1. U R ONLINE and U R not alone ! ... none of us is as smart as all of us. COMPLETE METALAYER PRESENTATION - PART 3

2. WHAT IS A TIMES-PAGE? Aggregates contextual information… … presents it in a personalized view… FILTER Capturing Knowledge , saving Time.. The Times-Page “tells you stories” in context !

3. N E W N E W N E W N E W YES, News … but not stupid eMail Fragments ! … Continuously updated each time you visit.

4. META-TIMES On top of all communities, the Personal Portal (MPP) integrates increasing Numbers of e-Releationships through different Metalayerbased Communtiy-Hubs. (MCH) The MPP is collecting all relevant interactions and Contributions (XML-Data) from different WebSites / Communites using MCH Enterprise, MCH Standard or MCH Light, building your unique Personal Workplace. Metalayer is CONTEXT DRIVEN and community based. With single login you can have the cockpit view of all the ongoing Discussion, Project ...etc. Metalayer has unique key advantages over its competitors. The META-TIMES CONCEPT is fundamentally transforming Interaction and Communication in today‘s wired enterprise. Community discussion remain in context

5. XML [ XSLT] Technology for Collaboration Leading companies will make strategic decision to move toward creating “ highly collaborative value networks ”. Based on new community technologies and completely new working models that can differentiate the response to each individual !

6. Metalayer is a set of XML-based collaboration solutions that can be blended into an existing environment . They allow both the support of multiple communities and the creation of individualised portals aggregating the content of different communities. Example Portal INTEGRATION + PERSONLIZATION: XML collaboration functionalities can be integrated in any existing: - WebSites, - Portals, - Inter- Intra- or Extranet - Marketplaces. METALAYER is not a fixed, self-contained Web-Application.

9. XML [XSLT] Enterprises should focus on easy repurposing of content for delivery in multiple formats and on multiple platforms and devices. INTERNET BROWSERS PHONES, PADS DEVICES WIRELESS TV’s CARS

10. The Metalayer Competitive advantage: XML - EXTENSIBLE Markup Language - as a product philosophy ! Other than most of today’s state-of-the-art applications, which use XML as an Information exchange standard only, Metalayer is using this new technology to store knowledge and as an [application philosophy throughout the product]. This provides the Metalayer products with a [flexibility], which no other current standard technology can provide. XML - PHILOSOPHY XML - PHILOSOPHY XML - PHILOSOPHY XML - PHILOSOPHY XML XML

11. FORRESTER RESEARCH spoke with 50 Fortune 1000 executives responsible for Communication in Product Development to ask how they collaborate internally and with partners. (externally) What is the most frequent cause of problems in your product development process ? Source: Forrester Research 36% 32% 26% 18% 12% 8% Not enough upfront planning Misalignments of expectations Communication Silos Insufficient Resources Poor Supply Chain coordination Technical Problems

12. To what degree do you collaborate with your business partner today and in 2002 ? Source: Forrester Research Little or none Occasionally Frequently Extensively Don’t know 32% 18% 2% 18% 30% TODAY 18% 6% 26% 40% 10% Year 2002 Percent of 50 Fortune 1000 companies interviewed (multiple responses accepted) FORRESTER RESEARCH spoke with 50 Fortune 1000 executives responsible for Communication in Product Development to ask how they collaborate internally and with partners.

13. What tools do you use to collaborate for product development ? Source: Gartner Group eMail Phone, Fax, Conference Call Meetings Document sharing Other 82% 12% 2% Percent of 50 Fortune 1000 companies interviewed (multiple responses accepted) Project Management Applications 16% 90% 92% Web-based tools 26% FORRESTER RESEARCH spoke with 50 Fortune 1000 executives responsible for Communication in Product Development to ask how they collaborate and communicate internally and with partners. The Internet remains untapped for web-based interaction and communication. Despite communication and documentation struggles, firms have not yet used the Web. Communities of Interest Networks will play a big role of corporate wide communication, Knowledge and Learning Strategies.

