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Implementing Enterprise 2.0 at TELUSTELUS is a leading national telecommunications company in Canada, with $10.3 billion of annual revenue, 12.6 million customer connections and 35,000 employees. We spoke with Dan Pontefract, Senior Director / Head of Learning & Collaboration at TELUS, where he is responsible for the overarching learning and collaboration strategy for the [...] |
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Implementing Enterprise 2.0 at IBMWith offices in over 70 countries, collaboration between IBM employees in sales and marketing, customer service and support, product development, and other key company functions makes effective communication even more paramount. Find out how this company which employs over 425,000 people implemented E2.0; what their business drivers were, if the [...] |
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Case Study: Implementing E2.0 at the Elizabeth Glaser Pediatric AIDS FoundationFounded in 1988, The Elizabeth Glaser Pediatric AIDS Foundation experienced significant growth since 2006, with an employee base that grew from 200 employees in 2006 to over 1,500 in 2011. The Foundation needed a strategy and technology platform to help with connecting its employees that are distributed across 17 countries. [...] |
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Case Study: Driving Emergent Collaboration at FSG, a Non-Profit Consulting FirmFounded in 2000 as Foundation Strategy Group, FSG is a nonprofit consulting firm specializing in strategy, evaluation, and research. Today, FSG with approximately 80 employees, celebrates a decade of global social impact. We interviewed Carl Frappaolo, Director of Knowledge Management at FSG, which has recently begun implementing emergent collaboration technologies [...] |
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Case Study: Implementing a Social Intranet at a Mid-Size Healthcare OrganizationA mid-size healthcare company wanted to move away from a static intranet and to a Social Intranet & Enterprise Collaboration platform that would transform the way their employees collaborate, integrate key business applications, foster innovation, drive process improvements, and tear down knowledge silos. This case study introduces their business drivers, [...] |
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Case Study: Implementing E2.0 at Penn State OutreachPenn State Outreach with 1500+ employees provides an infrastructure of technology, facilities, support staff, registration, evaluation, and community partnerships to support the colleges, departments, and individual faculty who would like to undertake ambitious, large-scale outreach activities. They wanted an employee collaboration solution that would connect all employees and improve sharing [...] |
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Case Study: Implementing E2.0 in the Federal GovernmentThe case study features an in-depth interview with Walton Smith, one of the leading forces behind Booz Allen Hamilton’s Enterprise 2.0 practice. It discusses how Booz Allen helped the Federal Government successfully deploy collaboration software. We present information on the business drivers for E2.0 in the Federal Government, who drives [...] |
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Case Study: Implementing E2.0 at IntuitIntuit is a software company with 8,000 employees worldwide that develops tax and financial solutions for consumers, small businesses, financial institutions, and health-care organizations. Three members of the Intuit team were key in driving Enterprise 2.0 and creating Intuit Brainstorm. Read how they did it. Download |
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Case Study: Implementing E2.0 at VistaprintVistaprint, an online supplier of printed and promotional material as well as marketing services, is one of the fastest growing printing companies in North America. Read how Vistaprint implemented Enterprise 2.0, by focusing on an enterprise wiki and an internal ideation platform powered by Intuit Brainstorm. Download |
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Case Study: Implementing E2.0 at OceOcé is a printing company with over 21,000 employees around the world. A series of interviews were conducted with Samuel Driessen, Information Architect and Jan Van Veen, Manager of Internal Communications with Océ, to understand how the company was implementing Enterprise 2.0. Download |
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