementation of social collaboration strategies today?
©PAC2013
Only a minority of divisions consider themselves
to be fully equipped for social collaboration
24
But:
fewer than 30% of
respondents consider
their corporate culture
to be predominantly
suited to social
collaboration!
May 2013Social Collaboration in Germany, France, and the UK
Nonetheless:
Around 40% of divs.
consider themselves
to be well-equipped
for social
collaboration in
technical and
organizational terms.

25. © PAC
Social collaboration culture:
in France yes, in Germany no?!
25
11% of divisions in Germany
39% of divisions in the United Kingdom
55% of divisions in France
• Respondents in
DE also showed
themselves to be
more self-critical
when it came to
other factors.
• The pioneering
role of FR on the
topic of culture is
relativized with
further observations
(see following
analyses).
May 2013Social Collaboration in Germany, France, and the UK
“Our corporate culture
is partly or
predominantly oriented
toward social
collaboration”

26. © PAC
40
28
28
12
6
5
35
18
15
14
14
11
2
25
30
23
28
41
5
15
14
28
25
26
We have a culture of open
communication and feedback.
.............................................................
We established rules for social
networking within our company.
.............................................................
We established rules for
social networking via public
network services..............................................................
Our employees can largely
determine for themselves how and
via what applications they network..............................................................
Our employees can largely
determine for themselves where
and when they work..............................................................
Our management actively uses
social networking applications.
80 60 40 20 0 20 40 60 80
Share (weighted) in percentage of all companies, n = 253
Does not apply at all
Does rather not apply
Completely applies
Rather applies
How do you rate the following statements
on the organizational and cultural environment?
©PAC2013
An open communication culture in itself is not
enough!
26
…two thirds of persons in
charge of divisions regret
that there is not more
active management
involvement!
Critical: The
autonomy and
flexibility of
employees needed
for the
implementation of
social collaboration
is not currently
given in most
divisions and...
May 2013Social Collaboration in Germany, France, and the UK

27. © PAC
• Exemplary: The
pioneering position of the
UK is particularly clear in
terms of management
commitment.
• Note: The UK is also a
pioneer in implementing
the rules of social
collaboration!
The United Kingdom’s pioneering position is
justified!
Evaluation: “Completely applies or
rather applies”
DE UK FR
We have a culture of open communication
and feedback
76 80 66
We established rules for social networking
within our company
37 69 41
We established rules for social networking
via public network services
37 69 34
Our employees can largely determine for
themselves how and via what applications
they network.
26 34 19
Our employees can largely determine for
themselves where and when they work
22 22 13
Our management actively uses social
networking applications
11 35 11
27 May 2013Social Collaboration in Germany, France, and the UK
For topics such as
openness and autonomy,
divisions in France display
room for improvement.

28. © PAC
31
22
18
18
17
6
49
39
41
31
32
30
16
32
38
42
42
29
Social networking services
for professionals such
as LinkedIn....................................................
Microblogging services
such as Twitter
Social networking services
designed for private
use such as Facebook
Public services for storage
and sharing of documents
such as Dropbox
Public communication
services such as Skype
Public collaboration services
such as Basecamp
....................................................
....................................................
....................................................
....................................................
60 40 20 0 20 40 60 80
Share (weighted) in percentage of all companies, n = 253
Forbidden Tolerated Encouraged
Is the professional use of public networking
services by the employees of your division
currently being encouraged, tolerated, or expressly forbidden?
©PAC2013
Public social networking services are
commonly tolerated, but rarely promoted!
28
Interesting: Half of
companies at least
tolerate Skype!
Critical:
• One in six divisions
prohibits the use of
professional
networks such as
LinkedIn!
• A third of divisions
prohibit the
professional use of
Twitter.
May 2013Social Collaboration in Germany, France, and the UK

29. © PAC
Divisions in the UK also exhibit above-average
openness when it comes to promoting public
network services!
Evaluation: “Promoted” DE UK FR
Social networks for professionals such as
LinkedIn
28 59 11
Microblogging services such as Twitter 19 48 6
Social networks for private use such as
Facebook
16 33 8
Public services for storing or sharing
documents such as Dropbox
15 37 6
Public communication services such as
Skype
14 31 12
Public collaboration services such as
Facebook
2 14 5
29
Half of divisions in the UK
promote employee
engagement in public
networks such as Twitter
or LinkedIn!
Important!
• Divisions in the UK are
not only open about
using public network
services,
• ...but they are also
pioneers when it
comes to setting up
corresponding rules!
(cf. slide 27)
May 2013Social Collaboration in Germany, France, and the UK

