FT.com / Technology - Doing what comes naturally
Doing what comes naturally
By Alan Cane
Published: November 20 2007 14:44 | Last updated: November 20 2007 14:44
People collaborate naturally; the internet has simply added a new dimension to this most human of characteristics.
“If collaboration hasn’t happened in the past, it’s mostly because barriers got in the way – geography, time zone, position in the corporate hierarchy, language and so on,” says Graham Oakes, founder and head of the IT consultancy Graham Oakes Ltd. “Most technology does not really help collaboration so much as reduce the effect of barriers.”
These technologies enable individuals and groups to communicate easily across time and space, sharing data and the “same version of the truth”.
Jen Wachtel, senior product marketing manager for Vignette, a collaboration tools developer based in Austin, Texas, says that, to her, collaboration means “allowing people to connect across their organisations where before they were siloed by geography, department or status.
“It enables omnidirectional communication. Products get to market faster because the ‘wisdom of the crowd’ enables you to make quicker and smarter decisions.”
Not everybody agrees, as will become evident later in this article, but there is, nevertheless, a cornucopia of collaboration software tools on offer, ranging from the large and complex to the small and simple, from the heavily professional to the consumer-oriented.
Dassault Systèmes’ Enovia product set represents the top end of the market. It is used by Boeing to co-ordinate the design and production of airliners, most recently, the US aerospace group’s giant 787 Dreamliner.
John Squire, vice-president of Enovia marketing for the French software group, says supporting the development of the 787 is the most complicated commission Dassault has undertaken and “uses everything we have”.
Boeing describes it as a “global collaborative environment”. Mr Squire says it is a way to bring together the 40 partners sharing the risk of creating the 787.
“It’s the people who build the engines, the fuselage components, the avionics and so forth,” he explains. “Three years ago, before the airplane ever existed, Boeing could bring all the parts together in a three-dimensional digital model and ensure they fitted together before they had to worry about manufacturing those parts. They could check for tolerances and conflicts between parts early in the development phase when the cost is much lower.”
Mr Squire says the trick in collaboration is to allow engineers to have access to the parts they are responsible for, allow them to see the parts around it, but deny them access to parts for which they do not have clearance.
“We use 3D as the universal language. Even if you don’t speak the same language as a Japanese engineer, you can share the screen with the guy and point to a problem area. Using a few words of broken English over instant messaging you can communicate what needs to happen.”
Dassault 3D software is used to collaborate in the design of everything from airliners and rocket engines to yoghurt cartons and mobile phones. At the other end of the scale, there is a growing market for simple collaboration tools using nothing more complex than the telephone and a web browser.
MeetingZone, for example, a fast-growing UK-based company, has introduced a high level of automation, and therefore economies of scale, to the simple concept of conferencing by telephone coupled with screen-sharing over the internet.
Tim Duffy, co-founder and chief executive, points to the disadvantages of conventional business meetings: “No one has the time, no one wants to put up with the expense and inconvenience of travel and everybody is looking to reduce their carbon footprint.
“We think good collaboration tools that enable people to do business without travelling are vital requirements for most businesses these days.”
While still small, MeetingZone, Mr Duffy says, has achieved 67 per cent average annual growth for the past three years, suggesting his analysis is accurate.
Sun Microsystems, the US group whose server technology underpins much of the internet, prescribes collaboration and takes its own medicine with a full set of collaboration tools.
According to Heather Garrett, head of human resources for Sun in the UK, the intention was to enable staff to work any time and anywhere. She says the result has been a 30 per cent improvement in productivity with impressive savings on travel, real estate and a lower carbon footprint. Sun staff are in favour of electronic collaboration, she says.
Ten years ago, the company started with a collaboration site, a shared work and information space, and added a collaboration dashboard, a way of tracking progress in projects, so individuals can see what has been achieved and what has yet to be delivered.
Jay Huff, head of Sun’s UK marketing department, says the company has taken to wikis in a big way. A wiki involves software that allows users easily to create, edit and link web pages. According to Wikipedia, the Delphic oracle on all things wiki, they are: “often used to create collaborative websites, power community websites and are increasingly being installed by businesses to provide affordable and effective intranets”.
This is their function at Sun, where Mr Huff says all the company’s engineers and systems architects work in a wiki environment. Wikis are also popular with the marketing people: “Wikis are where we talk about work in progress so we can get feedback quickly,” Mr Huff says.
“The aim is to stop the tremendous amount of e-mails you would normally have associated with one of these projects where everybody responds to everybody else with 20 to 30 e-mails on the same subject.”
E-mail jail is an example of the kind of dangers that lurk in the over-enthusiastic use of technology to promote collaboration. Dr Oakes, the IT consultant, warns that many people are driven to respond to e-mails and instant messages 24 hours a day. “Eventually they will burn out and be lost to collaboration altogether,” he comments.
“This happens because they have not developed ways to control the technology – it is controlling them. Helping people take back this control, perhaps by developing appropriate etiquette within their networks, is probably necessary for most companies to push collaboration to the next level.”
Sun Microsystems is unusual in that its management encourages – but does not mandate – staff to make use of social networking sites such as Facebook, Ning and Twitter where it makes sense to do so – to distribute information before a conference, perhaps, or photographs of attendees.
There are dangers, of course. Global Secure Systems, an IT security consultancy, faced spending several thousands of pounds upgrading its internet access provision until it discovered that about a quarter of its bandwidth was being swallowed up in social networking: “After locking down this traffic, we found we didn’t actually need to upgrade our bandwidth after all,” says David Hobson, GSS managing director.
He now advises his clients to block access to social networking sites. “They are just trouble all round and have no place in the modern business environment, even during legitimate staff breaks,” he said.
However, Scott Petty of Dimension Data, an IT services group based in South Africa, argues that social networking sites, used carefully, are both valid and necessary business tools.
He says: “Our younger engineers straight out of college are much more comfortable with tools such as Second Life and Facebook than senior managers. They would think we were quite a strange company if we didn’t allow
Copyright The Financial Times Limited 2007
Friday, November 30, 2007
Magic Quadrant for Horizontal Portal Products, 2007
Magic Quadrant for Horizontal Portal Products, 2007
The portal product market continues to mature, with most enterprises evaluating the products provided by a core group of commercial enterprise software vendors. Several horizontal portal vendors are leveraging Web 2.0 technologies and concepts to further differentiate their products.
