By Paula Boyle, Peter Lloyd
Read or Download Web-Weaving: Intranets, Extranets, and Strategic Alliances PDF
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Extra resources for Web-Weaving: Intranets, Extranets, and Strategic Alliances
Leveraged intellectual capital Booz Allen and EDS both said precisely the same thing: that their intranet allowed them to leverage their intellectual capital. It has changed the way they think about knowledge and information. The second of these, EDS, puts its customer profiles and project outlines on its internal web to capitalize on the intellectual capital available within the corporation. 10 Provided new business and revenue-generating opportunities The intranet also opened up new business opportunities for several companies’ products and services.
The WorldWide Web, its bulletin boards, and software for easily browsing its contents with a mouse-clicking dialogue, made it easy for people to interact with computers anywhere. An astonishing worldwide nervous system came into place and the stage was set for rapid evolution in corporate behaviour. Intranets A cybercorp should have two nervous systems: an internal one which is private and secure, and the external public one linking it to customers, suppliers and the public at large. When the Internet became high fashion it became clear that 21 WebWeaving the easiest way to build an internal corporate network was to use the same technology and software.
Workgroups at AT&T communicate electronically, which improves their efficiency. The efficiency does not just apply to users. Intranets are a welcome relief to IT groups as well. They are easy to maintain and so require fewer people. For instance, SGI with over 2,000 servers, has a staff of only five to handle their intranet. Many companies said that the Web is now their platform of choice for applications development and to modernize their legacy systems. The intranet even lets them reuse software components.