30. © PAC
28
31
22
25
18
16
22
15
35
24
27
14
18
18
12
6
Concerns about data security
Legal concerns
Concerns about outflow
of corporate knowledge
Additional workload and
distraction for employees
Corporate culture is not
suitable for social collaboration
Lack of support from
the top level management
No recognizable added value
Lack of acceptance among employees
..............................................................
..............................................................
..............................................................
..............................................................
..............................................................
..............................................................
..............................................................
0 20 40 60 80
Share (weighted) in percentage of all companies, n = 253
Very big obstacle Big obstacle
To what extent are the following factors hampering the
introduction or implementation of social collaboration initiatives?
©PAC2013
A majority of the divisions recognizes the
added value, but has security concerns!
30
Interesting: For most
respondents a “lack of
employee acceptance”
does not represent a
barrier.
May 2013Social Collaboration in Germany, France, and the UK
Critical: Two thirds
of respondents have
concerns regarding
data security and
almost half fear an
outflow of company
knowledge!

31. © PAC
Barriers: the “German anxiety” emerges
in the case of social collaboration
Evaluation: “Large or very large
barrier”
DE UK FR
Concerns about data security 72 50 57
Legal concerns 52 70 49
Fear of an outflow of corporate knowledge 56 38 46
Additional workload and distraction of
employees
39 43 33
Corporate culture is not suitable for social
collaboration
34 31 42
Lack of support from top-level
management
30 33 43
No recognizable added value 29 43 39
Lack of acceptance among employees 16 22 27
31
Concerns about data
security represent the
biggest barrier for social
collaboration both in
Germany and in France.
Note:
• Whilst decision-makers in
DE stress security
issues, respondents in FR
point to cultural barriers.
• In the “pioneering country
UK” there are pronounced
doubts about the added
value and concerns
regarding additional
workload of the
employees.
May 2013Social Collaboration in Germany, France, and the UK

32. © PAC
Interim conclusion
Key statements at a glance
32
Just under 60% of divisions have already launched initial social collaboration
initiatives, but their implementation is often still at an early stage. Nonetheless
projects had been at least partly implemented in a quarter of divisions, and in a third the
initiatives are still in the planning phase. More than 40% of divisions have not yet
launched any dedicated initiative in this field.
Only a minority of divisions considers itself to be fully equipped for SC today. In
particular, the autonomy and flexibility of the employees required for effective networking
is lacking. In many cases there are no rules for networking. Ultimately three quarters of
divisional executives regret that there is not more active management involvement.
Public networking services have already established themselves broadly in the
everyday business of the divisions. However, to date they have largely just been
tolerated, but not usually promoted or integrated into the implementation of social
collaboration. Further, many companies still deal with the topic using bans. For example,
an eighth of divisions forbid the use of professional networks such as LinkedIn, and in a
third Twitter use is expressly banned.
Security concerns are today the biggest barrier to the implementation of social
collaboration, alongside legal issues. Three quarters of respondents have concerns
regarding data security and almost half fear an outflow of corporate knowledge!
Conversely, no recognizable added value or a lack of acceptance among employees are
less significant barriers.
May 2013Social Collaboration in Germany, France, and the UK
Status quo

33. © PAC
Interim conclusion
Key statements at a glance
33
The status quo varies greatly between the three countries!
The United Kingdom has a clear pioneering position when it comes to the subject of
social collaboration: there 38% of divisions have already implemented projects in part or
in full. Half the divisions also promote the professional use of public networks such as
Twitter or LinkedIn. The environment is also right: more than two thirds of divisions have
set up rules for networking and in a third of companies management also actively uses
social networking applications.
Germany is something of a straggler in comparison to the UK. Only 21% of divisions
have (partially) implemented projects to date. Also, when it comes to assessing the
prerequisites the respondents are considerably more pessimistic than their colleagues in
the UK and France, although the environment really is not so negative on a closer look.
However, the fear of the outflow of corporate knowledge and concerns about data
security are particularly pronounced.
France ranks ahead of Germany in the implementation of social collaboration (26%). Yet
the analysis shows substantial room for improvement in the creation of an environment
amenable to social collaboration. In terms of “open communication culture“ and
autonomy of the employees, French divisions rank substantially behind the UK and
Germany. Finally, in the view of the French survey participants, cultural barriers pose a
comparativey large obstacle to the realisation of social collaboration.
May 2013Social Collaboration in Germany, France, and the UK
Status quo

34. © PAC
Strategies: Requirements, role of external
services, implementation, and platform strategies

35. © PAC
14
32
41
37
45
48
66
36
32
32
23
17
Dedicated security
concept
Evaluation and analysis of
data from social networks
Integration with content
management systems
Use on different devices
Integration with process
and business applications
Integration with
communication applications
.....................................................
.....................................................
.....................................................
.....................................................
.....................................................
0 20 40 60 80
Share in percentage of all companies, n = 253
Must have Nice to have
Which requirements does your division consider a must have,
which are nice to have, and which do you consider irrelevant
when implementing social collaboration?
©PAC2013
A dedicated security concept is an absolute
“must-have”
35
Two thirds of
persons in charge
of divisions
consider a
dedicated security
concept to be
essential for social
collaboration!
May 2013Social Collaboration in Germany, France, and the UK
Note: Integration with
content management
applications is
considered by many
to be more important
than integration with
process and
communication
applications.

