Requirements E20 Manager

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Enterprise 2.0 Manager
Requirements

1

N:Sight Research GmbH

Content
1 About this Research Paper ................................................................................................................. 3
2 Enterprise 2.0 definition .................................................................................................................... 3
3 Enterprise 2.0 adoption plan ............................................................................................................. 5
4 Adoption Team .................................................................................................................................. 8
5 Duties and responsibilities during introduction .............................................................................. 10
6 Duties and responsibilities after successful adoption ..................................................................... 16
7 Summary .......................................................................................................................................... 18
8 Author information .......................................................................................................................... 20

© N:Sight Research GmbH 2

1. About this Research Paper

The adoption of Enterprise 2.0 was mostly driven by the Communication or IT department. It is
the right approach from their point of view, but Enterprise 2.0 is not just communication and
the correct selection of tools is of course important. However, it is only one of the many
aspects of the adoption. Nowadays is clear that more disciplines like HR or business need to
be involved.

Who should be involved in an Enterprise 2.0 project and who should take the lead? That is an
important question, if the project should be successful. This research paper should answer this
question. It is based on the input of best practice cases and discussion at the Enterprise 2.0
Summit 2010.

The purpose of this paper is to define the role of an Enterprise 2.0 manager and the related
requirement. It is important to understand how the adoption of an Enterprise 2.0 project works.
Therefore we described an idealized project process. A description of an Enterprise 2,0
adoption team is also part of this paper.

We recognized that the requirements of an Enterprise 2.0 manager aren’t the same as the live
cycle of Enterprise 2.0. At the beginning it’s more focused on project management and after,
the successful adoption a community manager is needed.

Enterprise 2.0 is used by many companies today. So it’s not completely new to most people.
Nevertheless it’s useful to define Enterprise 2.0 at the beginning of the document. It helps
people who are not familiar with it.

2. Enterprise 2.0 definition

Nowadays, many People use Social Software like Twitter, Facebook. The main idea behind
this is to provide software, which can easily be used by everybody. Many people share
Information and create a lot of content in a collaborative way.

Using social media, people recognized the benefits and the idea appeared to use it within
enterprises. The mechanisms work in the same way, but the demands are different. A variety
of regulations and other factors, such as Hierarchy and internal processes do have an
influence on the use of social media. The term Enterprise 2.0 appeared which describes the
use of social software within companies.

“Enterprise 2.0 is the use of emergent social software platforms within companies, or between
companies and their partners or customers.”
Andrew McAfee


Requirements using social media within enterprises

Nowadays it’s easy to use wikis, blog, social networks and other applications with special
applications, but it’s not only a matter of software. Its user generated content will work with the
engagement of people only. You need to motivate Employees. So you need to find ways to
convince people.

That is not as easy as it sounds, because the benefit for each person is different and they do
not get to experience the benefits at the beginning. They need to use it for a while before they
get the benefits.


3. Enterprise 2.0 adoption plan

Enterprise 2.0works through the engagement of the user. The motivation of the user is based
on many different aspects. Following the basic thinking, it should develop by itself, if you just
provide the right software.

Sometimes it works like this, but most of the projects showed that it doesn’t. There are many
different aspects which influence the adoption process. The motivation of the employees and
their desire to participate in decisions are advantageous, but there are other cultural aspects
which need to be handled the right way in order not to jeopardize the success of the project.

It is important to consider the various aspects which have an influence on the project. Thinking
about the tasks of an enterprise 2.0 manager, it’s important to understand the different aspects
of an Enterprise 2.0 project.

It’s helpful to describe the different steps of a typical Enterprise 2.0 project. The steps are
listed in a typical sequence. The order can be different and some steps can be done
simultaneously, but that is not important for this consideration. It is important to understand the
different demands of each single step. The Enterprise 2.0 manager needs to have an answer
for each of these demands. Several tasks can be done by t team members, but the Enterprise
2.0 manager needs to have at least a basic understanding about it.

Determine the current status of corporate culture

The corporate culture does have a huge impact on the adaptation of Enterprise 2.0. Basically
some kind of Enterprise readiness is needed. Strictly hierarchical organizations probably are
building very negative forces that make a success virtually impossible.

It doesn’t mean that it is impossible to run a successful project, but you need to know whether
there are risks in terms of the corporate culture. You can only work on it, if you know it.