The portal product market continues to mature, with most enterprises evaluating the products provided by a core group of commercial enterprise software vendors. Several horizontal portal vendors are leveraging Web 2.0 technologies and concepts to further differentiate their products.
Wednesday, November 28, 2007
Knowledge-Management im Zeitalter von Web 2.0 und Open Source
Knowledge-Management im Zeitalter von Web 2.0 und Open Source
Neue und innovative Technologien und Ansätze im Umgang mit unstrukturierten DatenKnowledge-Management muss aufgrund seiner interdisziplinären Natur mit einer Vielzahl von Applikationen im Unternehmen integrieren und koexistieren, sich schnell an neue Bedürfnisse anpassen lassen und gleichzeitig maximalen Nutzen bei minimalem Aufwand für die Benutzer erzeugen. Eine Reihe von neuen Standards, Technologien und Lösungsansätzen helfen beim Bau und Betrieb derartiger Lösungen.
Neue und innovative Technologien und Ansätze im Umgang mit unstrukturierten DatenKnowledge-Management muss aufgrund seiner interdisziplinären Natur mit einer Vielzahl von Applikationen im Unternehmen integrieren und koexistieren, sich schnell an neue Bedürfnisse anpassen lassen und gleichzeitig maximalen Nutzen bei minimalem Aufwand für die Benutzer erzeugen. Eine Reihe von neuen Standards, Technologien und Lösungsansätzen helfen beim Bau und Betrieb derartiger Lösungen.
Knowledge-Management im Zeitalter von Web 2.0 und Open Source
Knowledge-Management im Zeitalter von Web 2.0 und Open Source
Knowledge- und Information-Management ist eine Disziplin, die Informatik-Spezialisten und -Benutzer schon lange beschäftigt, doch erst mit neuen Technologien aus dem Open- Source- und Web-2.0-Umfeld scheinen die schon früh geweckten Hoffnungen erfüllt werden zu können.
Knowledge- und Information-Management ist eine Disziplin, die Informatik-Spezialisten und -Benutzer schon lange beschäftigt, doch erst mit neuen Technologien aus dem Open- Source- und Web-2.0-Umfeld scheinen die schon früh geweckten Hoffnungen erfüllt werden zu können.
Goethe-Institut wählt zur Erstellung von Sprachinhalten für E-Learning das Learning CMS von Eedo
Goethe-Institut wählt zur Erstellung von Sprachinhalten für E-Learning das Learning CMS von Eedo
ForceTen ermöglicht dem Goethe-Institut, über eine komplexe und globale Organisation hinweg, das Verfassen von Inhalten zu dezentralisieren und dabei die Kontrolle über Qualitätsstandards und Best Practices zu bewahren
Eedo Knowledgeware meldete, dass das deutsche Goethe-Institut Eedo ForceTen(TM) als seine Hauptplattform zur Herstellung von auf E-Learning basierender Sprachausbildung gewählt hat. Das Goethe-Institut wählte ForceTen, weil es eine komplexe Reihe von Anforderungen zur Erstellung und Verwaltung von Inhalten unterstützen und auch integriertes Lernen fördern kann.
Das Goethe-Institut ist eine gemeinnützige, deutsche staatliche Organisation, deren Mission die weltweite Förderung der deutschen Sprache und Kultur ist. E-Learning nimmt bei der Initiative, das Angebot an hochwertigen Sprachkursen zu erhalten und auszuweiten, eine zentrale Rolle ein.
"Wir benötigten ein System, dass das Verfassen von Inhalten für E-Learning über eine komplexe und globale Organisation hinweg dezentralisiert und trotzdem die Kontrolle von Qualitätsstandards erlaubt", erklärte Marcus Biechele, Leiter des Multimedia -Entwicklungsteams.
"ForceTen mit seinem Datenbank-basierten, objektorientierten Inhaltsmodell und seiner reichhaltigen Menge an Verwaltungsfunktionen erlaubt uns den Zugriff und die Wiederverwendung von Media Assets, Fragen oder ganzen Modulen, egal wo sie erstellt worden sind. Damit wird es uns ermöglicht, Inhalte schneller und kostengünstiger zu produzieren", fuhr Biechele fort.
Das Goethe-Institut bietet Module für E-Learning als Teil eines integrierten Lernkonzepts an, das zur Erweiterung seines Angebots an Sprachkursen entwickelt wurde. Die Module werden auch zur Förderung langfristiger Kundenbeziehungen über das typische Kursmodell hinaus verwendet werden.
"Das Goethe-Institut hat die anspruchsvolle Aufgabe, die internationale kulturelle Zusammenarbeit zu fördern und benötigt dementsprechend eine verständliche und skalierbare Lösung für das Lehrgebiet Deutsch als Fremdsprache, um seine Ziele zu erreichen", erklärte John Hudson, Präsident und CEO von Eedo Knowledgeware. "Unsere beeindruckende Erfolgsgeschichte in staatlichen und internationalen Organisationen sowie auch unsere Präsenz in Deutschland beweisen, dass wir ein starker und zuverlässiger Partner für solch ein schwieriges Projekt sind."
Im September gab Eedo bekannt, dass das Unternehmen seine deutsche Präsenz ausgebaut und seinen deutschen Hauptsitz nach Berlin verlegt hat. Von Elearnity, Europas führendem unabhängigen Unternehmen für Lernanalyse, wurde Eedo, in einer diesjährigen Studie, als ein etablierter Unternehmer im europäischen Markt bezeichnet. Die Studie, die sich auf den Markt für die Verwaltung von Lerninhalten konzentrierte, bestätigte ForceTen auch als eines der klassenbesten Managementsysteme für Lerninhalte (LCMS - Learning Content Management System).
ForceTen liefert ein effektives Mittel zur Entwicklung, zum Einsatz und zum Erhalt von Bildungs- und Trainingsprogrammen. Die dynamischen Fähigkeiten der Produkte des Unternehmens ermöglichen es Organisationen, Inhalte einfach zu aktualisieren und wieder zu verwenden und dabei flexible Lernprogramme zu liefern, die sich an die individuellen Nutzerwünsche, -anforderungen und -vorlieben anpassen lassen. ForceTen ist eines von mehreren Produkten, die Eedos Wissens- und Learning-Suite verbinden.