36. © PAC
Divisions in DE have
above-average demands
on social collaboration,
whereas people are
more relaxed in France.
Different countries – different demands
on social collaboration
Evaluation: “Must-have” DE UK FR
Dedicated security concept 83 63 36
Evaluation and analysis of data from
social networks
39 62 9
Integration with content management
systems
47 26 10
Use on different devices 41 36 9
Integration with process- and business
applications
35 10 10
Integration with communication
applications
18 26 8
36
Note:
The analyses in the
“pioneering country” of
the UK indicate a growing
significance of social
analytics and the
integration of SC and
communication
applications.
May 2013Social Collaboration in Germany, France, and the UK

37. © PAC
32
29
23
20
28
24
26
19
17
16
19
21
12
14
9
11
Implementation and
integration
Analysis of processes
and potentials
User training and
coaching
Definition of a social
collaboration strategy
Technological planning and
selection of solution components
Identification of the
business case/ROI
Operation
Change management
........................................................
........................................................
........................................................
........................................................
........................................................
........................................................
........................................................
0 20 40 60
Share (weighted) in percentage of all companies, n = 253
Great importance Certain importance
How important are external services when it comes to the implementation
of collaboration initiatives in the following project phases?
©PAC2013
Note:
Demand for external
support is significant
across all project
phases.
Half of divisions opt for support from external
service providers for social collaboration
37
A fifth of persons
in charge of
divisions consider
external support to
be very significant
for strategy
development!
May 2013Social Collaboration in Germany, France, and the UK

38. © PAC
The following analyses focus on
statements by
companies with experience in the
topic of social collaboration.
Only companies who have launched
at least initial pilot projects around
social collaboration were questioned.
Note!
38 May 2013Social Collaboration in Germany, France, and the UK

39. © PAC
46%
54%
We tend to implement social collaboration tools ad hoc
and then we see how they are accepted.
We have a comprehensive social collaboration strategy,
which we implement step by step.
Implementation strategy for social collaboration
Which statement rather applies to your company?
©PAC2013
Share(weighted)inpercentageofallcompanies,
whichhavestartedfirstpilotprojectsonSocial
Collaborationatleast,n=135
Only half of divisions realize “social collaboration”
on the basis of a holistic strategy
39
Not so in the UK! Whilst in DE
and FR only around half of
divisions (46% / 50%) have a
strategic approach, in the
United Kingdom more than
three quarters have an
underlying holistic strategy!
May 2013Social Collaboration in Germany, France, and the UK

40. © PAC
60%
40%
The planning and implementation of social collaboration
take place at company level/ are coordinated across divisions.
The planning and implementation of social collaboration
are carried out independently by individual departments.
Implementation strategy for social collaboration
Which statement rather applies to your company?
©PAC2013
Share(weighted)inpercentageofallcompanies,
whichhavestartedfirstpilotprojectsonSocial
Collaborationatleast,n=142
Nonetheless 60% of social collaboration
initiatives are realized across divisions!
40
The shares are distributed
similarly across all three
countries.
May 2013Social Collaboration in Germany, France, and the UK

41. © PAC
42
18
14
9
9
8
Use of different
individual tools
CRM or ERP solution
Integrated social
collaboration platform
Communication or
UC solution
Workflow or document
management solution
Groupware solution
.................................................
.................................................
.................................................
.................................................
.................................................
0 10 20 30
Share (weighted) in percentage of all companies, which have
started first pilot projects on social collaboration at least, n = xxx
©PAC2013
What technological solution does your division preferably
deploy to implement social collaboration initiatives?
Divisions use different approaches in the
technical implementation of social collaboration
41
An integrated
social
collaboration
suite is currently
only used in around
one in seven
projects.
Note:
More than 40% of
divisions deploy the
SC functions of
existing solutions
in the ERP, CRM,
UCC, groupware, or
ECM environment.
May 2013Social Collaboration in Germany, France, and the UK

42. © PAC
In DE various individual applications are still
in use, whereas in FR and UK existing systems are
extended in the main
42
Social
collaboration
functions of
existing systems
(ERP, CRM, ECM,
UC, or groupware
solution)
Integrated social
collaboration
platform
Use of various
individual
applications for
social collaboration
UK: 28%
FR: 30%
DE: 52%
FR: 9%
UK: 15%
DE: 16%
DE: 32%
UK: 57%
FR: 61%
May 2013Social Collaboration in Germany, France, and the UK