14. To be competitive in this new economy companies need to harness the power of the Internet. The Web becomes our daily Knwoledge-Workplace .. Based on interviews with 50 Fortune 1000 Companies Forrester Research concludes that : Product development is increasingly cross-departmental . And it is becoming cross-enterprise . Pressure to condense cycle time will intensify. Companies will try to reduce the already compressed development process. Bring more partners into the mix. Firms must collaborate with an ever-larger number of globally distributed customers, suppliers and partners. .. and speed is becoming the most important factor in today’s business. Design Make Sell Manage Business Buy Care

15. Product development and communication is increasingly cross-departmental . And it is becoming cross-enterprise . The Internet remains untapped for intelligent interaction and communication . Despite communication and documentation struggles, firms have not yet used the Web as a tool ! CONCLUSION What is the most frequent cause of problems in your product development process ? How many departments are involved in a typical development project ? What tools do you use to collaborate for product development ? To what degree do you collaborate with business partner today and in 02?

16. eMail as a Problem Contributor: eMail sent per Day (in Mio) US 1995 1999 2002 1000 2000 3000 4000 5000 6000 7000 8000 300Mio 8000Mio 3500Mio - Fragmentation of Information / Knowledge - Taken out of the context (No Knowledge) - Not (really) researchable for others - Unorganized value Content - Noise Medium … a lot of JUNK !! - Self-Centric and (Blind Copy Behavior) Source: Forrester Research ? ? ? ? ? How many eMails do you want today ? eMail as a Problem Contributor in the Knowledge-Industry. eMail will just not be the system to handle our relationships in future and to improve Knowledge and Innovation between Groups of PEOPLE . Enterprise e-Mail Systems Are No Longer Enough E-mail systems no longer meet the needs of most users. E-mail is not just about the enterprise any more – it is about global communication and collaboration among an increasingly diverse population of participants and devices:

17. eMail is a PROBLEM Contributor ! Most People [especially Knowledge-Worker] understand the value of online communities in today’s networked marketplaces. eMail will just fail - in our data intensive networks of Human Interactions and collaborative Relationships. Conversational Environments will change existing Messaging. Collaborative -Business is defferent: Community -Business is defferent: eMail often frustrate Knowledge workers !

18. Email is ubiquitous and widely accepted. It is good for asynchronous single exchange between two people (private) but it has fundamental shortcomings for virtual collaboration and intelligent communication in the networked business economy. A It lacks the ability to easily structure a discussion among a group of people. B It lacks the ability to organize discussions - other than by attempting to remember to file associated items in the same folder, or with the same keywords or title. C It is fundamentally a noisy medium. GartnerGroup estimates that the increase in email may lead to knowledge workers spending two hours a day sorting through and reading their email, with a significant **signal to noise ** problem. D It clearly lacks the ability to easily incorporate business rules and structures , so as to move a collaborative process forward step by step, or to permit people to have different, clearly defined roles and responsibilities vis a vis the process. Email will never reach collaborative harmony ! EMAIL IS JUST NOT ENOUGH FOR C -BUSINESS

19. Are you overloaded with information and never find the documents again? Functionality (Display of content in context, Relevance decision on receiver‘s side, Possibility to integrate people outside the organization, Asynchronous and synchrounous tools, Content Aggregation/Search function) Time for grasping the relevant information You need central point of communication (a portal), as you are currently wasting time checking and structuring your emails, not knowing what your partners, suppliers and customers around the world want from you and – even worse - not knowing what they know! Your business is losing money having employees hanging in front of their computers, trying to structure their emails and not knowing what is going on out there! YOU Using email and not web-based intranets A web-based collaboration tool

20. Create Capture Organize Access Use Share Collaborate Innovate Process Barriers Business Value Knowledge Creation Knowledge Application Knowledge Sharing/ Discussion The Knowledge Managing Enterprise The highest return occurs when all three enterprises dynamics and all five KM activities are successfully activated. COIN COIN : Communities Of Interest Network The Knowledge Managing Enterprise Knowledge sharing Knowledge Application Knowledge Sharing Highly collaborative community of exptertice and interest. Interaction based Knowledge transfer and discussion 1 2 3 5 4 Corporate culture should promote sharing, collaboration and innovation on highly interactive knowledge communities . Online Communities offer a ready conduit for building massive networks of ideas. The real « killer application » of the Net is likely to be people communicating and sharing ideas. When entierly new informatoin flows between previously unconnected groups of people are created, new ideas, concepts, philosopies or, more practically, new solutions to problems are often developed.