28.11.2007, Eedo Knowledgeware
ForceTen ermöglicht dem Goethe-Institut, über eine komplexe und globale Organisation hinweg, das Verfassen von Inhalten zu dezentralisieren und dabei die Kontrolle über Qualitätsstandards und Best Practices zu bewahren
Eedo Knowledgeware meldete, dass das deutsche Goethe-Institut Eedo ForceTen(TM) als seine Hauptplattform zur Herstellung von auf E-Learning basierender Sprachausbildung gewählt hat. Das Goethe-Institut wählte ForceTen, weil es eine komplexe Reihe von Anforderungen zur Erstellung und Verwaltung von Inhalten unterstützen und auch integriertes Lernen fördern kann.
Das Goethe-Institut ist eine gemeinnützige, deutsche staatliche Organisation, deren Mission die weltweite Förderung der deutschen Sprache und Kultur ist. E-Learning nimmt bei der Initiative, das Angebot an hochwertigen Sprachkursen zu erhalten und auszuweiten, eine zentrale Rolle ein.
"Wir benötigten ein System, dass das Verfassen von Inhalten für E-Learning über eine komplexe und globale Organisation hinweg dezentralisiert und trotzdem die Kontrolle von Qualitätsstandards erlaubt", erklärte Marcus Biechele, Leiter des Multimedia -Entwicklungsteams.
"ForceTen mit seinem Datenbank-basierten, objektorientierten Inhaltsmodell und seiner reichhaltigen Menge an Verwaltungsfunktionen erlaubt uns den Zugriff und die Wiederverwendung von Media Assets, Fragen oder ganzen Modulen, egal wo sie erstellt worden sind. Damit wird es uns ermöglicht, Inhalte schneller und kostengünstiger zu produzieren", fuhr Biechele fort.
Das Goethe-Institut bietet Module für E-Learning als Teil eines integrierten Lernkonzepts an, das zur Erweiterung seines Angebots an Sprachkursen entwickelt wurde. Die Module werden auch zur Förderung langfristiger Kundenbeziehungen über das typische Kursmodell hinaus verwendet werden.
"Das Goethe-Institut hat die anspruchsvolle Aufgabe, die internationale kulturelle Zusammenarbeit zu fördern und benötigt dementsprechend eine verständliche und skalierbare Lösung für das Lehrgebiet Deutsch als Fremdsprache, um seine Ziele zu erreichen", erklärte John Hudson, Präsident und CEO von Eedo Knowledgeware. "Unsere beeindruckende Erfolgsgeschichte in staatlichen und internationalen Organisationen sowie auch unsere Präsenz in Deutschland beweisen, dass wir ein starker und zuverlässiger Partner für solch ein schwieriges Projekt sind."
Im September gab Eedo bekannt, dass das Unternehmen seine deutsche Präsenz ausgebaut und seinen deutschen Hauptsitz nach Berlin verlegt hat. Von Elearnity, Europas führendem unabhängigen Unternehmen für Lernanalyse, wurde Eedo, in einer diesjährigen Studie, als ein etablierter Unternehmer im europäischen Markt bezeichnet. Die Studie, die sich auf den Markt für die Verwaltung von Lerninhalten konzentrierte, bestätigte ForceTen auch als eines der klassenbesten Managementsysteme für Lerninhalte (LCMS - Learning Content Management System).
ForceTen liefert ein effektives Mittel zur Entwicklung, zum Einsatz und zum Erhalt von Bildungs- und Trainingsprogrammen. Die dynamischen Fähigkeiten der Produkte des Unternehmens ermöglichen es Organisationen, Inhalte einfach zu aktualisieren und wieder zu verwenden und dabei flexible Lernprogramme zu liefern, die sich an die individuellen Nutzerwünsche, -anforderungen und -vorlieben anpassen lassen. ForceTen ist eines von mehreren Produkten, die Eedos Wissens- und Learning-Suite verbinden.
28.11.2007, Eedo Knowledgeware
Sunday, November 18, 2007
IBM, Microsoft, SAP lag behind on Web 2.0 | InfoWorld | News | 2007-11-08 | By Jon Brodkin, Network World
IBM, Microsoft, SAP lag behind on Web 2.0 | InfoWorld | News | 2007-11-08 | By Jon Brodkin, Network World
Big vendors still lag behind smaller rivals in the market for blog, wiki, and content collaboration tools
Big vendors still lag behind smaller rivals in the market for blog, wiki, and content collaboration tools
Friday, November 09, 2007
Facebook Makes a Large Bet to Reinvent Advertising
Facebook Makes a Large Bet to Reinvent Advertising
Facebook bills its new initiative as the future of advertising. Success is far from certain and depends on subtle implementation details and uncharted areas of consumer behavior.
Facebook bills its new initiative as the future of advertising. Success is far from certain and depends on subtle implementation details and uncharted areas of consumer behavior.
Monday, November 05, 2007
Google Takes First Step in Face-off With Facebook
Google Takes First Step in Face-off With Facebook
The OpenSocial initiative launches Google's long-awaited counterstrike to the Facebook challenge. This limited-scope specification is just an early step in what will be a prolonged battle in the social-platform market.
The OpenSocial initiative launches Google's long-awaited counterstrike to the Facebook challenge. This limited-scope specification is just an early step in what will be a prolonged battle in the social-platform market.
FT.com / By sector - Study urges IT valuation rethink
FT.com / By sector - Study urges IT valuation rethink
Study urges IT valuation rethink
By Pan Kwan Yuk in Paris and Philip Stafford in London
Published: November 4 2007 23:52 | Last updated: November 4 2007 23:52
Companies need to dramatically rethink the way they manage and value their information technology assets if they are to extract better returns from these investments, according to a study published on Monday.
Describing IT hardware and software as the “last remaining hidden corporate asset”, the study, commissioned by Micro Focus, a UK software developer, said core IT assets should be valued with the same rigour and discipline as other corporate assets such as brand and goodwill.
Insead, the Paris-based business school that carried out the research, said that while IT now plays a vital role in driving corporate performance, companies have continued to treat their IT not as assets for value creation but as an expense item to be minimised.
“It’s astounding,” said Soumitra Dutta of Insead.
“While firms have long focused on creating value from physical assets such as factory or store space and intangible assets such as brands, IT assets as a vehicle for value creation have remained largely ignored.”
One problem, according to Prof Dutta, is that even though companies spend billions on IT every year, few boardrooms know the value of their hardware and software and the contributions that they make to their business.
In a study released last month, Micro Focus and Insead found that of the 250 chief information officers and chief finance officers surveyed from companies in the US, UK, France, Germany and Italy, fewer than half had tried to value their IT assets, while 60 per cent did not know the worth of their software.