43. © PAC
Interim conclusion
Key statements at a glance
43
From the perspective of the persons in charge of divisions, a dedicated security concept
is one of the basic requirements: two thirds consider it to be a “must-have” for social
collaboration. In many cases opportunities for data analysis, integration with content
management systems, and mobile use are also sought after. Half of those surveyed
consider the support of external service providers to be important n the
implementation of SC – and this is so across all project phases.
More long-term-oriented, cross-divisional strategies have only established
themselves to a limited extent in the implementation of social collaboration initiatives.
Only half of projects are strategically planned for the long term, although 60% are
realized across divisions. In terms of technical implementation individual applications are
frequently combined (42%), whereas integrated social collaboration suites are only
deployed in one in seven projects. More than 40% of initiatives deploy the SC functions
of existing ERP, CRM, UCC, groupware, or ECM solutions.
Divisions in the United Kingdom are pioneers in the implementation of social
collaboration strategies with a long-term-orientation. They highlight in particular “social
analytics” and integration with communication applications as must-haves.
Divisions in Germany are particularly strict in terms of requirements – especially on the
subject of security, which over 80% classify as a “must-have”.
Divisions in France are more relaxed about requirements. As in the UK, they are more
likely to use the functions of existing applications, whereas in DE individual social
collaboration applications are combined more frequently.
May 2013Social Collaboration in Germany, France, and the UK
Strategies

44. © PAC
Decisions & budgets:
Initiators, decision-makers, budget centers

45. © PAC
35
32
13
11
8
Our own division
.............................................
Top level management
.............................................
Other division
Internal IT
A dedicated person in
charge of social collaboration
.............................................
.............................................
0 10 20 30 40
Share (weighted) in percentage of all companies, which have
started first pilot projects on social collaboration at least, n = 142
©PAC2013
Who initiated/initiates social collaboration?
The initiative is usually set in motion by the
division itself or top-level management
45
• Note:
The internal IT
department plays
a minor role as the
initiator of social
collaboration.
• A “Chief Social
Collaboration
Officer” (CSO)
has to date been
established in only
a few companies.
One in three social
collaboration
projects today is
initiated by top-
level management
May 2013Social Collaboration in Germany, France, and the UK

46. © PAC
In DE social collaboration initiatives are primarily
set in motion by the divisions; in France, by top-level
management
46
The division
itself or
another
division
FR: 48 %
UK: 48%
DE: 63%
Top-level
management
Internal IT
CSO
A dedicated
person (or
division)
responsible
for SC
DE: 22%
UK: 39%
FR: 45%
DE: 10%
FR: 12%
UK: 13%
UK: 0%
DE: 4%
FR: 22%
May 2013Social Collaboration in Germany, France, and the UK

47. © PAC
37
27
18
8
8
1
Our own division
..................................................
Top level management
..................................................
Internal IT
..................................................
Other division
A dedicated person in charge
of social collaboration
An external services provider
..................................................
..................................................
0 10 20 30 40
Share (weighted) in percentage of all companies, n = 240
©PAC2013
Who is/would be the main contact when it
comes to realizing social collaboration?
Social collaboration is not usually realized as
an IT project
47
Note:
For only just under a
fifth of social
collaboration
initiatives the internal
IT department is the
first point of contact!
Interesting: For two
thirds of projects the
division itself or top-
level management
acts as the first point
of contact.
May 2013Social Collaboration in Germany, France, and the UK

48. © PAC
Nonetheless one in five SC projects in FR
is coordinated by a CSO
48
The division
itself or
another
division
FR: 31 %
DE: 46%
UK: 58%
Top-level
management
Internal IT
CSO
A dedicated
person (or
division)
responsible
for SC
DE: 25%
UK: 26%
FR: 35%
UK: 13%
FR: 15%
DE: 23%
UK: 4%
DE: 4%
FR: 19%
May 2013Social Collaboration in Germany, France, and the UK

49. © PAC
66
30
15
13
11
Top level management
Our own division
Internal IT
Other division
A dedicated person in charge
of social collaboration
....................................................
....................................................
....................................................
....................................................
0 20 40 60
Share (weighted) in percentage of all companies, n = 148
©PAC2013
Who provides the budgets for social collaboration?
Top-level management is the most important
sponsor of social collaboration initiatives
49
Top-level
management acts
as the sponsor in
two thirds of social
collaboration
initiatives!
• Note: Multiple
responses to this
question were
possible.
• Note:
Only 10% of SC
projects are (co-)
funded from the IT
budget.
• For a tenth of SC
projects there is
clearly a
dedicated SC
budget.
May 2013Social Collaboration in Germany, France, and the UK

