Post on 26-Mar-2015
W’INcubate Talent for Leadership
Towards a New Agrifood System:
Methodologies and Tools for Business
Transformation
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
eAgrifood Lab: Vision/Mission
Vision
‘To be at the Cutting-Edge of the ICT
Driven Research and Education fields of
the Agrifood Domain’
MISSION:
Introduce innovative Internet-based models &
applications and support dynamic interchange of
information, ideas, techniques, services and products
to enhance the Agrifood value chain competitiveness.
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
‘On the level of basic research, eAgrifood lab activities are concentrated on
a strategic combination of Innovative business models of food industry with
new managerial approaches where the focus is on knowledge management
and technologies, learning and the dynamic capabilities developed within
and among food industry supply chain forming network approaches. The
dynamic interplay within and among firms is seen as crucial for
competitiveness and development of international and regional food
structures differences in industrial structure, employment and economic
growth.
Macro-scenarios and ICT
Dynamics in the Food Supply Chain
Macro-scenarios and ICT
Dynamics in the Food Supply Chain
Research Areas (1)
Knowledge management for the
Food Industry
Knowledge management for the
Food Industry
eLearning tools and solutions for Food Supply Chain
eLearning tools and solutions for Food Supply Chain
Three key Themes of Research:
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Macro-scenarios and ICT Dynamics
Knowledge management
eLearning
•Global Market Trends•Productive and Competitive statistics
•eReadiness Assessment•Competitive Scenarios
•Re-design of agribusiness supply chains processes and services
•eBusiness Models
•Analyzes of knowledge management practices •Conceptual knowledge modelling
•Architectures forknowledge-based services
•Knowledge portals
•Design customized eLearning systems•Identify learning needs of enterprises
•Design and develop eLearning modules •Analyze the use and efficiency of eLearning methods
•Economic, Social and cultural Challenges for e-learning
Research Areas (2)
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
“IT Doesn’t Matter”
As availability of IT has increased and its cost has decreased, information
technology has become a commodity.
“IT Doesn’t Matter” by Nicholas G. Carr, HBR At Large, May 2003
“It’s the combination of IT and innovation that helps
companies outpace rivals.”
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
The ApproachGuide Organizations toward a Change Management Approach
Change Management
Readiness for
Change
Performance Measure
DevelopBusiness and ICT Solutions
Enabling Change
Change Assessment
Change Implementation
Change Monitor&
Renew
Change Strategy
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Customer Value
Organizational
structure
Processes and
Technology
Culture Climate
Skills capabiliti
es
Critical Ind. Value Drivers
Industry Factors
CompetitiveForces
CooperativeForces
MacroEnvironment
Where to start?
Business Model
Environment Business •Assessment of
Internal business
•Assessment of external business’
environment•eReadiness assessment
•Future Trends
OpportunitiesThreats
Readiness for Change Readiness for Change
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Framework and Variables for An Agribusiness Observatory
eBusiness readiness and adaptation
Global market change,
competitive scenarios,
statistical trends and patterns
Monitoring Customer trends and patterns
Analisi Agrifood Supply Chain
of
Mororcoo/Tunisia/Lebanon
Benchmarking of
Food Digital Marketplaces
eBusiness models for
SME Food Companies
Analyze Knowledge
Management practices
State of the art of
Digital Marketplaces
ResearchOn
Readiness
Readiness for Change Readiness for Change
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Organizational Change
People
Enabling ChangeEnabling Change
Process
Technology
Relationship Culture
•Skills and capablities •Human resource readiness to change •Balance supply and demand of skills•Exploit and explore new capabilities •Resistance to change
•Current process performance•Definition of new processes •Definition of interrelations•Identification of problms/drawbacks•Process decomposition and redesign
•Current technology use•Technology improvement•Definition of new tech to introduce•Definition of necessary conditions
•Organizational beliefs and values•Leadership and Management style •People values and beliefs
•Relationships structure•Communication and information flow•Internal Relationals•External Relations
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
DELIVER SCENARIO STUDIES,
BENCHMARKING AND BEST PRACTICES
AWARENESS PROGRAM
BUSINESS CASE AND PILOT CASE
EDUCATION PROGRAMS WORKSHOPS AND CONFERENCES
DESIGN OF NEW BUSINESS MODELS
Prepare the Change
Enabling ChangeEnabling Change
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Enabling Change: Business Engineering Methodology
The Business Engineering Methodology is aimed at supporting different levels of business transformation through a purposefully designed, comprehensive and structured framework and a set of software tools enabling either the optimization of business processes or the design of radically new process models.