“When it comes to technology, people tend to get lost in jargon and focus on the new and shiny,” said Stephen Kelly, chief executive of Micro Focus. “Very little thought goes into the benefits that result from the new system and almost none to deriving maximum value from it.”
Yet Prof Dutta said that the potential savings for companies who take the time to analyse the value of their software assets could be huge.
“Think of a house,” he says.
“Would you knock down an entire house when what you need is to update the kitchen? No.
“Yet we see companies spending millions of dollars to build a new IT system every other year when, in many cases, what they needed was just to update the existing one.”
One way Prof Dutta says companies can measure the business value of their core IT assets is through conjoint analysis, a statistical technique used in market research in which people make trade-offs across different attributes.
Copyright The Financial Times Limited 2007
Study urges IT valuation rethink
By Pan Kwan Yuk in Paris and Philip Stafford in London
Published: November 4 2007 23:52 | Last updated: November 4 2007 23:52
Companies need to dramatically rethink the way they manage and value their information technology assets if they are to extract better returns from these investments, according to a study published on Monday.
Describing IT hardware and software as the “last remaining hidden corporate asset”, the study, commissioned by Micro Focus, a UK software developer, said core IT assets should be valued with the same rigour and discipline as other corporate assets such as brand and goodwill.
Insead, the Paris-based business school that carried out the research, said that while IT now plays a vital role in driving corporate performance, companies have continued to treat their IT not as assets for value creation but as an expense item to be minimised.
“It’s astounding,” said Soumitra Dutta of Insead.
“While firms have long focused on creating value from physical assets such as factory or store space and intangible assets such as brands, IT assets as a vehicle for value creation have remained largely ignored.”
One problem, according to Prof Dutta, is that even though companies spend billions on IT every year, few boardrooms know the value of their hardware and software and the contributions that they make to their business.
In a study released last month, Micro Focus and Insead found that of the 250 chief information officers and chief finance officers surveyed from companies in the US, UK, France, Germany and Italy, fewer than half had tried to value their IT assets, while 60 per cent did not know the worth of their software.
“When it comes to technology, people tend to get lost in jargon and focus on the new and shiny,” said Stephen Kelly, chief executive of Micro Focus. “Very little thought goes into the benefits that result from the new system and almost none to deriving maximum value from it.”
Yet Prof Dutta said that the potential savings for companies who take the time to analyse the value of their software assets could be huge.
“Think of a house,” he says.
“Would you knock down an entire house when what you need is to update the kitchen? No.
“Yet we see companies spending millions of dollars to build a new IT system every other year when, in many cases, what they needed was just to update the existing one.”
One way Prof Dutta says companies can measure the business value of their core IT assets is through conjoint analysis, a statistical technique used in market research in which people make trade-offs across different attributes.
Copyright The Financial Times Limited 2007
Friday, November 02, 2007
Google hat neuen Spurt-Partner | Wirtschaft | Deutsche Welle | 02.11.2007
Google hat neuen Spurt-Partner | Wirtschaft | Deutsche Welle | 02.11.2007
Zwei wichtige strategische Entscheidungen für die Internet-Ökonomie sind gefallen: Der Internet-Konzern Google wird mit MySpace zusammenarbeiten und ein eigenes Google-Handy auf den Markt bringen.
Zwei wichtige strategische Entscheidungen für die Internet-Ökonomie sind gefallen: Der Internet-Konzern Google wird mit MySpace zusammenarbeiten und ein eigenes Google-Handy auf den Markt bringen.
Wednesday, October 31, 2007
FT.com / Companies / Media & internet - Saga gets hip with a zone for silver surfers
FT.com / Companies / Media & internet - Saga gets hip with a zone for silver surfers
Saga gets hip with a zone for silver surfers
By Ben Fenton
Published: October 31 2007 02:27 | Last updated: October 31 2007 02:27
It is not so much a cool internet community as a hip replacement for a social life: today, maturity’s riposte to Facebook comes of age.
If you want to get in with the gin crowd, it seems you should sign up for Saga Zone, which even in its secretive trial stages has enthralled thousands of silver surfers.
On Wednesday night, “zoners” will not be sending each other virtual vampire masks or Hallowe’en superpokes like Facebook friends. They are more likely to be swapping recipes for pumpkin soup.
But that does not mean customers of Saga, the insurance-to-holidays group owned by the Permira, CVC and Charterhouse private equity houses, are the shrinking violets of the web. Alongside the forums discussing topics such as “over-wintering begonias”, there are groups for “mature dating” or debating the relative sexual allure of pouches and thongs. When Zoners discuss “contacting my ex”, they are not proposing a seance.
Already, 13,000 of the 650,000 Saga magazine subscribers have signed up to the trial Zone and this vast database of experience is well ahead of its youthful counterparts in innovation.
“Very early on we had a virtual party,” Rupert Miles, chief executive, publishing, said. “About two dozen zoners arranged to ‘meet’ online. The girls got together first to ‘dress up’. Everyone was allowed a virtual guest – Helen Mirren was popular with the men and George Clooney for the ladies – and just spent a few hours gassing about nothing, as you would at a party.”
The Saga Zone has already had its first “flashmob”, a meeting organised online, but held in real life. It was conducted, however, at a comfortable hotel in Malta.
May Murray, a 64-year-old zoner from Glasgow, said: “It has certainly expanded my social life. I switch it on every single morning. I think my children, who are in their 40s, are quite envious and would like to join, but they can’t because they are too young.”
The generation gap strikes again.
Copyright The Financial Times Limited 2007
Saga gets hip with a zone for silver surfers
By Ben Fenton
Published: October 31 2007 02:27 | Last updated: October 31 2007 02:27
It is not so much a cool internet community as a hip replacement for a social life: today, maturity’s riposte to Facebook comes of age.
If you want to get in with the gin crowd, it seems you should sign up for Saga Zone, which even in its secretive trial stages has enthralled thousands of silver surfers.
On Wednesday night, “zoners” will not be sending each other virtual vampire masks or Hallowe’en superpokes like Facebook friends. They are more likely to be swapping recipes for pumpkin soup.
But that does not mean customers of Saga, the insurance-to-holidays group owned by the Permira, CVC and Charterhouse private equity houses, are the shrinking violets of the web. Alongside the forums discussing topics such as “over-wintering begonias”, there are groups for “mature dating” or debating the relative sexual allure of pouches and thongs. When Zoners discuss “contacting my ex”, they are not proposing a seance.