50. © PAC
Initiatives in the UK are usually (co-)financed via the
divisional budget, in DE and FR this tends to be via other
sponsors
50
The division
itself or
another
division
FR: 29%
DE: 36%
UK: 77%
Top-level
management
Internal IT
CSO
A dedicated
person (or
division)
responsible
for SC
FR: 51%
UK: 66%
DE: 74%
FR: 0%
DE: 21%
UK: 23%
DE: 3%
UK: 15%
FR: 19%
May 2013Social Collaboration in Germany, France, and the UK

51. © PAC
Interim conclusion
Key statements at a glance
51
Internal IT only plays a marginal role in most social collaboration initiatives. More than
three quarters of projects in this field were initiated by the divisions or top-level
management, who in most cases also act as the main points of contact and
sponsors.
In around 90% of social collaboration initiatives IT is neither the initiator, nor are the
projects funded from the IT budget. In just under 20% of projects IT acts as the main
point of contact.
The role of “Chief Social Collaboration Officer” (CSO) is not yet widely established. A
CSO acts as the initiator or main point of contact in fewer than 10% of projects. The
proportion of projects that are (co-)funded via a dedicated social collaboration budget is
similarly high.
In the United Kingdom social collaboration projects are primarily initiated, coordinated,
and funded by the divisions themselves.
In Germany projects are also primarily initiated by the divisions. However, here internal
IT still plays a relatively important role as the main point of contact, coordinating just
under a quarter of social collaboration projects.
In France considerably more projects are initiated centrally and coordinated by top-level
management as compared to the UK or Germany. Here the CSO appears to be
considerably better established as initiator, coordinator, or budget center.
May 2013Social Collaboration in Germany, France, and the UK
Decisions &
budgets

52. © PAC
III. Conclusions: Analysts’ assessment

53. © PAC
Social collaboration in DE, FR, UK
Conclusion by Dr. Andreas Stiehler, Principal Analyst at PAC and
Lead Analyst of the study
Social collaboration is way more than a classic IT project! If proof were needed, then this study provides it. The cultural
and organizational environment is key to the success of corresponding initiatives that in many cases are initiated,
coordinated, and financed by the divisions or top-level management and only rarely by internal IT. Divisions in the UK
have a pioneering position in this context – but not only because they are more open to networking applications, but
also because the environment is right. Here rules for the use of networking services are established, employees have a
high level of autonomy, and management plays an active role.
The high significance of the cultural and organizational environment can also be seen in the wide range of local
characteristics identified in this study. These characteristics need to be taken seriously – both by the executives in the
realization of local and international social collaboration projects and also service providers who need to address this
topic diferently in the various countries. Conversely, it is also worth looking beyond national borders to find approaches
to more effective implementation. Thus, social collaboration in the UK already appears to be consideably more
advanced than in the other two countries.
However, the study also shows that IT is an essential component of social collaboration. More than 80% of divisions
consider a dedicated security concept to be an absolute must-have, which is also true of data-analysis options for over
60%. Integration with other IT applications is becoming ever more important. The CIO therefore does not need to
morph into a CSO, but does need to be at the table during the planning phase. For IT service providers it is becoming
ever more important to act as an intermediary between IT and business. Doing so offers them the opportunity to service
their customers as a strategic partner at the top end of the value-creation chain. The interaction between IT and
business – in my interpretation of the study outcomes – is the key to the success of social collaboration.
53 May 2013Social Collaboration in Germany, France, and the UK

54. © PAC
Social Collaboration in the UK
Conclusion by Philip Carnelley, Principal Analyst at PAC UK
May 2013Social Collaboration in Germany, France, and the UK54
The UK is a particularly enthusiastic adopter of social collaboration tools in the consumer space as well as business: it
has a considerably higher penetration of Facebook users, for example, than either France or Germany, and similarly
with Twitter and LinkedIn.
Also, the UK is the number one target for US software vendors looking to launch overseas, for cultural reasons
including the common language, and perhaps in consequence is the largest country market in Europe for Enterprise
social collaboration vendors like Salesforce (Chatter), Yammer, IBM/Lotus, as well as having indigenous suppliers like
Huddle (which has had particular success in UK Government, Sazneo (now Access) and more, giving supplier push as
well as market pull.
Furthermore, UK organizations – private and public sector – have now had several years of real focus on driving out
cost from IT operations, being by far the most enthusiastic of adopters of IT outsourcing across Europe. And, the move
to online commerce is well-advanced in the UK, too – online retail is growing strongly.
Therefore, it is no surprise to see that the UK view the potential for social collaboration technologies in terms of
customer service and a faster time-to-market. Nor that the UK has a higher proportion of social collaboration projects
partly or fully implemented than other European countries. This, in our view, is a clear sign of a more mature market
than other areas of Europe, and these results are encouraging news for those who wish to see wider adoption of social
collaboration anywhere across Europe.
However, there is no room for complacency, even in the UK. PAC has seen many collaboration initiatives wither on the
vine due to waning interest and declining motivation to contribute, once the novelty has worn off. Attempts to drive
participation against a wave of apathy just don’t work: self-motivation based on real and continued value for
participants is a critical success factor. Ease of use is just table stakes in the age of Facebook and Twitter. Keeping
people engaged is paramount