The Business Engineering Methodology is aimed at supporting different levels of business transformation through a purposefully designed, comprehensive and structured framework and a set of software tools enabling either the optimization of business processes or the design of radically new process models.
Defined in a collaborative research project carried on with:
Applied and validated in a case study sponsored by:
Used in three master editions organized by:
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Phases and Components
Change Readiness Assessmen
t
Change Readiness Assessmen
t
Change Strategy Design
Change Strategy Design
Change Scenarios
Generation
Change Scenarios
Generation
Change Implementation Guidelines
Change Implementation Guidelines
Month N Month N+5
#1 #2 #3 #4
ICT endowment/skillsICT endowment/skills
IT Solutions RequirementsIT Solutions Requirements
Organizational MechanismsOrganizational Mechanisms
Information &
Requirements
Collection
Information &
Requirements
Collection
#0
Process FocusProcess Focus
Technology/Solutions FocusTechnology/Solutions Focus
Objective/MetricsObjective/Metrics
As is ProcessesAs is Processes
Digital Organization PracticesDigital Organization Practices
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Information & Requirements Collection: Why and How?
Why… Why… because the understanding of which because the understanding of which processes to focus, the actual/potential enabling processes to focus, the actual/potential enabling tools/solutions to apply and how the process tools/solutions to apply and how the process works/perform currently, allows to identify where works/perform currently, allows to identify where the inefficiencies and missed opportunities stay the inefficiencies and missed opportunities stay mostly and to tune the redesign actions accordingly.mostly and to tune the redesign actions accordingly.
Why… Why… because the understanding of which because the understanding of which processes to focus, the actual/potential enabling processes to focus, the actual/potential enabling tools/solutions to apply and how the process tools/solutions to apply and how the process works/perform currently, allows to identify where works/perform currently, allows to identify where the inefficiencies and missed opportunities stay the inefficiencies and missed opportunities stay mostly and to tune the redesign actions accordingly.mostly and to tune the redesign actions accordingly.
How… How… through the collection of basic through the collection of basic information related to the key processes to information related to the key processes to change/optimize (sub-activities, specializations, change/optimize (sub-activities, specializations, potential causes of failures/delay, metrics) and thepotential causes of failures/delay, metrics) and thefeatures/benefits of the enabling tools and solutions.features/benefits of the enabling tools and solutions.
How… How… through the collection of basic through the collection of basic information related to the key processes to information related to the key processes to change/optimize (sub-activities, specializations, change/optimize (sub-activities, specializations, potential causes of failures/delay, metrics) and thepotential causes of failures/delay, metrics) and thefeatures/benefits of the enabling tools and solutions.features/benefits of the enabling tools and solutions.
Process FocusProcess Focus
Technology/Solutions FocusTechnology/Solutions Focus
Objective/MetricsObjective/Metrics
As is ProcessAs is Process
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Why… Why… because the assessment of the level of endowment/skills and because the assessment of the level of endowment/skills and willingness/awareness to change allows to evaluate if and how much a willingness/awareness to change allows to evaluate if and how much a company/business unite is prepared to experience a transformation from a company/business unite is prepared to experience a transformation from a traditional to a digital organization and to tune the change strategy traditional to a digital organization and to tune the change strategy accordingly.accordingly.