21. Business models in the networked economy will be based on fundamental facts of doing Business: (Offline or Online) Long-term Company success comes from driving conversion and participation (..and not only from transaction !) Collaborative processes represent the information-commerce required for a successful eBusiness implementation as opposed to the transactional commerce. At its core an overall Business implementation requires that all participants have the ability to interact on a fully personalized level. Transactional Relationship The future is about acquiring and acting on collaborative Knowledge Working and learning will be the same thing It is now the right time for organizations to rethink their existing inter- and extra- organizational communication strategy. It is now the right time for organizations to build their value-Networks. It is now the right time for organizations to move to the 3 rd imperative of eBusiness It is now the right time to communicate and Collaborate in a much smarter way ! Intelligent People interaction is just another step toward TRANSACTION and RELATIONSHIP. Timing is everything on the NET Transformational Relationship

22. Enterprises should speed-up and invest over the next years in eTransform themselves towared a Knowledge-Workplace. Definition of Knowledge Management: KM is a formal “process” that evaluates a company’s organizational process, people, and technology and develops a solution that leverages the relationships between these components to collect, share and discuss the right information with the right people at the right time in order to improve productivity. Source: IDC 1995 2005 Knowledge 1985 Software Hardware HARDWARE SOFTWARE Time KNOWLEDGE With c- business being the primary driver of Knowledge Management, the challange for companies is to meet their web-audience expectations in terms of developing a personalized Knowledge-Experience .

23. We offer a framework to analyze product capabilities and help define requirements. There are currently no KM products that provide all the functions of Knowledge Management. Enterprises are faced with the challenge of selecting between overlapping and incomplete products, and a top-down business-driven design is the only viable approach. Bottom Line: Knowledge Management Products Navigation trough the jungle of marketing labels to find products relevant to a Knowledge-Management Program can be a major challenge: Storage mechanisms Access to existing information UI (user interface) tools Collaboration + Community Networks Decision support Development platforms Beyond prod. Supporting storage 1 2 3 4 5 6 7

24. The knowledge cycle , as shown, provides a process model that can be used to assess the relevance and applicability of applications or technology to knowledge-management. The knowledge cycle is supported in total by collaboration, the process that deals with the “daily interaction among and between people.” Such interaction is typically required in all stages of the knowledge cycle . KNOWLEDGE CYCLE Create: Discover, Realize, Conclude Articulate, Discuss Capture: Digitize, Document, Extract, Represent, Store Organize: Structure, Catalog, Abstract Analyze, Categorize Access: Present, Display, Notify, Profile, Find, Locate Use: Make, Improve, Perform Service, Learn KM provides most benefit when leveraging people, not removing them. Source: Gartner Group Create Capture Organize Access Use M E T A C O L L A B O R A T I O N

25. Tactical Guideline: By treating KM as an integration project rather than requiring implementation of new free-standing applications, enterprises will ensure leverage of information assets avoiding creation of new islands of knowledge. Action item: Knowledge Management applications should not be considered independent systems installed alongside others, rather KM will be delivered by integration of specific process logic with other systems, creating a coherent environment supporting user tasks. EXAMPLE Knowledge Management and Business Applications. KM is not a self-contained bussiness initiative [KM-communities] KM not to be considered as independent system. Do not build isolated Knowledge island Design Systems Customer Relationship Management Marketing and Sales Case Management Call Centers Workflow Document Management Transactions Content Management Vertical Integration Horizontal Tools Cross-Collaborative Community-LAYER C-Commerce Knowledge Management

26. Companies, whether they like it or not, will be forced to customize interaction with their key constituents. Customization of interactions in the E-conomy is no longer a luxury or even a nice-to-have; it’s a must-have ! Design Make Sell Buy Care Employee Knowledge Manage Business Customer Partner Supplier