55. © PAC
Social collaboration in Germany
Conclusion by Nicole Dufft, Senior Vice President at PAC Germany
May 2013Social Collaboration in Germany, France, and the UK55
In this study Germany looks to be something of a straggler when it comes to the topic of social collaboration. Only one
in five divisions in Germany reports that they have partly or fully implemented initiatives in this field. That is a pity
because effective collaboration is essential, especially for German companies, many of whom cite knowledge as their
most important strategic resource, and who act globally and make their living from their ability to innovate. The need for
action reported by German divisions in core topics such as “interdisciplinary networking”, “shared processing of
documents”, or “efficient task management” confirms this.
The substantial skepticism of German divisions when assessing the environment is only partially justified. In terms of an
“open communication culture” or employee autonomy, Germany companies have no need to be shy. Instead, the most
significant brakes are pronounced security concerns and, also connected, above-average demands on implementation.
This “typically German” desire for perfection is definitely apparent in sub-topics. However, it is also dangerous because
“social collaboration” needs to develop – it cannot be planned perfectly. Yet those who first wait and impose bans until
the environment is perfect risk falling behind the competition.
German companies need to open up further and proactively support this topic. Proactivity does not mean recklessly
opening the floodgates for networking, but strategically planning social collaboration initiatives, promoting the use of
corresponding applications by employees in a targeted manner, defining rules, and integrating social networking into
processes both in technical and organisational terms. Management bears special responsibility in this respect. Yet it is
not enough just to initiate new initiatives or pilot projects: executives also need to actively use the new opportunities
themselves, that is to say: lead by example on social collaboration. The UK shows that this is possible and that it works.

56. © PAC
Social Collaboration in France
Conclusion by Olivier Rafal, Principal Consultant at PAC France
May 2013Social Collaboration in Germany, France, and the UK56
Given the figures of this study, France has no need to be ashamed: United Kingdom is much more advanced in terms of
deployed solutions and projects, but France is the country where there are the most projects initiated. French people
even say they are willing to work collaboratively and underline the importance of corporate social collaboration as a way
to attract, motivate and retain talent within the company. But turning this will into reality is very complex. In France,
impetus must come from the highest level of corporate hierarchy, whereas lack of CxOs implication is obvious. For
instance, France is the most restrictive country regarding employees’ autonomy and use of social networks.
However, French companies are well aware of these difficulties and the need for strong change management support
from external companies. This use of consulting is essential and must come at a very early stage, especially to help
identify business objectives. If French companies indeed see social collaboration tools as a way to foster innovation,
they do not know exactly what to ask from them – if not a better response to the recurring problem of document sharing
within the company: a low-level application of these new technologies, which does not affect the business processes.
Social collaboration, on the contrary, must be leveraged to transform the way a company does business.
Social collaboration is too often handled at a very low level in France. As proof, a majority of companies simply
integrate collaborative capabilities into their existing systems rather than invest in specialized, integrated platforms.
There are still considerable efforts to be made to show the business potential of social collaboration to business
leaders. This lesson has been learned by UK companies. If French companies do not get it, they will continue to
unnecessarily question the ROI of such projects, whereas the only valid question is about business objectives.
Fortunately, many in France have understood this, and will, hopefully, serve as examples.

57. © PAC
Premium Sponsors – Profiles

58. © PAC
Company profile Atos
Atos is an international information technology services company with annual 2011 pro forma revenue of EUR 8.5 billion and
74,000 employees in 48 countries. Serving a global client base, it delivers hi-tech transactional services, consulting and technology
services, systems integration and managed services. With its deep technology expertise and industry knowledge, it works with
clients across the following market sectors: Manufacturing, Retail, Services; Public, Health & Transports; Financial Services;
Telecoms, Media & Technology; Energy & Utilities.
Atos is focused on business technology that powers progress and helps organizations to create their firm of the future. It is the
Worldwide Information Technology Partner for the Olympic and Paralympic Games and is quoted on the Paris Eurolist Market. Atos
operates under the brands Atos, Atos Consulting & Technology Services, Atos Worldline and Atos Worldgrid.
For more information, visit: www.atos.net.
Atos SE
River Ouest 80
Quai Voltaire
95877 Bezons
France
Contact: Mr. Russ Norton, Global Key Offering Manager – Social Collaboration and Zero EmailTM
Phone: +44 (0)7805910855
Email: russ.norton@atos.net
Web: www.atos.net
May 2013Social Collaboration in Germany, France, and the UK58

