
Susan Williams
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Papers by Susan Williams
The study shows that companies are using integrated software packages (suites) and portfolios of dif-ferent software products to setup their ECS. The resulting heterogeneity provides a challenge for the operation as well as the use collaboration software. For the users it creates uncertainties with respect to choosing the "right" tool for a specific task and the federated search across heterogeneous tools is rarely in place (without a large integration effort).
The study results also show that the use of ECS is not consistently regulated in the form of strategies or guidelines and seems to have an experimental character in many cases. The now emerging "social con-tent" could eventually become a problem for user companies. Here appropriate methods and measures for a successful long-term management of ECS must still be developed. A “professionalisation” of the use and management of ECS in the next few years will be essential.
Today, no great importance is attributed to the measurement of system use and business value. This will probably have to change if managers want to argue for more human resources (e.g. key users or guides) or for additional investment in hardware and software. Due to the prevailing, rather voluntary nature of ECS use, it is particularly important that employees see the benefits of the system for them-selves. The communication of this benefit occurs in the ideal case using examples, case studies and clear demonstration of collaborative scenarios for everyday work situations.
In a quarter of the companies, users can no longer imagine working without the ECS. This number is likely to increase significantly in the coming years as more and more business-relevant information is stored in the ECS and the use of "social" collaboration technology is taken for granted.
From today's perspective ECS projects play a minor role compared to ERP systems. They are not re-garded by many companies as "business critical" because they are not visibly involved in the value crea-tion process. The authors of this study point out, however, that the effective and efficient collaboration of knowledge workers is a crucial factor for the competitiveness of enterprises in Germany. In this re-spect, it can be assumed that ECS will gain enormously in importance in the next few years and that their management will become more sophisticated and focused and thus more professional.
The study shows that companies are using integrated software packages (suites) and portfolios of dif-ferent software products to setup their ECS. The resulting heterogeneity provides a challenge for the operation as well as the use collaboration software. For the users it creates uncertainties with respect to choosing the "right" tool for a specific task and the federated search across heterogeneous tools is rarely in place (without a large integration effort).
The study results also show that the use of ECS is not consistently regulated in the form of strategies or guidelines and seems to have an experimental character in many cases. The now emerging "social con-tent" could eventually become a problem for user companies. Here appropriate methods and measures for a successful long-term management of ECS must still be developed. A “professionalisation” of the use and management of ECS in the next few years will be essential.
Today, no great importance is attributed to the measurement of system use and business value. This will probably have to change if managers want to argue for more human resources (e.g. key users or guides) or for additional investment in hardware and software. Due to the prevailing, rather voluntary nature of ECS use, it is particularly important that employees see the benefits of the system for them-selves. The communication of this benefit occurs in the ideal case using examples, case studies and clear demonstration of collaborative scenarios for everyday work situations.
In a quarter of the companies, users can no longer imagine working without the ECS. This number is likely to increase significantly in the coming years as more and more business-relevant information is stored in the ECS and the use of "social" collaboration technology is taken for granted.
From today's perspective ECS projects play a minor role compared to ERP systems. They are not re-garded by many companies as "business critical" because they are not visibly involved in the value crea-tion process. The authors of this study point out, however, that the effective and efficient collaboration of knowledge workers is a crucial factor for the competitiveness of enterprises in Germany. In this re-spect, it can be assumed that ECS will gain enormously in importance in the next few years and that their management will become more sophisticated and focused and thus more professional.