Already, 13,000 of the 650,000 Saga magazine subscribers have signed up to the trial Zone and this vast database of experience is well ahead of its youthful counterparts in innovation.
“Very early on we had a virtual party,” Rupert Miles, chief executive, publishing, said. “About two dozen zoners arranged to ‘meet’ online. The girls got together first to ‘dress up’. Everyone was allowed a virtual guest – Helen Mirren was popular with the men and George Clooney for the ladies – and just spent a few hours gassing about nothing, as you would at a party.”
The Saga Zone has already had its first “flashmob”, a meeting organised online, but held in real life. It was conducted, however, at a comfortable hotel in Malta.
May Murray, a 64-year-old zoner from Glasgow, said: “It has certainly expanded my social life. I switch it on every single morning. I think my children, who are in their 40s, are quite envious and would like to join, but they can’t because they are too young.”
The generation gap strikes again.
Copyright The Financial Times Limited 2007
Tuesday, October 30, 2007
FT.com / In depth - Excerpt: Wikinomics, by Don Tapscott and Anthony D Williams
FT.com / In depth - Excerpt: Wikinomics, by Don Tapscott and Anthony D Williams
Excerpt: Wikinomics, by Don Tapscott and Anthony D Williams
Published: October 11 2007 15:01 | Last updated: October 11 2007 15:01
This was one of six books shortlisted for the 2007 FT/Golman Sachs business book of the year award. Read the shortlist, plus synopses, reviews and judges comments. You can also vote on the best business book ever, as selected by top CEOs and other experts.
Call them the “weapons of mass collaboration.” New low-cost collaborative infrastructures—from free Internet telephony to open-source software to global outsourcing platforms—allow thousands upon thousands of individuals and small producers to co-create products, access markets, and delight customers in ways that only large corporations could manage in the past. This is giving rise to new collaborative capabilities and business models that will empower the prepared firm and destroy those that fail to adjust. The upheaval occurring right now in media and entertainment provides an early example of how mass collaboration is turning the economy upside down. Once a bastion of “professionalism,” credentialed knowledge producers share the stage with “amateur” creators who are disrupting every activity they touch. Tens of millions of people share their news, information, and views in the blogosphere, a self-organized network of over 50 million personal commentary sites that are updated every second of the day.2 Some of the largest weblogs (or blogs for short) receive a quarter of a million daily visitors,3 rivaling some daily newspapers. Now audioblogs, podcasts, and mobile photo blogs are adding to a dynamic, up-to-the-minute stream of person-to-person news and information delivered free over the Web.--
Individuals now share knowledge, computing power, bandwidth, and other resources to create a wide array of free and open-source goods and services that anyone can use or modify. What’s more, people can contribute to the “digital commons” at very little cost to themselves, which makes collective action much more attractive. Indeed, peer production is a very social activity. All one needs is a computer, a network connection, and a bright spark of initiative and creativity to join in the economy. These new collaborations will not only serve commercial interests, they will help people do public-spirited things like cure genetic diseases, predict global climate change, and find new planets and stars. Researchers at Olson Laboratory, for example, use a massive supercomputer to evaluate drug candidates that might one day cure AIDS. This is no ordinary supercomputer, however. Their FightAIDS@home initiative is part of the World Community Grid, a global network where millions of individual computer users donate their spare computing power via the Internet to form one of the world’ most powerful computing platforms.
These changes, among others, are ushering us toward a world where knowledge, power, and productive capability will be more dispersed than at any time in our history—a world where value creation will be fast, fluid, and persistently disruptive. A world where only the connected will survive. A power shift is underway, and a tough new business rule is emerging: Harness the new collaboration or perish. Those who fail to grasp this will find themselves ever more isolated—cut off from the networks that are sharing, adapting, and updating knowledge to create value.
This might sound like hyperbole, but it’s not. Consider some additional ways ordinary citizens can now participate in the global body économiqe. Rather than just read a book you can write one. Just log on to Wikipedia—a collaboratively created encyclopedia, owned by no one and authored by tens of thousands of enthusiasts. With five full-time employees, it is ten times bigger than Encyclopedia Britannica and roughly the same in accuracy.4 It runs on a wiki, software that enables users to edit the content of Web pages. Despite the risks inherent in an open encyclopedia in which everyone can add their views, and constant battles with detractors and saboteurs, Wikipedia continues to grow rapidly in scope, quality, and traffic. The English-language version has more than a million entries, and there are ninety-two sister sites in languages ranging from Polish and Japanese to Hebrew and Catalan.
Or perhaps your thing is chemistry. Indeed, if you’re a retired, unemployed, or aspiring chemist, Procter & Gamble needs your help. The pace of innovation has doubled in its industry in the past five years alone, and now its army of 7,500 researchers is no longer enough to sustain its lead. Rather than hire more researchers, CEO A. G. Lafley instructed business unit leaders to source 50 percent of their new product and service ideas from outside the company. Now you can work for P&G without being on their payroll. Just register on the InnoCentive network where you and ninety thousand other scientists around the world can help solve tough R&D problems for a cash reward. InnoCentive is only one of many revolutionary marketplaces matching scientists to R&D challenges presented by companies in search of innovation. P&G and thousands of other companies look to these marketplaces for ideas, inventions, and uniquely qualified minds that can unlock new value in their markets.
Media buffs are similarly empowered. Rather than consume the TV news, you can now create it, along with thousands of independent citizen journalists that are turning the profession upside down. Tired of the familiar old faces and blather on network news? Turn off your TV, pick up a video camera and some cheap editing software, and create a news feature for Current TV, a new national cable and satellite network created almost entirely by amateur contributors. Though the contributors are unpaid volunteers, the content is surprisingly good. Current TV provides online tutorials for camera operation and storytelling techniques, and their guidelines for creating stories help get participants started. Viewers vote on which stories go to air, so only the most engaging material makes prime time.
Finally, a young person in India, China, Brazil, or any one of a number of emerging Eastern European countries can now do what their parents only dreamed of by joining the global economy on an equal footing. You might be in a call center in Bangalore that takes food orders for a drive-through restaurant in Los Angeles. Or you could find yourself working in Foxconn’s new corporate city in the Schenzen province of China, where a decade ago farmers tilled the land with oxen. Today 180,000 people work, live, learn, and play on Foxconn’s massive high-tech campus, designing and building consumer electronics for teenagers around the globe.