59. © PAC
Company profile Beck et al. Services GmbH
Making social media work for you
At Beck et al. Services GmbH, we don’t just allow our staff to get involved in the company from their very first day with us – we
actively encourage them to do so! Everyone is welcome to share their thoughts and ideas with colleagues, even if these concepts
are still at a very early stage. We transform monologues based on e-mail into interlinked dialogues. This all forms part of everyday
life at our company, a Munich-based, owner-managed, international IT service provider, which uses social collaboration to facilitate
more efficient teamwork between staff on all hierarchical levels.
Our services constantly focus on providing added value to end-users and management. We use our smart IT service concept to
convert social, mobile, and cloud-based technologies into business processes and results, thus bridging the gap between IT and
business and generating real results for our clients.
Our company complements traditional communication in companies by providing processes and instruments for an open web
culture that transcends hierarchies and locations. Our international team helps our clients to become an enterprise 2.0 and
provides solutions for using social software effectively and sensibly.
We help small and medium-sized enterprises, as well as global organizations, to make use of the benefits of social networking and
collaborative working methods. This allows their staff and clients to work together efficiently, particularly beyond corporate
boundaries.
As a pioneer in social collaboration, we do not only have the necessary technical expertise for social business collaboration, but
also keep an eye on the organizational and cultural issues involved in a successful implementation strategy from the start. Our
international team has a profound understanding of organizational structures and business processes. This allows us to ensure
that our clients’ IT supports all necessary processes in the right way.
May 2013Social Collaboration in Germany, France, and the UK59

60. © PAC
Company profile Beck et al. Services GmbH
We use our special, modular social business collaboration program to analyze the biggest challenges facing an organization when
it introduces social business collaboration. We identify these challenges by using our certified social readiness check, a thorough
evaluation tool that identifies an organization’s maturity in terms of its communication and collaboration conduct. We then use the
results of the social readiness check to draw up the correct implementation concept, thus improving the quality of collaboration in
the organization.
We help our clients to introduce and implement social business collaboration projects. Our services range from the selection and
use of suitable platforms, the installation of mobile e-mail communication and the organization of virtual conferences to the analysis
of communication on social software.
Our turnover was €7 million in 2012. We employ around 45 people in Germany and Switzerland, and 35 people in Romania and
Brazil. Our clients include Continental AG, Infineon Technologies AG, Daiichi Sankyo Europe GmbH, KWS Saat AG, and Zürcher
Kantonalbank.
Our clients value our excellent service, international scope, wealth of experience, the pragmatic approach taken by our entire team,
and last but not least, the personal commitment and dedication of all our employees.
We do not only obtain the best results for our clients, but also for our own staff. People are at the heart of everything we do. This
has been recognized by prestigious awards for our particularly high attractiveness as an employer. We were named European
Workplace of the Year 2012 and awarded the Great Place to Work prize for the IT sector in 2013.
Beck et al. Services GmbH
Zielstattstraße 42, 81379 Munich, Germany
Contact: Mr. Siegfried Lautenbacher
Phone: +49 (0) 89 - 538863-0
Email: info@bea-services.de
Web: http://www.bea-services.com
May 2013Social Collaboration in Germany, France, and the UK60

61. © PAC
Gold Sponsor – Profile

62. © PAC
Company profile T-Systems International GmbH
We shape the networked future of business and society and create value for customers, employees and investors thanks to
innovative ICT solutions.
T-Systems is Deutsche Telekom’s corporate customer arm. Using a global infrastructure of data centers and networks, T-Systems
operates information and communication technology (ICT) systems for multinational corporations and public sector institutions. With
offices in over 20 countries and global delivery capabilities, T-Systems serves companies in all industries – from the automotive industry
to telecommunications, the financial sector, retail, services, media, energy and the manufacturing industry all the way to government
agencies and the healthcare sector. Approximately 48,200 employees worldwide use their industry expertise and ICT know-how to
provide top-quality service. T-Systems generated revenue of around EUR 9.2 billion in the 2011 financial year.
Tapping into future markets with “intelligent networks”
As a driver of innovation within the Deutsche Telekom Group, T-Systems provides ICT solutions for connecting business and society, in
particular in the “intelligent networks” growth area. The main focuses here are connected cars, the health sector and efficient energy
management. Examples include satellite-based toll systems developed and operated by T-Systems and, in the future, convenient in-car
Internet access for navigation, automatic emergency calls and voice-controlled e-mail. The healthcare sector, comprising clinics and
health insurance providers, also relies on the industry expertise of T-Systems. The company connects the various parties with secure
transmission paths and convenient solutions. In doing so, T-Systems also supports what is known as integrated healthcare, where
patients benefit from cross-sectoral care and treatment – from hospital doctors, GPs, specialized therapists and rehabilitation clinics.
A solution is already available for efficient energy use in the form of smart metering, which provides minute-by-minute data on power
consumption in private households. With its knowledge on operating complex networks and industry expertise in the energy sector, T-
Systems is currently developing a solution for the energy networks of the future – so-called smart grids, which balance fluctuating
production (wind, sun) and consumption.
With integrated solutions, networks and services, T-Systems assists administrative bodies at all levels, security authorities and
educational facilities in the optimization of processes, the reduction of costs and the provision of faster, improved services for citizens.
May 2013Social Collaboration in Germany, France, and the UK62