Why… Why… because the assessment of the level of endowment/skills and because the assessment of the level of endowment/skills and willingness/awareness to change allows to evaluate if and how much a willingness/awareness to change allows to evaluate if and how much a company/business unite is prepared to experience a transformation from a company/business unite is prepared to experience a transformation from a traditional to a digital organization and to tune the change strategy traditional to a digital organization and to tune the change strategy accordingly.accordingly.
Change Readiness Assessment: Why and How?
How… How… through the design and through the design and submission of a structured questionnairesubmission of a structured questionnaire to to managers in order to capture either punctual managers in order to capture either punctual data and personal opinions related to the data and personal opinions related to the critical aspects of critical aspects of change readiness change readiness of their of their companies/business unitscompanies/business units
How… How… through the design and through the design and submission of a structured questionnairesubmission of a structured questionnaire to to managers in order to capture either punctual managers in order to capture either punctual data and personal opinions related to the data and personal opinions related to the critical aspects of critical aspects of change readiness change readiness of their of their companies/business unitscompanies/business units
0,00,51,01,52,02,53,03,54,0
Use
of th
e In
tern
et
Ope
n Acc
ess
to Inf
o
Cor
pora
te C
ultu
re
Dis
trib
uted
Dec
isio
n-M
akin
g
Use
of e-
busi
ness
Syst
ems
Use
of DSS
Use
of M
obile
tech
nolo
gies
Inve
stm
ent in
Hum
anCap
ital
Stra
tegi
c fo
cusi
ng
Link
Perf
orm
ance
/Inc
entiv
es
Practice
Valu
e (
0/4
)
ICT endowment/skillsICT endowment/skills
Digital Organization PracticesDigital Organization Practices
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
2-Current Processes Analysis
6-Stakeholders’ Evaluation
1-Start-up
5-Transition Analysis
4-System Interactions
3-Target Processes Analysis
Change Strategy Design: Why and How?
Why… Why… because the implementation of redesign because the implementation of redesign requires a preliminary identification of where change is requires a preliminary identification of where change is more feasible (to create the success story) and so which more feasible (to create the success story) and so which processes/practices to be changed first and with which processes/practices to be changed first and with which extent and the level of stakeholders support on which to extent and the level of stakeholders support on which to rely…rely…
Why… Why… because the implementation of redesign because the implementation of redesign requires a preliminary identification of where change is requires a preliminary identification of where change is more feasible (to create the success story) and so which more feasible (to create the success story) and so which processes/practices to be changed first and with which processes/practices to be changed first and with which extent and the level of stakeholders support on which to extent and the level of stakeholders support on which to rely…rely…
How… How… through the Matrix of Change supported by a through the Matrix of Change supported by a specific best practices knowledge base that allow to define specific best practices knowledge base that allow to define and visualize the current and target status and to assess and visualize the current and target status and to assess their stability level and the difficulty of transition from the their stability level and the difficulty of transition from the old to the new, as well as the identification of old to the new, as well as the identification of tools/solutions to enable the new process….tools/solutions to enable the new process….
How… How… through the Matrix of Change supported by a through the Matrix of Change supported by a specific best practices knowledge base that allow to define specific best practices knowledge base that allow to define and visualize the current and target status and to assess and visualize the current and target status and to assess their stability level and the difficulty of transition from the their stability level and the difficulty of transition from the old to the new, as well as the identification of old to the new, as well as the identification of tools/solutions to enable the new process….tools/solutions to enable the new process….
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
The existing practices are strongly affected by the
traditional culture of the farm that brings to an experienced-based
approach.
The owners identified these characteristics, together with
the strong local perspective, as the main
reasons of the ineffectiveness of the farm’s activities.
An Application in the Agrifood Context
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Among the main objectives
of the BPR intervention there are the joining to a
eMarketplace and a wider size of the
market.
Another important
innovation is represented by
the implementation of a planning
approach, currently
ignored by the farm.
An Application in the Agrifood Context
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Designing the required
transition, the analysis outlines
some specific lines of
interaction related to a
radical change in the culture
and to the introduction of a planning phase in the activities of
the farm.