For incumbents in every industry this new cornucopia of participation and collaboration is both exhilarating and alarming. As New Paradigm executive David Ticoll argues, “Not all examples of self-organization are benign, or exploitable. Within a single industry the development of opportunities for self-organized collaboration can be beneficial, neutral, or highly competitive to individual firms, or some combination of at least two of these.” Publishers found this out the hard way. Blogs, wikis, chat rooms, search engines, advertising auctions, peer-to-peer downloading, and personal broadcasting represent new ways to entertain, communicate, and transact. In each instance the traditionally passive buyers of editorial and advertising take active, participatory roles in value creation. Some of these grassroots innovations pose dire threats to existing business models.
Publishers of music, literature, movies, software, and television are like canaries in a coal mine—the first casualties of a revolution that is sweeping across all industries. Many enfeebled titans of the industrial economy feel threatened. Despite heroic efforts to change, they remain shackled by command-and-control legacies. Companies have spent the last three decades remolding their operations to compete in a hypercompetitive economy—ripping costs out of their businesses at every opportunity; trying to become more “customer-friendly”; assembling global production networks; and scattering their bricks-and-mortar R&D organizations around the world.
Now, to great chagrin, industrial-era titans are learning that the real revolution is just getting started. Except this time the competition is no longer their arch industry rivals; it’s the uberconnected, amorphous mass of self-organized individuals that is gripping their economic needs firmly in one hand, and their economic destinies in the other. “We the People” is no longer just a political expression—a hopeful ode to the power of “the masses”; it’s also an apt description of how ordinary people, as employees, consumers, community members, and taxpayers now have the power to innovate and to create value on the global stage.
For smart companies, the rising tide of mass collaboration offers vast opportunity. As the Goldcorp story denotes, even the oldest of old economy industries can harness this revolution to create value in unconventional ways. Companies can reach beyond their walls to sow the seeds of innovation and harvest a bountiful crop. Indeed, firms that cultivate nimble, trust-based relationships with external collaborators are positioned to form vibrant business ecosystems that create value more effectively than hierarchically organized businesses.
For individuals and small producers, this may be the birth of a new era, perhaps even a golden one, on par with the Italian renaissance or the rise of Athenian democracy. Mass collaboration across borders, disciplines, and cultures is at once economical and enjoyable. We can peer produce an operating system, an encyclopedia, the media, a mutual fund, and even physical things like a motorcycle. We are becoming an economy unto ourselves—a vast global network of specialized producers that swap and exchange services for entertainment, sustenance, and learning. A new economic democracy is emerging in which we all have a lead role.
............................................................................................................................................
Reproduced by permission of the publisher.
Excerpt: Wikinomics, by Don Tapscott and Anthony D Williams
Published: October 11 2007 15:01 | Last updated: October 11 2007 15:01
This was one of six books shortlisted for the 2007 FT/Golman Sachs business book of the year award. Read the shortlist, plus synopses, reviews and judges comments. You can also vote on the best business book ever, as selected by top CEOs and other experts.
Call them the “weapons of mass collaboration.” New low-cost collaborative infrastructures—from free Internet telephony to open-source software to global outsourcing platforms—allow thousands upon thousands of individuals and small producers to co-create products, access markets, and delight customers in ways that only large corporations could manage in the past. This is giving rise to new collaborative capabilities and business models that will empower the prepared firm and destroy those that fail to adjust. The upheaval occurring right now in media and entertainment provides an early example of how mass collaboration is turning the economy upside down. Once a bastion of “professionalism,” credentialed knowledge producers share the stage with “amateur” creators who are disrupting every activity they touch. Tens of millions of people share their news, information, and views in the blogosphere, a self-organized network of over 50 million personal commentary sites that are updated every second of the day.2 Some of the largest weblogs (or blogs for short) receive a quarter of a million daily visitors,3 rivaling some daily newspapers. Now audioblogs, podcasts, and mobile photo blogs are adding to a dynamic, up-to-the-minute stream of person-to-person news and information delivered free over the Web.--
Individuals now share knowledge, computing power, bandwidth, and other resources to create a wide array of free and open-source goods and services that anyone can use or modify. What’s more, people can contribute to the “digital commons” at very little cost to themselves, which makes collective action much more attractive. Indeed, peer production is a very social activity. All one needs is a computer, a network connection, and a bright spark of initiative and creativity to join in the economy. These new collaborations will not only serve commercial interests, they will help people do public-spirited things like cure genetic diseases, predict global climate change, and find new planets and stars. Researchers at Olson Laboratory, for example, use a massive supercomputer to evaluate drug candidates that might one day cure AIDS. This is no ordinary supercomputer, however. Their FightAIDS@home initiative is part of the World Community Grid, a global network where millions of individual computer users donate their spare computing power via the Internet to form one of the world’ most powerful computing platforms.
These changes, among others, are ushering us toward a world where knowledge, power, and productive capability will be more dispersed than at any time in our history—a world where value creation will be fast, fluid, and persistently disruptive. A world where only the connected will survive. A power shift is underway, and a tough new business rule is emerging: Harness the new collaboration or perish. Those who fail to grasp this will find themselves ever more isolated—cut off from the networks that are sharing, adapting, and updating knowledge to create value.
This might sound like hyperbole, but it’s not. Consider some additional ways ordinary citizens can now participate in the global body économiqe. Rather than just read a book you can write one. Just log on to Wikipedia—a collaboratively created encyclopedia, owned by no one and authored by tens of thousands of enthusiasts. With five full-time employees, it is ten times bigger than Encyclopedia Britannica and roughly the same in accuracy.4 It runs on a wiki, software that enables users to edit the content of Web pages. Despite the risks inherent in an open encyclopedia in which everyone can add their views, and constant battles with detractors and saboteurs, Wikipedia continues to grow rapidly in scope, quality, and traffic. The English-language version has more than a million entries, and there are ninety-two sister sites in languages ranging from Polish and Japanese to Hebrew and Catalan.
Or perhaps your thing is chemistry. Indeed, if you’re a retired, unemployed, or aspiring chemist, Procter & Gamble needs your help. The pace of innovation has doubled in its industry in the past five years alone, and now its army of 7,500 researchers is no longer enough to sustain its lead. Rather than hire more researchers, CEO A. G. Lafley instructed business unit leaders to source 50 percent of their new product and service ideas from outside the company. Now you can work for P&G without being on their payroll. Just register on the InnoCentive network where you and ninety thousand other scientists around the world can help solve tough R&D problems for a cash reward. InnoCentive is only one of many revolutionary marketplaces matching scientists to R&D challenges presented by companies in search of innovation. P&G and thousands of other companies look to these marketplaces for ideas, inventions, and uniquely qualified minds that can unlock new value in their markets.
