Enterprise 2.0: Do Companies Need It to Survive?

As we head into the future, it important for any business organization to be prepared. The evolution of business technologically is rapid, and it’s important to

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⎝ On the one hand there is the Knowledge Management Information System. They are systems that support the creation, capture, storage and dissemination of firm expertise and knowledge. It is very important as far as demographic issues are of paramount importance, firms need to be prepared: we can say that knowledge is a firm asset. The difficult part is to transfer the explicit part of knowledge which cannot be learnt contrary to the implicit part. More knowledge could be shared in FedEx company, for instance every employee could share and be aware of the prices or the routes of each box.

The use of Web 2.0 technologies in organizations has introduced innovative ways of collaboration, communication, and knowledge sharing. The result of which is a more productive and engaged workforce. The term Web 2.0 is controversial, but plainly used to describe a new wave of Internet technologies that allows users to do more than just access information online. (Gardner, n.d.) Blogs, wikis and social media technologies are examples of the Web 2.0 applications that businesses can use. These social technologies deliver benefits by multiplying the opportunities for collaboration and by allowing knowledge to spread more effectively. (Bughin, Chui, & Miller, 2009) Lets take a look at these new tools used for collaboration and knowledge portals in organizations and the benefits they create.

In today’s world of high technology, the world of business organizations is changing rapidly. Businesses which adapt well often expand, while those who do not often die.

Enterprise systems are highly complex systems providing solutions to various enterprises. However, implementation of these systems is difficult and high costing that places tremendous demands on enterprise time and resources. Many systems implementations are success and failures, as they sometimes meet organizations roles or sometimes not. This article identifies need of enterprise systems, success factors, software selection strategy, causes of failures that are critical for any enterprise along with case studies.

There are innumerable challenges faced by business executives and leaders these days in order to operate a business smoothly in complex and haphazard business environments. The job is the continuous growth of business, increase the profit share of the company and attain new customers as well as

The paradigms through which businesses think and act smarter controls the inherent need to continuously ideate and innovate in their technology, where the services they provide is not only more efficient but more responsive to business and community needs. Mostly the underlying key to realizing that vision is how structurally their offerings drive change, and transform the way they work. The entities of technology that new age corporate houses adopt is driven by the demands of the digital economy, making more effective spillovers in business operandi and maintaining the growth and adoption of services lean in their expenditures and fast in their turnovers. The orchestration, in such business philosophies, is of the pressing intent to

Enterprise Platform Applications are thought of as technologies that define the world. They are technologies that are designed to handle the millions that live by them. And as millions go, the population of the world has witnessed a constant rise almost exponentially every decade. Each decade comes across a hoard of innovators who stimulate a movement and effectively exploit the internet and everything connected to it. As such moves are deemed to target growth, growth itself comes with a set of consequences. These consequences do not necessarily negate the growth, but in fact challenge the enterprise as a whole.

One of the top preference of distribution and warehousing companies is mobility. These businesses are integrating mobility with their legacy enterprise resource planning systems or they are implementing new cloud-based systems with built-in mobility features. Day by day, the world gets more mobile. Since capabilities of smartphone are increasing, mobility gets further into many places that unexpected. Nowadays, smartphones are widely used in hospitals so as to track patients. Mobility is no longer revolutionary, it’s expected; and it’s expected with ERP.

Innovation has become a crucial factor to allow corporations to provide various products and services in reacting to a competitive, rapidly changing environment. Over the past decades, the developments and improvements in Information Technology (IT) have had a profound impact on the global landscape as well as the regular corporate working environment. With the help of advanced Information Technology, businesses are able to process and operate its daily works more accurate and easier. It is much safer and easier to store data and information in the database than the traditional approach (Valacich & Schneider, 2016, p. 214). IT has been changing the way how business is done. It changes the basis of business from the labor and manual skills to the knowledge management. The jobs required by information technology, as well as the technology itself, are changing the social system of the organizations. Organizations are unable to adapt the pace of technology change will suffer more in the business world than they used to be.

The purpose of this paper is to understand enterprise technology and how it is used properly to be able to help manage the value chain of a company. Enterprise technology Enterprise technology, information, and infrastructure refers to the concept of information technology (IT) resources and data that are shared across an enterprise.. IT part is the main focus of Enterprise technology, but there is a much broader spectrum that is rarely thought of.In this paper I will focus on some of the programs used to help manage the value chain (Enterprise Technology).

Nonaka believes that cultural knowledge, implicit knowledge and the role of an enterprise fosters the learning process of an organization. While Gavin suggests measurable indices and standard processes are indispensable to measure the learning processes to build a learning organization. He criticizes the approach of Nonaka and suggests that without a track and audit it is difficult to introduce and manage the learning culture in a corporation. Learning needs a concrete change in the behavior among people. Garvin suggests that a learning philosophy is quite ideal and lacks an operational plan to execute it. He suggests a model and presents his thought on how to advance standard operating procedure guidelines to build a learning organization. But before explaining his view, he emphasis on the need of defining a proper framework at a place to develop new ideas such that disparate idea strategies can be commensurate at a particular scale. First, he suggests a framework of the 3M’s: Meaning, Management, and Measurement. The visualization being that since ‘learning’ is an equivocal philosophy which has no quantifiable and unified approach to measuring any learning strategy. And, it also deficits a best practice to regulate a learning organization. Therefore, the preeminent issue is not to bring up these ideas, but to develop a framework to test the issues and build a new learning organization. Garvin suggests that an organization should first set up the definition what ‘learning’

While many of these systems have been designed to be used by internal employees to increase efficiencies and contribute to the bottom line through expense controls, controls. The reality is most of these solutions were not designed to help businesses build externally focused, profitable, revenue generating relationships with customers and business partners. Today’s executives must identify systems and solutions to exploit new external channels, medias, and avenues to gain and retain new customers. Outside of cloud and mobile, below are several predictions and trends I see coming to the ERP & business applications marketplace:

However, another argument has also been made by Gammelgard and Ritterm [GAMM04], that both strategies can, in fact, be implemented. The current developments in Enterprise 2.0 solutions makes this argument feasible, particularly for multinational corporations like Qiagen and requires relatively complex and IT intensive functions to link the two strategies together.