27. Collaborative KNOWLEDGE Worker Design Make Sell Manage Business Buy Care Planning an effective overall Web-Strategy starts with the realization that the real power of your enterprise resides in peoples’ brains. Constant improvement and peak performance ! Community-Hub Technology, learning, knowledge, content, collaborative interaction and the management of these things are all only the means to the end we seek:

28. Focus on New Knowledge Focus on Existing Knowledge Process Focus Content Focus 1. 2. Capturing and Locating Transfer and Sharing 3. Creating and highly collaborating KNOWLEDGE A Model of Company Knowledge Development. Collaboration in Knowledge Management is focused on getting the users not only to use the systems but also become highly active contributors of Content and Knowledge. Source: University of St. Gall Prof. Georg Von Krogh Professor of Management at the University of St.Gall {Advisory Board Member] Professor Von Krogh's current research is in the areas of strategic management and cooperative strategies including knowledge and competence development. Knowledge COMMUNITIES

29. The E-conomy has created a growing class of consumers addicted to the thrill of being able to get perfect products, perfect service, and perfect information and interaction almost a matter of course. The internet audience insist on being treated as valued partners, as discerning members of a community in which they have rights! Internet Companies beginn to rely on extensive use of external content and Knowledge from external sources. With this expanded «universe » of information and expertise, enterprises must extend their digital visions to include all external sources of information. Internal Knowledge Public knowledge Subscribed knowledge Customers Competitors Delivery and Supply Chain Partners Commercially Purchased Data messages

30. ? QUESTION: How can enterprises sucessfully manage and intelligently get most value out of 100 multiple, globaly distributed Communities

31. META-COMMUNITY HUB Supplier-Comty Internal-Comty CLIENT-Comty Partner-Comty New META-COMMUNITY NETWORK CONCEPTS will seamlessly integrate one-to-one, one-to-many and broadcasted-interactions into one META-COIN, which gathers all relevant information from multiple enterprise Community-Hubs all over the Globe.

32. A cultural Learning, Knowledge-Sharing and context-driven Discussion Framework is key for successful KM ! Building a culture of sharing , collaboration and innovation is a critical success factor of any Business. Innovate Enterprise KM Dynamics Enterprises cannot drive the cultural dynamics of KM through management directives. Share Operational Foundation for KM Collaborate Operational Roles and Responsibilities Incentives and Recognition Time and Space for Capture, Collaboration People Education Change Leadership Community-Members Inter-Enterprise COIN‘s are the Killer-Apps of the Future

33. INDUSTRIAL COMPANY They’re ALL Brains, No Body. LARGE BODY SMALL BRAINS KNOWLEDGE COMPANY ALL BRAINS NO BODY Intangible Assets

34. (External entities not included in Thoma’s organization chart) Example: Research and Development Department Organization charts “prescribes” that work and information flow in a hierarchy… Thomas Senjor Executive Rosa Secretary Albert Manager Eric Manager Martha Manager Martin Manager Susan Manager Roger Sharon Gandice Leena Anne Nancy Kathi William Hans Regulator Agencies Computer Database Vendors Customer Sales Dept. Marketing Dept. Finance Dept. Prescribed hierarchical flow of work & information

35. REAL ORGANIZATION Thomas Senjor Executive Rosa Secretary Albert Manager Eric Manager Martha Manager Martin Manager Susan Manager Roger Sharon Gandice Leena Anne Nancy Kathi William Hans (External entities not included in Thoma’s organization chart) Regulator Agencies Computer Database Vendors Customer Sales Dept. Marketing Dept. Finance Dept. ALL BRAINS NO BODY Intangible Assets KNOWLEDGE - WORKER “ Real Organization” work and information flow through a vast web of informal channels

36. The Community Network is just a Part of KM In our view, leading companies will make strategic decision to move toward creating “ highly collaborative value networks ”. They will leverage new community technologies and completely new working models that can differentiate the response to each individual ! Success of companies in the network rests on their ability to manage the individual and match them profitably with capabilities to serve, educate and retain them over a long term. ability to manage the individual and match them profitably