Media buffs are similarly empowered. Rather than consume the TV news, you can now create it, along with thousands of independent citizen journalists that are turning the profession upside down. Tired of the familiar old faces and blather on network news? Turn off your TV, pick up a video camera and some cheap editing software, and create a news feature for Current TV, a new national cable and satellite network created almost entirely by amateur contributors. Though the contributors are unpaid volunteers, the content is surprisingly good. Current TV provides online tutorials for camera operation and storytelling techniques, and their guidelines for creating stories help get participants started. Viewers vote on which stories go to air, so only the most engaging material makes prime time.
Finally, a young person in India, China, Brazil, or any one of a number of emerging Eastern European countries can now do what their parents only dreamed of by joining the global economy on an equal footing. You might be in a call center in Bangalore that takes food orders for a drive-through restaurant in Los Angeles. Or you could find yourself working in Foxconn’s new corporate city in the Schenzen province of China, where a decade ago farmers tilled the land with oxen. Today 180,000 people work, live, learn, and play on Foxconn’s massive high-tech campus, designing and building consumer electronics for teenagers around the globe.
For incumbents in every industry this new cornucopia of participation and collaboration is both exhilarating and alarming. As New Paradigm executive David Ticoll argues, “Not all examples of self-organization are benign, or exploitable. Within a single industry the development of opportunities for self-organized collaboration can be beneficial, neutral, or highly competitive to individual firms, or some combination of at least two of these.” Publishers found this out the hard way. Blogs, wikis, chat rooms, search engines, advertising auctions, peer-to-peer downloading, and personal broadcasting represent new ways to entertain, communicate, and transact. In each instance the traditionally passive buyers of editorial and advertising take active, participatory roles in value creation. Some of these grassroots innovations pose dire threats to existing business models.
Publishers of music, literature, movies, software, and television are like canaries in a coal mine—the first casualties of a revolution that is sweeping across all industries. Many enfeebled titans of the industrial economy feel threatened. Despite heroic efforts to change, they remain shackled by command-and-control legacies. Companies have spent the last three decades remolding their operations to compete in a hypercompetitive economy—ripping costs out of their businesses at every opportunity; trying to become more “customer-friendly”; assembling global production networks; and scattering their bricks-and-mortar R&D organizations around the world.
Now, to great chagrin, industrial-era titans are learning that the real revolution is just getting started. Except this time the competition is no longer their arch industry rivals; it’s the uberconnected, amorphous mass of self-organized individuals that is gripping their economic needs firmly in one hand, and their economic destinies in the other. “We the People” is no longer just a political expression—a hopeful ode to the power of “the masses”; it’s also an apt description of how ordinary people, as employees, consumers, community members, and taxpayers now have the power to innovate and to create value on the global stage.
For smart companies, the rising tide of mass collaboration offers vast opportunity. As the Goldcorp story denotes, even the oldest of old economy industries can harness this revolution to create value in unconventional ways. Companies can reach beyond their walls to sow the seeds of innovation and harvest a bountiful crop. Indeed, firms that cultivate nimble, trust-based relationships with external collaborators are positioned to form vibrant business ecosystems that create value more effectively than hierarchically organized businesses.
For individuals and small producers, this may be the birth of a new era, perhaps even a golden one, on par with the Italian renaissance or the rise of Athenian democracy. Mass collaboration across borders, disciplines, and cultures is at once economical and enjoyable. We can peer produce an operating system, an encyclopedia, the media, a mutual fund, and even physical things like a motorcycle. We are becoming an economy unto ourselves—a vast global network of specialized producers that swap and exchange services for entertainment, sustenance, and learning. A new economic democracy is emerging in which we all have a lead role.
............................................................................................................................................
Reproduced by permission of the publisher.
Monday, October 29, 2007
sueddeutsche.de Zeitung und Internet Wir brauchen eine Debatte - Kultur
sueddeutsche.de Zeitung und Internet Wir brauchen eine Debatte - Kultur
Nicht das Internet ist der Feind des Journalismus, sondern das Kalkül. Vom Pulsschlag des Textes: Ein Plädoyer für ein Jahrzehnt des Qualitätsjournalismus.
Nicht das Internet ist der Feind des Journalismus, sondern das Kalkül. Vom Pulsschlag des Textes: Ein Plädoyer für ein Jahrzehnt des Qualitätsjournalismus.
Friday, October 26, 2007
Facebook Wins Big as Microsoft Validates Social-Platform Value
Facebook Wins Big as Microsoft Validates Social-Platform Value
The emerging social-platform wars ratcheted up a notch when, in a long-awaited development, Microsoft struck a deal to invest $240 million in Facebook.
The emerging social-platform wars ratcheted up a notch when, in a long-awaited development, Microsoft struck a deal to invest $240 million in Facebook.
Wednesday, October 24, 2007
ECM-Anbieter tummeln sich im Sharepoint-Umfeld
ECM-Anbieter tummeln sich im Sharepoint-Umfeld
Microsoft Office Sharepoint 2007, kurz MOSS, ist die neue Version der Portal-Software aus dem Hause Microsoft, die im Vergleich zur Vorgängerversion, die noch unter dem Namen Sharepoint Portal Server lief, erhebliche Fortschritte gemacht hat. Auf Grund der massiven Weiterentwicklung positioniert Microsoft selber den MOSS jetzt als ECM-Plattform.
Nimmt man die Definition zu ECM von AIIM, so stellt man fest, dass der derzeitige MOSS mit den Hauptkomponenten Capture, Output, Delivery, Store und Preserve nichts zu tun hat. Bei den Managementkomponenten deckt er die Bereiche Dokumenten-Management, Records-Management, Web-Content-Management sowie schwerpunktmäßig Collaboration ab.
Der Einsatz von Sharepoint-Lösungen scheint sich auszubreiten, es ist eine deutliche Zunahme der Nachfrage im Markt zu spüren, obwohl die Microsoft Lösung bekanntlich einige Lücken aufweist. Gleichzeitig haben immer mehr ECM-Hersteller Produkte im Angebot, die diese Lücken, zumindest im Bereich der Archivierung, zu schließen versuchen. Dieser Artikel versucht einen Überblick über vorhandene Lösungen, offene Punkte und weitere Möglichkeiten der Integration mit Sharepoint zu geben.
