Case Study: Implementing E2.0 at the Elizabeth Glaser Pediatric AIDS Foundation
January 24th, 2012
Founded 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.
Case Study: Driving Emergent Collaboration at FSG, a Non-Profit Consulting Firm
October 4th, 2011
Founded 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 and strategies.
Case Study: Implementing a Social Intranet at a Mid-Size Healthcare Organization
September 12th, 2011
A 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, obstacles they addressed, culture, adoption and change management issues, the financial requirements to roll out their initiative, as well as key lessons learned.
Case Study: Implementing E2.0 at Penn State Outreach
June 7th, 2011
Penn 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 and collaboration.
Case Study: Implementing E2.0 in the Federal Government
March 28th, 2011
The 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 the tools within the organization, what obstacles have to be overcome before E2.0 technologies can be adopted, how can user adoption be encouraged with E2.0 tools, and learnings and best practices.
This case study will provide readers with a clear understanding of the what, why and how Booz Allen implemented E2.0 in the Federal Government.
Case Study: Implementing E2.0 at Intuit
July 15th, 2010
Intuit 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.
Case Study: Implementing E2.0 at Vistaprint
July 1st, 2010
Vistaprint, 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.
Case Study: Implementing E2.0 at Oce
July 1st, 2010
Océ 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.