The decision to implement Enterprise 2.0 is generally the desire to change the way a company
operates. The behavior of employees should change from thinking in boxes to sharing and
collaboration.

So every Enterprise 2.0 project is a change project and for a change project you need to know
the actual status of a corporate culture and what the target is.

Evaluate Information architecture

Information is the key to modern business. There are tools available to store and exchange
this information. At least E-Mail is available in every company. Generally Enterprise 2.0
projects cannot be handled independent of this information architecture. Data needs to be
moved and can be the first input for some Enterprise 2.0 applications or need to be integrated
via interfaces. The death of many software projects are competing solutions.


For the Enterprise 2.0 project you need to use the content of user solutions, integrate it or
close it down.

Target definition

Some of the Enterprise 2.0 Projects run bottom-up and are driven by the employees or by a
business unit, but even these projects have a goal; and if it’s only the improvement of
cooperation. Targets are certainly defined if the project is initiated by top management.
Probably they are defined before the project begins.

Define Enterprise 2.0 Applications

Related to information architecture and targets, you need to evaluate which application is the
right one. Probably it’s the right approach just using Microblogging for one company. It can
easily meet all requirements. Others need the whole orchestra of Enterprise 2.0 Applications
to achieve their goals. The adoption team needs to decide it at the beginning, but it can be
extended later on.

Select Enterprise 2.0 Solution provider.

You need to select the right tool at a certain point. It must deliver the right functionality and
interfaces. IT know how is needed to select the right one. And it’s much better to select the
right one at the beginning. The usability will be better, if it fits into the information architecture
and it can be expensive, if you have to add or change functionalities later.

Initial content

For many users it’s a bad experience, if they open a tool and it’s empty. So it’s useful to start
with some initial content. It’s probably easy, if you did your homework by evaluating the
information architecture. You can copy useful content, before you start. You would need to
delete it at the origin source after the launch.

Most of the times you have to work on the content or you have to update it. At least you need
to bring it into the context. In the majority of the projects you need to add new content. You
need to schedule time and resources for the project

Open Communication

One of the basic ideas of Enterprise 2.0 is openness. So it is good to start with openness as
best practice. It can be done from the beginning. There are several options available. All
internal platforms like Intranet and e-mail can be used. Communication is a very powerful tool
for supporting the project, if it used right.

Involve first mover and Evangelists

In every company, there are some people who are very innovative and like to use new
technology from the very beginning. These people can easily get excited about using


Enterprise 2.0. That’s the spirit you need for Enterprise 2.0 projects. These people will like to
start first and will pull other employees into your project. You don’t need to use too much
energy to convince these people.

Launch (Pilot group or the whole company)

At some stage you need to push the start button. Many activities need to be done for a
successful launch. All disciplines are involved.

Training

Sometimes it may sound like you just have to install the software and the employees can start
with Enterprise 2.0. Generally, this is not the case. The adoption team has to install some kind
of training for the employees. It can be some e-learning modules only, but most of the times it
will work like this.

Support

Not everything will work properly and employees will have questions or need advice. It is
useful to organize some kind of support.

Controlling

Controlling is a word which doesn’t really fit to Enterprise 2.0, because it’s difficult to measure
and it’s also better if you don’t put too much pressure on it by using measurable figures. It
needs some time for an organic development and sometimes it needs more time than
expected, but generally it won’t be possible to run a project without any controlling.

These are some of the major aspects of an Enterprise 2.0 Adoption. It is a first advice which
shows that the role of an Enterprise 2.0 Adoption manager is very complex.


4. Adoption Team

Many Enterprise 2.0 projects are implemented by the communications or IT department. It is
often easily done, because E20 is very close to their field of work and mostly the projects are
initiated and driven by one of these departments. A lot of times not even bad, but other
departments like HR for example are not involved, but Enterprise 2.0 does have benefits for
most units of a company. It seems that other stakeholders within companies are interested in
Enterprise 2.0 now as well.

It raises the question of who should be involved and who should lead Enterprise 2.0 adoption.
Without doubt, the communications and IT disciplines are very important and must be involved
in every case. But I think that Enterprise 2.0 has too much of an impact in the processes of a
company, for it to be controlled only by communication or IT.

Due to the various aspects of an Enterprise 2.0 adoption project many different skills are
required. It’s a goal-oriented approach to build a team of experts to address this requirement.
It wouldn’t be possible in every company. Sometimes an Enterprise 2.0 manager needs to
take over all of these roles, but he needs to have at least a basic understanding of all.