37. WEB- SITE WEB- PORTAL MARKET PLACE WEB- SITE Metalayer‘s vision is that email, as it is today, will be dead soon. Our two software Porducts, Metalayer Community Hub (MCH) and Metalayer Personal Portal (MPP) with it‘s people-centric approach strongly improve and fundamentally change the exisiting communication and interaction strategies in today‘s networked economy. Suppliers Customer Partner Employee Distributor Counselor eMail Information pull Information pull Information pull

38. WEB- SITE WEB- PORTAL MARKET PLACE WEB- SITE Enterprises will provide Community-Hub‘s to bundle their visitors in groups of interest and to manage communites. Community Hubs will be implemented in most Portals, Marketplaces and WebSite to ensure People Relationships. Suppliers Customer Partner Employee Distributor Counselor Community HUB Community HUB Community HUB Community HUB Community HUB Community HUB Community HUB

39. Personal Portal Personal Portal WEB- SITE WEB- PORTAL MARKET PLACE WEB- SITE And finally, [ a Metalayer of collaboratoin ] will integrate all your personal e-relationships to peolpe and to the different global communities. Suppliers Customer Partner Employee Distributor Counselor Community HUB Community HUB Community HUB Community HUB Community HUB Community HUB Community HUB

40. MCH MCH MCH MPP Example how the consulting industry is managing eRelationships over highly interactive communities.

41. Inter-Enterprise Meta-Community-Hub‘s There is nothing more personalized and powerful than highly collaborative “micro-communities” within all Enterprise business live-cycles on a Collaboration Network. Design Make Sell Manage Business Buy Care COIN

42. MCH MPP = META-COMMUNITY NETWORK CONCEPTS seamlessly integrates one-to-one, one-to-many and broadcasted-interactions into one META-HUB (personal Portal MPP, which gathers all relevant information from multiple enterprise Community-Hubs all over the Globe. (THIS WE CALL THE LAYER ) MCH = M ETLAYER C OMMUNITY H UB MPP MPP = M ETLAYER P ERSONAL

43. THE META- VISION - META -CHAT - META -SEARCH - META -VOICE - META -BOT’s - META -KNOWLEDGE On top of all communities, the Personal Portal (MPP) integrates increasing Numbers of e-Releationships through different XML-based Communtiy-Hubs. (MCH) The MPP is collecting all relevant interactions and Contributions (XML-Data) from different WebSites / Communites using MCH Enterprise, MCH Standard or MCH Light, building your unique META-Workplace. The “Killer-App” is born: (Personal Portal + Community Hubs) Personal Portal MCH MCH MCH MCH MCH MCH MCH MCH MCH MCH MCH MCH MCH MCH MCH

46. … . is a Community Of Interest Network (COIN) which is used to run communication, innovation and share knowledge within the ReoPro Europe organization. It is a Inter-Enterprise Community-Hub providing an interactive web working place with functions for information sharing such as News, Discussion, Hotlinks, File Upload and Voting . www.reopean.com

47. “ We really have gained speed which becomes more and more the determining factor in our ability to be in close relationship with our stakeholders. Metalayer gives us a documentation of work in progress which provides the management with a never known transparency. Metalayer has become our central communication tool . “ Juergen Raths Managing Director, ReoPro Eli Lilly: Client Testimonial

48. Analysis Raw- Design Detail Analysis Detail Design Data Transformation Analysis Analysis Analysis Business Value Analysis Business Value Analysis << A very eXtensible approach >> COMMUNITY PROJECTS Software PROJECTS Upside Down ! Community Projects are extensible……… Project 1 2 3 Time Project 1 2 3 Time GO LIVE eXtend eXtend eXtend eXtend GO LIVE