Microsoft Office Sharepoint 2007, kurz MOSS, ist die neue Version der Portal-Software aus dem Hause Microsoft, die im Vergleich zur Vorgängerversion, die noch unter dem Namen Sharepoint Portal Server lief, erhebliche Fortschritte gemacht hat. Auf Grund der massiven Weiterentwicklung positioniert Microsoft selber den MOSS jetzt als ECM-Plattform.
Nimmt man die Definition zu ECM von AIIM, so stellt man fest, dass der derzeitige MOSS mit den Hauptkomponenten Capture, Output, Delivery, Store und Preserve nichts zu tun hat. Bei den Managementkomponenten deckt er die Bereiche Dokumenten-Management, Records-Management, Web-Content-Management sowie schwerpunktmäßig Collaboration ab.
Der Einsatz von Sharepoint-Lösungen scheint sich auszubreiten, es ist eine deutliche Zunahme der Nachfrage im Markt zu spüren, obwohl die Microsoft Lösung bekanntlich einige Lücken aufweist. Gleichzeitig haben immer mehr ECM-Hersteller Produkte im Angebot, die diese Lücken, zumindest im Bereich der Archivierung, zu schließen versuchen. Dieser Artikel versucht einen Überblick über vorhandene Lösungen, offene Punkte und weitere Möglichkeiten der Integration mit Sharepoint zu geben.
FT.com / Companies / IT - Subprime boost for Autonomy
FT.com / Companies / IT - Subprime boost for Autonomy
Subprime boost for Autonomy
By Maija Palmer, Technology Correspondent
Published: October 24 2007 03:16 | Last updated: October 24 2007 03:16
Mike Lynch, chief executive of Autonomy, said the search and archiving company could see a boost to business next year if financial services groups started facing litigation over their exposure to US subprime home loans.
The company provides software that helps companies retrieve e-mails and other electronic records and said its systems were often used by companies preparing for lawsuits. Autonomy increased its exposure to the legal market earlier this year with the $375m acquisition of Zantaz, which supplies nine of the world’s top 10 law firms.
Mr Lynch said the company had won new customers “all along the financial services chain” who were preparing for litigation related to the subprime problems. The company also supplies software to the New York Stock Exchange and the Serious Fraud Office.
“It’s an ill wind that doesn’t blow someone some good,” said Mr Lynch.
However, shares in Autonomy fell 44p to 911p as it reported third-quarter results in line with estimates.
Revenues were up 49 per cent at $89.6m for the three months to the end of September, while pre-tax profits rose 38 per cent to $18.3m.
Roger Phillips, analyst at Evolution Securities, cut the stock from “add” to “reduce” and said: “There were no horrors in this. Autonomy have repeatedly beat expectations and this time they are in line. But the stock is just too expensive – to maintain the valuation you need constant outperformance.”
Autonomy also announced the acquisition of Meridio for £20m ($40m) in cash and shares.
FT Comment
●Autonomy shares have doubled over the past year and trade at 50 times this year’s earnings estimates – well above the rest of the software sector. It is natural for the market to worry about whether this is justified and panic at any sign of weakness. Autonomy’s revenues rely on selling big licences to big companies and this may slow in a downturn, while eventually it may face market saturation. However, there is little sign of that yet and in spite of there being little in the latest results to propel the shares higher, Tuesday’s correction looks overdone.
Copyright The Financial Times Limited 2007
Subprime boost for Autonomy
By Maija Palmer, Technology Correspondent
Published: October 24 2007 03:16 | Last updated: October 24 2007 03:16
Mike Lynch, chief executive of Autonomy, said the search and archiving company could see a boost to business next year if financial services groups started facing litigation over their exposure to US subprime home loans.
The company provides software that helps companies retrieve e-mails and other electronic records and said its systems were often used by companies preparing for lawsuits. Autonomy increased its exposure to the legal market earlier this year with the $375m acquisition of Zantaz, which supplies nine of the world’s top 10 law firms.
Mr Lynch said the company had won new customers “all along the financial services chain” who were preparing for litigation related to the subprime problems. The company also supplies software to the New York Stock Exchange and the Serious Fraud Office.
“It’s an ill wind that doesn’t blow someone some good,” said Mr Lynch.
However, shares in Autonomy fell 44p to 911p as it reported third-quarter results in line with estimates.
Revenues were up 49 per cent at $89.6m for the three months to the end of September, while pre-tax profits rose 38 per cent to $18.3m.
Roger Phillips, analyst at Evolution Securities, cut the stock from “add” to “reduce” and said: “There were no horrors in this. Autonomy have repeatedly beat expectations and this time they are in line. But the stock is just too expensive – to maintain the valuation you need constant outperformance.”
Autonomy also announced the acquisition of Meridio for £20m ($40m) in cash and shares.
FT Comment
●Autonomy shares have doubled over the past year and trade at 50 times this year’s earnings estimates – well above the rest of the software sector. It is natural for the market to worry about whether this is justified and panic at any sign of weakness. Autonomy’s revenues rely on selling big licences to big companies and this may slow in a downturn, while eventually it may face market saturation. However, there is little sign of that yet and in spite of there being little in the latest results to propel the shares higher, Tuesday’s correction looks overdone.
Copyright The Financial Times Limited 2007
Interwoven to Boost E-Marketing Capabilities With Optimost
Interwoven to Boost E-Marketing Capabilities With Optimost
Acquiring Optimost will enable Interwoven to add marketing-friendly multivariable testing and Web optimization techniques to its content management offerings.
Acquiring Optimost will enable Interwoven to add marketing-friendly multivariable testing and Web optimization techniques to its content management offerings.
FirstSpirit 4: Neue Version des Content-Management-Systems zeigt Größe
FirstSpirit 4: Neue Version des Content-Management-Systems zeigt Größe
e-Spirit hat mit FirstSpirit 4 die neueste Version seines Content-Management-Systems veröffentlicht. Kern der Entwicklungsarbeit ist die konsequente Ausrichtung auf die wachsenden Anforderungen im Content-Management-Markt...
e-Spirit hat mit FirstSpirit 4 die neueste Version seines Content-Management-Systems veröffentlicht. Kern der Entwicklungsarbeit ist die konsequente Ausrichtung auf die wachsenden Anforderungen im Content-Management-Markt...
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