Gartner’s Analysis on Social Software & Portal Technology & Trends 2011
Author: René Stocker, CEO
Gartner published at the end of 2010 two independent studies about the market of providers and products in Portal Technology and the Market Evolution of Social Software for Enterprises as well as the Top 10 Technology Forecasts for 2011.
Gartner studied the question: What are the advantages and disadvantages of Open Source solutions in comparison with the leading traditional proprietary products? Gartner‘s trend forecasts can be realized and used by a symbiotic combination of Portal Technology and Social Software.
Tags: B2B, B2C, B2E, Enterprise 2.0, Enterprise Know How 2.0, Gartner, Gartner’s Trend Forecasts, Open Source Solutions, Portal Technology, Social Media, Social Software, Web 2.0
2 Comments to “Gartner’s Analysis on Social Software & Portal Technology & Trends 2011”
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Social Graph
May 9th, 2013 at 6:08 am
Two assertions form the baseline for why social software is important to the enterprise. First, before being a buyer or seller of products and services, an organization is a participant in a complex network of market and stakeholder relationships (e.g., employees, customers, partners, and suppliers) that have greater influence over its long-term success than does its products or services. Second, management institutions are not the center of the universe around employee revolve. While managerial practices direct the work of employees, the informal networks and social relationships that permeate a workforce have greater influence over an organization’s long-term success than does its managerial practices.
May 19th, 2013 at 9:49 pm
Two assertions form the baseline for why social software is important to the enterprise. First, before being a buyer or seller of products and services, an organization is a participant in a complex network of market and stakeholder relationships (e.g., employees, customers, partners, and suppliers) that have greater influence over its long-term success than does its products or services. Second, management institutions are not the center of the universe around employee revolve. While managerial practices direct the work of employees, the informal networks and social relationships that permeate a workforce have greater influence over an organization’s long-term success than does its managerial practices.