||Christopher S. Rollyson: Engagement Dossier|
|Case studies, articles and papers featuring e-business and knowledge strategy for BAMs and strategy for startups|
|Musing on Internet strategy, knowledge systems and interactive marketing trends|
Targeted complex service/product delivery processes that were very interactive between Bigserv project teams and their counterparts within client organizations. Designed extranet prototypes to serve as repositories for all project documents, minimizing version control problems and tightening cycle times by providing real-time access to project information as it flowed between Bigserv and its clients.
Responded to Bigserv clients' and prospects' needs for high-quality knowledge to support strategic decision-making processes. Within extranets, designed centralized knowledge repository for relevant white papers, market information and newsletters to which targeted clients and prospects could be given access. Real-time, exclusive access to high-quality information was very desirable to Bigserv clients.
|Fundamentals in physics, which explain the relationship among acceleration, force and mass, can provide some insight into the B2B Accelerator’s value proposition because, in a figurative sense, the size and functioning of organizations can be related to mass.|
Let acceleration represent a B2B’s progressive market movement at an increasing rate of change. When a B2B scales up its operation, its acceleration is subject to the inverse relationship between force and mass. The larger the B2B’s mass (m), the more force and resources (f) must be applied to maintain acceleration (a).
The B2B Accelerator is designed and organized specifically to provide high bandwidth resources to rapidly scaling B2Bs. As their growth continues, their organizational mass (including virtual) increases, which will increase their demand for resources, which will be supplied internally and externally. The providers within the B2B Accelerator have been selected because they understand scale; most of them have significant experience with global, complex enterprises. They also have track records with e-business, entrepreneurship and thought leadership.
The synthesis of global enterprises, which are by definition BAMs, and
innovative e-business companies (B2Bs) is certain in principle; however,
how it will unfold in practice is largely unknown. The B2B Accelerator
is focused on helping companies succeed in this dramatic new conclusion.
Ironically, much of the information that customers want, the company's
content experts have and use to do their jobs, but it's not in a form that
can be used as content for a website, intranet or extranet. Knowledge
systems is my term for intelligent processes by which existing information
used by company content experts is repurposed for an intranet, extranet
or website. To create knowledge systems, I look at the strategic
purpose of the site (or part of it), what decisions customers are trying
to make and what information helps them to make those decisions.
Then I look at the content experts, how they work and what information
they have. Then we create optimal processes that produce the content.
This often involves a combination of the first two options mentioned above.
Of course, I conduct the process mapping within the overall context of
the company's information flow, and I help the company to create and implement
life cycles for the content, so it can often be reused several times over.
|Articles, white papers and presentations|
Digitization, Standards and Disaggregating Organizations(top)
Presents some fundamental concepts of e-business and how they are exerting pressure on large organizations to disaggregate (split up). Brief discussion of the e-business transformation life cycle as well as the selective change of business rules and how organizations must "delearn" in order to profit from e-business. Also, the significance of logic, standards and digitization.
E-Business Market Development and Dynamics(top)
Presents several key concepts that underlie the current e-business transformation, including the vital role of knowledge in creating unique business propositions. The highlight of the talk is the journey of the development of the extended enterprise, the employer of tomorrow for business students--and just about everyone else ;-). Also discusses the e-business consulting market.
E-Business Market Development: the Rise of the Extended Enterprise(top)
The adoption of e-business strategy will culminate in the development of full-fledged electronic, “extended” enterprises that are connected with their partners and customers in electronic networks. This paper is a high-level discussion of how and why the extended enterprise develops while it adopts e-business strategies. It also presents critical role of knowledge in e-business and the extended enterprise.
An extended enterprise is one which leverages the potential of real-time, asynchronous communications to drive down transaction costs throughout its business; moreover, it tends to focus relentlessly on what it considers its core competencies, and it links with alliance, vendor and provider partners electronically to provide seamless full-service to customers without “owning” that capacity as integrated businesses have traditionally done.
The concept of an adoption curve, which describes the path to transformation to e-business, is useful because all industries are faced with adopting e-business strategies, which impact all business processes and add new ones. The speed and depth of their adoption of these new processes will largely drive their market position within the next few years.
In addition, the industry in which the enterprise competes has its own rate and stages of e-business adoption, and a good amount of the enterprise’s strategic advantage going forward will be driven by its rate adoption compared to the industry’s. Similarly, every person has an adoption curve.
Exploring the Communications Economics of Electronic Communities(top)
This brief explores the economic drivers behind Internet-oriented electronic communities as forums of communication and business activity. An electronic community is one in which people communicate via email, newsgroups or websites. For the purposes of this brief, we will assume that the community assembles people from disparate organizations, since it is that application that is often of the highest interest to Internet-enabled e-business strategies. In addition, this brief will concentrate its analysis the value of communities and electronic communications on two chief characteristics, digitization and asynchronicity. Prior to the analysis, it will briefly define and discuss electronic communities and why they are of such high interest to Internet-enabled e-business.
Using E-Business Strategies to Drive Value Chain Transformation(top)
E-Business offers a market changing opportunity to market-leading global enterprises whose function and viability is in large part driven by value chain and excellence in service strategies. These enterprises lead or occupy a key part of a value network through which they, along with the other members of the chain, provide end customers products.
Most value chains are rife with paper- and analog-dominated communications processes that represent very high transaction costs when compared with electronic digital processes. Exchanging the former for the latter, if managed correctly, sets off a complex chain of events for an enterprise that can drive it to lead its own transformation into an electronic enterprise.
The speed and degree to which an enterprise is electronic will enable it to execute more processes than its competitors and be connected to more networks: since e-business dramatically lowers transactional costs within the value chain, it can finance the enterprise’s rapid expansion. This may well drive the vast success of the few at the expense of the many: as intricate electronic networks are formed, selection factors will be driven in large measure by an enterprise’s e-business competence.
Using Websites to Transform Customer Relationships: a Website Life Cycle Model(top)
The growth of e-commerce is nothing short of phenomenal, and it shows no signs of abating. In fact, it only entered into the “Tornado Stage” only during the 1998 holiday season. Most websites have grown steadily since they were launched, both in size and in importance within their respective firms’ overall strategies. At the same time, most companies' experiences with their sites have been quite mixed: while most sites have produced marketing value in that they have reflected that their owners have been a "part of the phenomenon," the sites' track record for producing measurable business value has been spotty, a growing number of success stories notwithstanding.