63. © PAC
Company profile T-Systems International GmbH
Number 1 worldwide for dynamically scalable SAP services
The service provider offers information and communication technology from a single production source, guaranteeing a high level of
quality for complex ICT projects, especially major outsourcing contracts. Today, when it comes to supplying customers with dynamically
scalable SAP services (Cloud Computing), T-Systems is the number one worldwide. For example, the Deutsche Telekom subsidiary has
concluded a contract with electronics company Philips on global data center services and dynamic SAP services. In South Africa, T-
Systems took over the ICT service provider arivia.kom, making it the biggest SAP service provider on the Cape.
Turbo for telecommunications networks
The Deutsche Telekom subsidiary is setting up and operating a global voice network with the latest technology for the oil group BP. The
tourism company TUI Travel, headquartered in London, is also relying on T-Systems for the new pan-European telecommunications
network for its company sites in seven countries.
The human factor
When customers entrust T-Systems with their information and communications technology, this often also involves taking over
employees. And as is the case with any service, the quality depends on the people providing it. The integration of new employees
therefore plays a key part in providing customers with outstanding service. Thousands of new employees have joined T-Systems through
outsourcing and acquisitions. And experience has shown that success hinges on the amalgamation of different corporate cultures in new
customer projects.
T-Systems International GmbH T-Systems International GmbH
Fasanenweg 5, 70771 Leinfelden-Echterdingen, Germany Dachauer Str. 651, 80995 Munich, Germany
Contact: Herrmann Hänle, Market Intelligence Contact: Thomas Wolfgang Müller,
Phone: +49 711 9996720 Product Leader Workplace Solututions & Architect
Email: hermann.haenle@t-systems.com Phone: +49 89 545509484
Web: http://www.t-systems.com/ Email: thomas.mueller@t-systems.com
May 2013Social Collaboration in Germany, France, and the UK63

64. © PAC
Appendix

65. © PAC
Disclaimer, usage rights, independence and
data protection
Disclaimer
The contents of this study were compiled with the greatest possible care. However, no liability for their accuracy can be
assumed. Analyses and evaluations reflect the state of our knowledge in April 2013 and may change at any time. This
applies in particular, but not exclusively, to statements made about the future. Names and designations that appear in
this study may be registered trademarks.
Usage rights
This study is protected by copyright. Any reproduction or dissemination to third parties, including in part, requires the
prior explicit authorization of the sponsors. The publication or dissemination of tables, graphics etc. in other publications
also requires prior authorization.
Independence and data protection
This study was produced solely by Pierre Audoin Consultants (PAC). The sponsors had no influence over the analysis of
the data and the production of the study. The participants in the study were assured that the information they provided
would be treated confidentially. No statement enables conclusions to be drawn about individual companies, and no
individual survey data was passed to the sponsors or other third parties. All participants in the study were selected at
random. There is no connection between the production of the study and any commercial relationship between the
respondents and the sponsors of this study.
May 2013Social Collaboration in Germany, France, and the UK65

66. © PAC
From strategy to execution, PAC delivers focused and
objective responses to the growth challenges of
Information and Communication Technology (ICT)
players.
Founded in 1976, PAC is a privately held research &
consulting firm for the software and ICT services
market.
PAC helps ICT vendors to optimize their strategies by
providing quantitative and qualitative market analysis
as well as operational and strategic consulting. We
advise CIOs and financial investors in evaluating ICT
vendors and solutions and support their investment
decisions. Public institutions and organizations also rely
on our key analyses to develop and shape their ICT
policies.
For more information, please visit: www.pac-online.com
PAC’s latest news: http://blog.pac-online.com"
About us
May 2013
Dr. Andreas Stiehler
Principal Analyst
Connected Enterprise
+49 (0)351 30 91 20 05
a.stiehler@pac-online.com
Philip Carnelley
Principal Analyst
Software
+44 (0)20 7553 3961
p.carnelley@pac-online.com
Melanie Flug
Analyst
Connected Enterprise &
Software Markets
+49 (0)30 28 52 96 24
m.flug@pac-online.com