Mentioning the different responsibilities helps in understanding the requirements of an
Enterprise 2.0 manager.

• Communication
One of the most important element of E20 projects is the communication to employees
at all stages of the project
• IT
Simplicity is the key to the successful E20 Tools. Furthermore, the GUI (graphic user
interface) is often simply acting only through complex processes in the background. In
any case, it is easy to buy wrong solutions when you do not have the IT knowledge.
• HR
Successful introduction of E20 projects meant in most cases, a change process within
the company. A discipline that is in good hands in the HR department. Furthermore,
the E20 applications ideally suited to HR issues, such as talent management for
example
• Business
Ultimately E20 makes sense only if it support the relevant business processes and thus
ensure a better result fur the company. The “protagonist” should be involved for this
reason. And participation of representatives from the business certainly promotes
acceptance.

Other people who can be involved:

• Data protection and information security manager
It is always a topic using social media and it is good to involve some experts.


• Work council (at least in Germany)
Mostly it is good to involve them at an early stage, because otherwise you will may
encounter resistance later. They do not need to be part of the team, but need to be
informed.
• Learning and development
People who work in this area are familiar with change management. Use their
expertise, if you have a team in your company.
• Evangelists/social media enthusiasts
Probably you will find real Web 2.0 experts in your company. It is probably useful to
involve them as well.

Who should take the lead?

Enterprise 2.0 has a great influence on almost all business processes. It is of great strategic
importance for companies. Therefore the lead must have the strategic department or at least
somebody who is involved in strategic decisions. It will demonstrate the importance of the
project and the adoption will get the right power. This person should report to the board or at
least to a member of it.

Some members of this team are used to working in a certain way due to their job
responsibility. It would be good to select people who are interested in Social Web and have
the right understanding of the way it working. It would be helpful, if the members are active in
social media outside the company.


The decisions should be done out of the team in a collaborative and open way. It is best to use
Enterprise 2.0 tools from the beginning and working in a more democratic way. The leader of
the team should guide it carefully. The goal needs to be more motivation and not control which
should also be the general goal of Enterprise 2.0.

IOM Summit 2011
Conference about
Intranet, Collaboration,
Document- and Knowledge-
Management

Seminars
and Conference

www.iom-summit.de
© N:Sight Research GmbH Frankfurt, 28. and 29. September
10

5. Duties and responsibilities during introduction

Based on the evaluation we have decided to separate the role description of the Enterprise 2.0
manager based on the project's progress. This part describes the role of an Enterprise 2.0
project during the introduction. It describes the role of a project manager. The second part will
describe the role after a successful adoption. In the following we describe the different tasks
and the needed skills.

Project leader

It makes sense that the Enterprise 2.0 Manager takes the lead for the adoption. In terms of
project management, there are the same demands that every other project manager have.
The team needs to be build and roles of the team members needs to be defined. It would be
helpful to clarify the expectations of team members and give them a clear role allocation.

The project leader has to organize the communication and documentation within the team and
with all related stakeholders. In terms of an Enterprise 2.0 adoption it is a strong advice to use
Enterprise 2.0 tools for communication and documentation. It is very important to
communicate all project decisions.

One of the first tasks is to define & communicate the project goals/sub goals. It will be helpful
to write a vision and mission statement. It will help all team members to work in the same
direction.

It can also be helpful to provide an option for all employees for involvement. You will get
valuable input and you can win your first ambassador. Very active people can be invited to
become team members. High involvement does have much more benefit than deep
knowledge.

The Enterprise 2.0 Manager plays the role of supervisor, but he/she has to develop consensus
and a positive team spirit. It’s very important to establish trust for the project and the team.
Ensure accountability and results through effective follow-up procedures. “Walk the talk” is one
of the major objectives.

Enterprise 2.0 is probably very new for team members. There can be a need to organize
training at the beginning

Skills (soft and hard): Understanding project management process, Leadership, facilitator,
problem solver, Goal oriented, Listen to others, team player, project controlling, presentation,
ability to talk with top management at eye level, ability to convince,


Cultural change manager

Cultural change is one of the major aspects of an Enterprise 2.0 adoption project. It is
important to convince employees and not awake their resistance. Many of these cultural
aspects require some understanding of the human behavior and the way to change it.

