Andreas Neus

New business models for the new media world

Purpose – The authors perform market trend analysis and to examine the clash between new and traditional media and explore future industry competitive scenarios.Design/methodology/approach – IBM conducted a comprehensive study that included interviews with leaders of media companies and an in‐depth analysis of the factors that are shaping the industry outlook. IBM conducted in‐person interviews with more than 75 senior media executives, industry analysts, economists and technology visionaries and also worked with the Economist Intelligence Unit to survey another 125 industry executives.Findings – IBM sees four primary business models emerging – traditional media, walled communities, content hyper‐syndication and new platform aggregation. The research also found evidence of another developing conflict that it calls the media divide. It could pit partner against partner in a struggle for growth.Practical implications – IBM proposes seven industry‐specific recommendations for incumbent media companies as the...

Opening minds: cultural change with the introduction of open-source collaboration methods

As open-source software becomes accepted worldwide, open-source collaboration and development methods are also gaining greater momentum. Collaboration based on the open-source paradigm is increasingly being used to improve multisite development and teamwork inside companies. Drawing on experience in projects for improving multisite collaboration, this paper explains how we evaluate communication and collaboration problems, assess obstacles to change, and facilitate the change by introducing employees to the benefits of the collaborative model over traditional development projects in a workshop setting. This method has proven to be a valuable “mind-opener” and helps identify specific obstacles that need to be addressed as part of the introduction of open-source development and collaboration methods. The paper concludes with lessons learned for facilitating the introduction of these methods in an organization.

Stop improvising change management

Purpose – A major IBM consulting survey finds that most CEOs consider themselves and their organizations to be executing change poorly. In contrast, there are a few out‐performers (top 20 percent) who are the change masters. The paper seeks to analyze why most companies are managing change poorly while those few are doing it well.Design/methodology/approach – The IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners worldwide. IBM conducted surveys and face‐to‐face interviews with project leaders, sponsors, project managers and change managers from many of the worlds leading organizations.Findings – The study finds that change management is at a turning point: from an art to a professional discussion; from improvisation to a richer, more systematic approach, based on clear empirical perspectives on what works and what does not.Practical implications – Although many practical insights – about closing the “change gap” – were identified, the real ...

Managing knowledge peer-to-peer – concepts and challenges

Access to timely, complete and relevant knowledge is a key competitive differentiator in the present economic environment. But most knowledge management (KM) today only moves the traditional, expert-based KM processes onto electronic media. This paper discusses a paradigm shift from an expert-centric to a Peer-to-Peer approach to knowledge creation and management. Leveraging the lowered transaction costs of internet technology, early movers in the KM space are piloting methods of collaboration that have been invented, practiced and refined by the open source and free software community over the last two decades. This new approach, based on open collaboration, has the potential to revolutionise the way knowledge is created, shared and managed. We outline characteristics of the two opposing paradigms and discuss ways in which the Peer-to-Peer knowledge management approach is being applied today. Finally, we discuss the key challenges and managerial implications of introducing the new paradigm within organisations.

Privacy and Trust: What Money Can’t Buy. Die strategische Bedeutung persönlicher Information

Schlagworte wie „Personalisierung“, „One-to-One Marketing“ und „Permission Marketing“ kundigen seit einigen Jahren den „heiligen Gral“ der elektronischen Kundenbeziehung an: Die perfekte, automatische Ansprache und Bedienung von Kunden auf Basis genauer Informationen uber deren Bedurfnisse. Ergebnisse sollen eine erhohte Kundenzufriedenheit, besseres Cross- und Up-Selling, reduzierte Streuverluste und eine optimale Kundenbindung sein. Voraussetzung fur all diese Ziele ist jedoch die Erstellung detaillierter Kundenprofile, wodurch das Thema „Privacy“ im E-Business-Kontext eine ganz neue Brisanz erhalt.