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Public Council Teleconference: Application Rationalization — Hidden Costs and Smart Decisions
November 17 at 11:00 am US/Eastern (GMT-5)
Join Honorio Padrón, of The Hackett Group, who will share the drivers for companies to tackle application rationalization and the results of research that define the hidden cost of complexity. Additionally, we will discuss key decision milestones—to start or not, holding the course steady and fulfilling expectations.
Virtual Desktop Cost-Benefit Analysis — Michael Jacobs, Catlin Group
The analysis contained in this presentation measures the cost of everything from the machines and licenses to the infrastructure for virtual vs. traditional desktop environments.
Honor your best senior team members - Apply for the CIO Ones to Watch Award
Get well-earned public recognition for your top up-and-coming team members, your IT organization and your enterprise. Award winners will be announced, publicized and feted in May 2010, great timing to help attract new IT recruits to your company.
Learn more about the CIO Executive Council »October 28, 2008 — CIO —
Though e-commerce companies generally have the benefit of not being held to technology decisions made decades earlier, it only took Bill Me Later, a web-based company (recently acquired by eBay), eight years to see its intranet and file sharing methods become pretty standard for the modern enterprise: that is to say, inefficient. The company's 350 employees were e-mailing around Microsoft Excel, Word and PowerPoint attachments, losing track of which version was the most current, while major upgrades to the company intranet had to go through IT.
Troy Saxton-Getty, Bill Me Later's VP of engineering, says after joining the company in May, he realized that the company was a prime candidate for a wiki. The company needed to make its intranet a user-generated central area for employees to collaborate on documents, share best practices and update vital company information about customers. He picked MindTouch, an open-source wiki that he had implemented at a real-estate firm, where he says employees experienced similar collaboration challenges.
"You need to replace the 'x' drive or a 'j' drive or wherever these documents have been hanging out for years, and only one or two admins in the company know where to find everything," he says. "This paradigm is almost twenty years old at most companies."
To grow the new intranet, Saxton-Getty started with a core group of 50 people representing each department. A big reason he touts MindTouch: unlike other wikis, it's very user-friendly to non-technical users, Saxton-Getty says. He felt confident that all his early adopters could handle using it with minimal training.
That simplicity starts with the process for contributing content, he says. Because the wiki requires no HTML experience for users, and it works on a What You See Is What You Get (WYSIWYG) editor, the users could make themselves bio pages detailing their expertise. Once staffers got comfortable with the tool, they began expanding their use of it, Saxton-Getty says.
"Once we got these early adopters using it, pretty soon they were saying, 'why can we make a group page, and after that, why can't we make a departmental page?" he says.
Because MindTouch offers users the ability to take information on their intranet and combine data together — a Web 2.0 term known as a "mashup" — pretty soon users were able to mix financial information with, say, scheduling and calendars.