You need to target every group (employees, management,…) and define a concept to involve
them and change their behavior..

Change management is a process and not an event. You need to understand change and plan
it. There will be some resistance which needs to be managed.

Skills (soft and hard): Have passion, be genuine, understand human behavior and how you
can change it (Has a basic understanding of psychological context), communication abilities,
build trust and rapport

Communicator

Communication is one of the key success factors of an Enterprise 2.0 project. It must be on
the agenda from the beginning. The Enterprise 2.0 must be a person who likes to
communicate. It is a good approach, if this person starts using a blog (and/or Microblogging)
just from the beginning. It is a good best practice example using the technology which you are
selling in the project, and directly demonstrate the opportunities of Enterprise 2.0.

There are some points within the project when professional marketing is needed which can be
done by a professional expert, but the Enterprise 2.0 manager should have communication in
his mind at all times.

Skills (soft and hard): Openness, writing, assesses graphic design, media knowledge

Knowledge manager

It doesn’t matter whether you think about small Microblogging solutions or big enterprise 2.0
Suite. A lot of knowledge is created and shared after a while. Especially big systems can get
problems with too much data. Knowledge is stored in many places, but it is difficult to find it
when it is needed. Employees will not get benefits which are needed for acceptance.

On the other hand, there is a lot of knowledge available which won’t be used at the enterprise
2.0 solution. People need to be convinced to store and share their knowledge to reach the
goal.

Enterprise 2.0 is not a knowledge management project, but it contains a lot of this or can be
used to fulfill the demands. The Enterprise 2.0 manager needs to know where knowledge is
stored and which knowledge needs to be handled.

Skills (soft and hard): Document management, knowledge about knowledge, knowledge
management


Tool designer

Enterprise 2.0 are not just tools. It’s not the right approach to think of it as tools but doesn’t
work without them. It is important for the project success to select the right tools. The tools
must be easy to use and fulfill many requirements like providing the right interfaces.

It is probably not possible to select and install it without an IT expert, but a basic
understanding about technology is needed. It’s needed to be able to talk with IT.

Skills (soft and hard): IT technology and wording, data handling,

Problem solver

Small problems can have big impacts. So it’s good to have a problem solving mindset. The
Enterprise 2.0 manager is generally the first person who will be asked, if something isn’t
working. This will be mainly problem related, but there are many problems which users have.
They probably won’t continue using the tools if they don’t get support. They need at least one
telephone number where they call for assistance. In small companies this will be the
Enterprise 2.0 manager. In bigger companies it can be members of his team.

Skills (soft and hard): Desire to help, Listen to others, Problem recognition, service oriented
thinking,

Business advocate

Enterprise 2.0 does make sense, if it adds value to the business. There are several options to
support business processes with Enterprise 2.0. Therefore it’s important to involve the
business from the beginning.

Enterprise 2.0 is the link to the business and should address their demands within the
adoption team. It is also has the task of promoting the project to the business. It’s helpful to
find some peers for the project from the beginning.

Skills (soft and hard): Basic understanding of the business processes, Talking business
language


Innovator

Collaborating and supporting innovative thinking through creative disturbing does helps to
improve innovation. Enterprise 2.0 supports this process by providing the right tools, but
Enterprise 2.0 by itself is an innovative technology.

Innovative people are fostering new technology and they like highly demanding projects.

Skills (soft and hard): Innovative thinking

Community manager

Enterprise 2.0 technologies guides when working collaboratively. It creates communities from
the beginning. A pure play approach would led to communities becoming completely
independent and free, but the experiences from the web and Enterprise 2.0 projects showed
us that it don’t work like this.

It’s a must to manage the communities. Probably it mustn’t be done by the Enterprise 2.0
manager, but it needs to be organized and controlled. Read more about this role in chapter 7.

Every community needs a good policy providing a frame work for all members. It’s a serious
task which needs to be handled carefully. The policy should help to avoid activities which
discriminate people based on their personal background or Gender. It should include rules that
specify how to deal with each other, but not kill the motivation of participants. This is not an
easy task, however it is necessary.

Skills (soft and hard): trustworthy, genuine, able to listen, open, understanding of human
behavior, diplomatic, ability to behave justly and consistently

Motivator

Motivation is one of the key success factors of Enterprise 2.0 projects. Employees have to do
things which are not part of their job description and which they have not done before. Most
people have never published content on the public before. The approach is to motivate people,
who do it with high engagement. This won’t work by giving commands.

