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Initial Learning Stages, but no Finish Line



                 Initial Learning Stages, but no Finish Line

  PR Newswire

  MUNICH, Germany, May 22, 2013

MUNICH, Germany, May 22, 2013 /PRNewswire/ --

Social Collaboration Comparison Across Countries

An international study, conducted on behalf of the IT Service Provider Beck et
al. Services, analyses the status quo of Social Collaboration initiatives in
companies by evaluating survey results of 253 executive managers in Germany,
Britain and France. This study was perfomed with reference to the initial
status of Social Collaboration in these companies, their strategies, budgets
and other roles associated with it.

Here are some of the key findings of the survey which was conducted by PAC in
March 2013:  

  * The majority of the departments (52%) would like to exploit innovation
    potential and therefore see a big demand for action in process efficiency
    and networking, as a result 64% want to find experts and build knowledge
    quickly.
  * Almost 60% of all international departments have started Social
    Collaboration initiatives, but qualify themselves as being at the very
    beginning
  * Every sixth department prohibits the use of public social networking
    services for the company, every third department has banned Twitter. The
    majority does not integrate such services in their own social
    collaboration implementation.
  * Three quarters of the departments are concerned that by using Social
    Collaboration there will be an outflow of corporate information - thus
    two-thirds demand a dedicated security concept before the start of an
    initiative.
  * Every third project is initiated and funded by the top management. In
    almost 90% of the projects, IT is neither the initiator nor does it
    determine the budget.
  * The majority of the departments does not define Social Collaboration as an
    IT project

The study results clearly show that Social Business is generally gaining a
strong momentum in companies and has an increasing impact on very different -
yet still independently acting - business units. User companies seem to have
learned that more efficiency and innovation can only emerge through
collaborative liason when cultural, organizational and technical units
interlock their engagement wisely.

The demand for greater process efficiency as well as support from external
service providers reveals that those responsible become unsettled after their
first experience with Social Collaboration. They are not sure whether their
chosen approach is the right one in order to work effectively and successfully
along collaborative mechanisms. Lack of active involvement of management, a
strong sense of security, a ban in the use of social tools, as well as the use
of various single applications prove that they approach this complex topic
with a proven set of methods. Although already 60% of social collaboration
initiatives at international level are planned and implemented across
disciplines, every second project is still not strategically fitted.

"Even on an international level, corporations find it difficult to leave their
known implementation paths, and in consequence give away precious potential on
a daily basis. Instead of analysing and evaluating the first implementation
successes in an appropriate approach, they try to force Social Collaboration
in a Plan-Act-Control corset. The establishment of a network culture follows a
different criteria of measurement. Only a detailed analysis of one's own
skills, communication needs with internal and external resources, as well as
the goals to be achieved by networking build the right foundation for Social
Collaboration. Those who concentrate on the implementation of the right tools
exclusively will only scratch the surface, "says Siegfried Lautenbacher, CEO
of Beck et al. Services.

Beck et al. Services GmbH is an owner-managed, international IT Service
provider whose services are directed towards adding business value through IT.
The Munich based company concentrates on providing its clients with higher
transparency, more reliability as well as a broader scope of action through
its Smart IT Services concept.

Beck et al. Services focuses on Social Collaboration, ServiceDesk, Smart
Anayltics and Infrastructures. The company's portfolio ranges from Consulting
to Managed Services and Application Management. The services are based on
best-of breed tools and methods like ITIL V3 and Business Service  
Management. Beck et al. Services started it's IT- Service business in 2000.
Today the company, with about 45 employees in Germany and Switzeland, 25 in
Romania and Brazil, has a revenue of €6.2 million. Some of the clients of Beck
et al. Services include Continental AG, Infineon AG, Daiichi Sankyo Europe
GmbH, KWS Saat AG and Zürcher Kantonalbank.

For more information about the Study visit: http://www.bea-services.com

Beck et al. Services GmbH Silvia Hänig - Marcom Manager Zielstattstrasse 22
81379 MünchenGermany E-Mail: silvia.haenig@bea-services.com Tel.:
+49-89-4484127
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