49. Though the Web grows by 50 percent per year, popular online communities expand at 20 percent per month. Communities are sticky, they're viral, and they drive traffic. Users will spend more time on interactive content pages (communities) than on passive content-channels. SIDE-EFFECT SIDE-EFFECT SIDE-EFFECT 3) Marketing: 2) Commerce: INCREASE TRUST = INCREASE COMMERCE. If you have stuff to sell, you want to get the right group of PEOPLE hanging out on your site. E-commerce sites are seeing the necessity of building and integrating cross-collaborative community functionalities. Some SIDE-EFFECTS by driving cross-collaborative Communities on your WebSite / Intranet / Portal / Markeptlace etc. There will be lot‘s of change over the next month. The trend goes from passive content channel readers to active community contributors . Generated CONTENT and ongoing discussion by a specified Audience is the DIGITAL GOLD OF THE NEXT ECONOMY . 1) Traffic: “ Banner ads” on Community-Hub’s can cost as much as 100 percent more than “run of the site” banners on search or portals sites such as:

51. CPC [ C ollaborative P roduct C ommerce] Aberdeen Group analyzed: With so much product-related activity happening outside the product creator’s domain, the question in C-Commerce is how to provide visibility [META-VIEW] to gain additional expert perspective. With the many relevant issues and People Involved which collaborate discuss and contribute both inside and outside the Enterprises the question is how to provide visibility and coordination of the effort. It is no longer viable to continue to architect products in a vacuum . All available Knowledge of the participating players must be brought together to bear during all the Processes: Research, Development, Acquisition, Commercialization Project and Care-Stages. Effective leader in the new emerging Collaborative economy are wired. They promote the power of the network. Good leaders in the traditional economy communicated well with subordinates. Net Ready leaders help team members to communicate and collaborate in a intelligent and context-related way with each other within Community-HUB’s. Community-Hub Multiple and cross-collaborative Inter-Enterprise Communities of Interest. (Intranet, Internet and Extranet)

52. Scanning and analyzing your Internet Portals, WebSites etc. is interesting: … . UNDERSTANDING YOUR PEOPLE AROUND AND WITHIN YOUR ENTERPRISE IS MUCH BETTER -General Statistic -Page Views -Top Pages -Hits -Top Browsers -Top Exit Page -Demographics -etc. etc. ..SO WHAT ? Community-HUB activity ranking : Date: 28.05. 2001 Animal Health-Community: User Sessions: 3872 28% Partners 53 Files Uploaded 24 Files Downloaded 14 Discussions 3 Voting's 12 % Suppliers 3 Files Uploaded 12 Files Downloaded 09 Discussions 1 Voting 20 % Customers 4 Files Uploaded 87 Files Downloaded 25 Discussions 5 Voting's 30 % Employees 60 Files Uploaded 164Fiels Downloaded 74 Discussions 12 Voting's 10 % Visitors 0 Files Uploaded 68 Files Downloaded 12 Discussions 4 Voting's Most downloaded File: Calcium-approved.doc (72x) 24% Supplier 48% Customer 28% Employees Calcium-add-on.pfd (43x) 12% Supplier 68% Customer 20% Employees Most discussed File: Calcium-add-on.pfd (25x) Link to Comty-Discussion Expression used: Expression used in CHAT: CHAT-Session: Voting’s Total: 25 Customers Supplier Partner People Employee Understanding and analyzing your Inter-Enterprise COIN brings value: COIN

53. TIME OPERATIVE STRATEGIC TRADITIONAL INDUSTRY KNOWLEDGE INTENSIVE MARKET VALUE PERFORMANCE MANAGEMENT SYSTEMS New Score Cards and models for a new INTANGLIBLE KNOWLEDGE ECONOMY. PAST PRESENT FUTURE LOW INTERMEDIATE HIGH FINANCIAL REPORTING BALANCED SCORE CARD INTELLECTUAL CAPITAL

54. INDIVIDUALS TEAM ORGANIZATION SELF-ESTEEM RESPECT TRUST MY COMPANY BENEFITS FROM MY KNOWLEDGE MY KNOWLEDGE GROWS WHEN IT FLOWS THROUG THE NETWORK I AM RESPONSIBLE FOR LEARNING LEARNING SHARING CODIFYING Knowledge Attitude Smart Professionals Have an Attitude VALUES BELIEFS BEHAVIORS

55. PROFESSIONAL LEVEL FORCE & CONTROLL APPRAISAL & REWARD FUN, NETWORKED AND FULLFILMENT Smart Professionals Run of Fun Smart Professionals Run on Fun EFFECTIVENESS