Enterprise 2.0 will work when people use it with intrinsic motivation. Therefore they need to
understand it and need to get some benefit for their daily work. Employees need to be satisfied
with Enterprise 2.0.

The Enterprise 2.0 manager has to find the right approach to motivate people and avoid
anything which hinders this.

Skills (soft and hard): Understanding of human behavior and how to motivate people


Analyzer

Every project needs to have some kind of controlling. It’s needed to approve the success of
the project, but it’s also a good managing tool for the project. To measure the success of an
Enterprise 2.0 project the right way needs to defines the right targets before you start thinking
about measurement.

The Enterprise 2.0 Manager task is to define the targets of the project and to find ways of
measuring. The measurement can show some basic figures like number of participants,
network activities, average number of connections etc. but it can be measured by real
business value as well. It won’t be possible to measure everything. There will be some soft
facts as well. The Enterprise 2.0 manager needs to find a way to include these soft facts into
the report as well.

Skills (soft and hard): Working target oriented, basic understanding of web analyzing tools

Enterprise 2.0 Summit 2011
European Conference about
Enterprise 2.0

Expert Talks
and Praxis Cases

www.e20-summit.de
Paris, 16. and 18. September

6. Duties and responsibilities after successful adoption

When the Enterprise 2.0 project gets to a state of maturity, many activities like change
management are not needed anymore. With an idealized view, one could conclude that an
Enterprise 2.0 manager won’t be needed anymore, because everything should be done by self
organized employees in a democratic way.

The employees of an Enterprise 2.0 company are interact in one or more communities and in
reality communities do not work in a self organizing way. There will be problems which need to
be solved or lack of participation. It won’t work without managing it.

The requirements on the Enterprise 2.0 manager will change from project manager to
community manager now. Community manager was a task for the Enterprise 2.0 Manager
from the beginning, but it will now be the major part of his role. It can still be a demanding role
in big companies.

The central element of community design is the design of the "engagement concept" - that is
how to animate the user for a lasting participation. "The most important aspect of this is the
core benefit of the community - that is the central idea of why the virtual community gets
together for social interaction - away from the network as key benefit. The networking as a
central idea has no value, but merely forms the basis for the social interaction space.

The foundation for this concept was laid during the adoption, but it needs to be developed
further. There will still be employees who do not join and there will silos within the company
which are not connected.

The Enterprise 2.0 manager at the maturity stage still needs to develop the community, but
does have other tasks as well:


Moderator

Enterprise 2.0 isn’t just communities, but to support it is like managing a community. A structure
needs to be developed which works and from a certain growth it can’t be managed by one
moderator. There is a need to find co-moderators who will manage parts of the Enterprise 2.0
landscape. These co-moderators need to be trained and they need support.

The Enterprise 2.0 Manager should listen to know which areas are working well or where there is
room for improvement. In a way he/she needs to be some kind of a gardener. He/she should
identify missing or misunderstanding content. Maybe there is content which shouldn’t be
published. Mostly the Enterprise 2.0 manager won’t be able to work with the content. It’s important
to convince the right people to work on it.

Enterprise 2.0 needs to bring benefit to the business. Business should use it as much as possible
and in the right way. It will work, if the business can easily use it and if it meets their requirements.
The Enterprise 2.0 manager should always try to find new possibilities to support business with the
available applications. So the Enterprise Manager needs to be business savvy in this phase as well
as at the beginning.

Like any other moderator of a community, the Enterprise 2.0 manager should think about the
further technical development of tools. The requirements are changing all the time. So Enterprise
2.0 needs to be change to meet these requirements continuously. The responsible person should
have at least a basic technical knowledge

Skills (soft and hard): A Good Connector, Strong Communication/Social Skills,
Understanding of human behavior and how to motivate people, basic technical knowledge

Communicator

An Enterprise 2.0 manager always has to communicate. A basic awareness should be created
through the whole company. Probably it’s not needed for people, who are working heavily with the
tools to remember it, but not all employees will do it and always new people will join the company.

Enterprise 2.0 isn’t static. New functions will appear or new authors need to be pushed. So there
will be always a need for communication.

Skills (soft and hard Openness, writing, assesses graphic design, media knowledge

Problem Solver

It’s important that the Enterprise 2.0 tools work properly for the acceptance of the user. Bugs need
to be repaired as soon as possible. There will always be employees who need some help,
because they don’t find the right function or they don’t understand it. They should be able to find
someone immediately, if they need help. Probably it needs to be organized outside the normal
office ours, if the company is working in different time zones.

It must not be done by the Enterprise 2.0 manager itself, but he/she has to understand the need
and to organize it.


Skills (soft and hard): Desire to help, Listen to others, problem recognition, service oriented
thinking,

Analyzer

Mostly the number of Enterprise 2.0 user will be too large to know what is happening all the
time. So some kind of analysis needs to done. The moderator needs some kind of filter
mechanism and monitoring tools which provides the relevant figures. There are several
analyzing and monitoring tools available, but at the moment it will be a mix of tools and human
activity

Skills (soft and hard): Working target oriented, basic understanding of web analyzing tools

The behavior of the Enterprise 2.0 manager (community Manager) is very important for his
success. It’s helpful for the success that some top managers are archetype and use the tools
openly and useful, but it will probably also work without their support. It is not possible for the
Enterprise 2.0 manager to work without being an archetype. He/she is the role model for the
other entire user. It must be visible that he/she is positive about Enterprise 2.0.

The Enterprise 2.0 manager needs to be neutral and act with other on an eye to eye level.
He/she should work from the center out and not from above, but with a good connection to the
top management.

Community Manager must be understood as a process manager that coordinates the "life" of
the community and controls, including the activation of new members, moderating and
controlling the activities of the community

7. Summary

The manager for the Enterprise 2.0 adoption needs to be an all-rounder with at least basic
skills of many topics. Basically this is an idealized description of an Enterprise 2.0 manager.
Mostly you won’t find a person who has all these skills fully developed. It’s probably not
needed, but which ones are the most important ones?

The Enterprise 2.0 adoption manager needs to be a person who has passion for social media
and openness. The most important skills are these which are related to change and project
management. A basic technical and communication understanding is needed as well.

It is only in small companies that an Enterprise 2.0 adoption manager has to do everything by
him/herself. In bigger company he/she has to lead a team, so a team player needs to be
found, but leadership is important as well.

The adoption of Enterprise 2.0 is a limited project, even if it takes a long time and the
Enterprise 2.0 manager is a demanding role during this period. The role of this person will be


completely different when Enterprise 2.0 is working. It will change to a “community manager”
where other skills are needed.

The Enterprise 2.0 manager should be a caretaker. Support and moderating are the main
tasks. At least some development needs to be done. So the caretaker should have some
driver skills as well.

Demands Enterprise 2.0 Manager
During E20 E20
Competences introduction Operating
Genuine high high
Trustworthy high high
Good Networker high high
Diplomatic high high
Deal justly and consistent high high
Understanding human behavior high high
Project management high no
Change management high no
Communication high low
Knowledge Management high low
Tools, IT high low
Service oriented thinking high high
Business processes high high
Web Analytics high low

Most likely, it is not possible and useful to hire someone or find a person with all these skills
within the company. It is probably a good approach having an internal project responsible
person and support from good consultants.

Generally two types of people are needed. It is probably a good to think about it from the
beginning.


8. Author information

Author: Joachim Lindner

Joachim Lindner has more than 13 years experience in marketing and communications. For
most of that time he dealt with the subject of online communication. Many successful intranet
and enterprise 2.0 projects form the basis of his experience.

Twitter: http://twitter.com/JoachimL

The study was published under the Creative Common license. The content can be used
completely or in parts by naming the author.

Requirements E20 Manager from N:Sight Research GmbH is under a Creative Commons
Namensnennung 3.0 Unported Lizenz.


The study is a product of the:

N:Sight Research GmbH
Tegernseer Landstr. 29
81541 München

About N:Sight Research GmbH

N:Sight Research GmbH is an independent research and consulting firm based in Munich.
N:Sight publishes studies and professional information on the topics internet, intranet,
knowledge management, Enterprise 2.0 and social web. N:Sight analyzes best practice
scenarios and tools with empirical and qualitative methods.

In addition to studies, N:Sight also provides seminars and strategic business consulting on the
basis of the research results. N: Sight Research GmbH is a subsidiary of the Kongress Media
GmbH.

Twitter: http://twitter.com/nsight

Blog: http://blog.n-sight.de/

Webseite: http://www.n-sight.de/

We thank our sponsor Moxie Software Inc for their support.

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