56. Metalayer provides a complete new way of cockpit view of your Enterprise.

57. The balanced Score Card of tomorrow will go deep inside Collaborative Communication measurements.

59. Extended Enterprise Traditional Trading Partners Departmental Productivity External Transactions Extended Markets Collaborative Interaction Enterprise External Information eCosystem Connection Paradigm Business Paradigm

60. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Enterprise External Information eCosystem Extended Enterprise Traditional Trading Partners Connection Paradigm Business Paradigm Extranet Internet Intranet

61. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Enterprise External Information eCosystem Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm Extranet Internet Intranet Networked eConomy

62. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Enterprise External Information eCosystem Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm

63. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Enterprise External Information (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management eCosystem Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm

64. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Information WebSites Company Content+Information Marketing External Information (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management eCosystem Enterprise Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm

65. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Enterprise Information WebSites Company Content+Information Marketing eCommerce-Transaction Sites Company Transaction Content + Commerce External Information (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management eCosystem Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm

66. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Enterprise Information WebSites Company Content+Information Marketing eCommerce-Transaction Sites Company Transaction Content + Commerce External Information Commercial Trading-Hub‘s Multpiple B2B Transactions / Cross-Commerce + Content (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management eCosystem Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm

67. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Enterprise External Information eCosystem Extended Enterprise Traditional Trading Partners Company Inranets Information-Sharing Information WebSites Company Content+Information Marketing eCommerce-Transaction Sites Company Transaction Content + Commerce Commercial Trading-Hub‘s Multpiple B2B Transactions / Cross-Commerce + Content Collaborative Trading-Hub‘s Multpiple B2B Transaction enhancd with Collaboration (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management Connection Paradigm e -Commerce c -Commerce Business Paradigm

68. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Enterprise Information WebSites Company Content+Information Marketing eCommerce-Transaction Sites Company Transaction Content + Commerce External Information Commercial Trading-Hub‘s Multpiple B2B Transactions / Cross-Commerce + Content Collaborative Trading-Hub‘s Multpiple B2B Transaction enhancd with Collaboration (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management eCosystem Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm

69. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Enterprise Information WebSites Company Content+Information Marketing eCommerce-Transaction Sites Company Transaction Content + Commerce External Information Commercial Trading-Hub‘s Multpiple B2B Transactions / Cross-Commerce + Content Collaborative Trading-Hub‘s Multpiple B2B Transaction enhancd with Collaboration (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm e BUSINESS Strong focus on collaborative electronic Trading / Commerce

70. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Enterprise Information WebSites Company Content+Information Marketing eCommerce-Transaction Sites Company Transaction Content + Commerce External Information Commercial Trading-Hub‘s Multpiple B2B Transactions / Cross-Commerce + Content Collaborative Trading-Hub‘s Multpiple B2B Transaction enhancd with Collaboration (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management eCosystem Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm

71. Departmental Productivity External Transactions Extended Markets Collaborative Interaction Company Inranets Information-Sharing Enterprise Information WebSites Company Content+Information Marketing eCommerce-Transaction Sites Company Transaction Content + Commerce External Information Commercial Trading-Hub‘s Multpiple B2B Transactions / Cross-Commerce + Content Collaborative Trading-Hub‘s Multpiple B2B Transaction enhancd with Collaboration (EIP) Portals Information-Management Collaboraiton, Education Knowledge-Management Extended Enterprise Traditional Trading Partners Connection Paradigm e -Commerce c -Commerce Business Paradigm c BUSINESS collaborative multiple C ommuniy N etworks „Knowledge Workplace of the Future“ Comty hub

72. eBusiness isn’t just an army of consultants and technology providers ! Conversational Environments will Change existing Messaging. It is much more about the right interaction at the right time and the right participation between the right groups of people (communities) that drives the networked economy today! CO-FOUNDER Niki Flandorfer

73. Still many people believe that the hoarding of knowledge is power, a philosophy that may help (weak, self-centric individuals) but hurts Enterprises. [With or without Internet Networks] Inter-Enterprise Knowledge-Worker understand and have experimented the immense power of collaborative and collective Knowledge working environments.