Notice that the table stresses the importance of the
current way of production in
developing some practices of the “quality goal”.
An Application in the Agrifood Context
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
The evaluation of the practices have been performed by the present owner of the firm.
• existing practices: notice a general willingness to the change, in particular about the local perspective and the traditional approach;
• targeted practices: notice the relevance for the farmers of the efficiency goals (diversification, cost reduction and unsold problem)
An Application in the Agrifood Context
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Why… Why… because the implementation of change should be based on the because the implementation of change should be based on the definition of different (alternative) paths evaluated according to definition of different (alternative) paths evaluated according to organizational expectations and needs.organizational expectations and needs.
Why… Why… because the implementation of change should be based on the because the implementation of change should be based on the definition of different (alternative) paths evaluated according to definition of different (alternative) paths evaluated according to organizational expectations and needs.organizational expectations and needs.
How… How… through the application of the redesign-native, innovative and through the application of the redesign-native, innovative and structured methodology of the Process Handbook and the software tools structured methodology of the Process Handbook and the software tools supporting the application of the methodology itself.supporting the application of the methodology itself.
How… How… through the application of the redesign-native, innovative and through the application of the redesign-native, innovative and structured methodology of the Process Handbook and the software tools structured methodology of the Process Handbook and the software tools supporting the application of the methodology itself.supporting the application of the methodology itself.
Change Scenarios Generation: Why and How?
Process Deep StructureProcess Deep Structure
Alternative scenariosAlternative scenarios
EvaluationEvaluation
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Change Scenarios Generation: Outcomes
A - get/define customer
requirements
A - get/define customer
requirements
B - check scheduling and
availability
B - check scheduling and
availability
C - enter customer data
C - enter customer data D - close bookingD - close booking E - receive
paymentE - receive payment
Get requirements directly
Get requirements directly Check by GDSCheck by GDS
Enter data by web format
filling
Enter data by web format
filling
Close booking by mail
Close booking by mail
Receive payment by credit card
Receive payment by credit card
Get requirements by phone
Get requirements by phone Check on the webCheck on the web Enter data by
phone callEnter data by
phone callClose booking by
phoneClose booking by
phoneReceive cash
paymentReceive cash
payment
Get requirements by the web
Get requirements by the web
Enter data by customer code*Enter data by
customer code*
Close booking via system
registration
Close booking via system
registration
Close booking via fax
Close booking via fax
*hypothesis of frequent customer
Metrics Cluster # Metric Tradit. Model New Models
Dimension
1 Throughput time (minutes) 27’30’’ +
2 Resources (n) 1 -
3 Process parts (n) 6 +
Cost3 Total cost (euros) 42 +
4 Cost per resource (euros) 31 -
Value 5Customer value (n of key
parts) 1 +
The strategic comparison of process models/redesign scenarios can be based on a set of cost, dimension and value-oriented process metrics. The PH provides a powerful tool called trade-off matrix that allows to assess the strengths and weaknesses of the different process configuration in terms of pre-defined attributes (qualitative/quantitative).
The strategic comparison of process models/redesign scenarios can be based on a set of cost, dimension and value-oriented process metrics. The PH provides a powerful tool called trade-off matrix that allows to assess the strengths and weaknesses of the different process configuration in terms of pre-defined attributes (qualitative/quantitative).
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
New business models 1
Collaboration tools2
eBusiness Solutions3
Knowledge Management Services 4
Relationships Management Solutions and Tools 5
Develop Business and ICT SolutionsDevelop Business and ICT Solutions
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Business and ICT
Solutions
Business and ICT SolutionsBusiness and ICT Solutions
E-Business solutions (B2B)
Knowledge Mngm Services Process Redesign
with MIT Process Handbook
Change Pathway Through the Matrix of
Change
Virtual Community for
collaboration
eLS
Learning repository
LCMS
Authoring tools
Content manager
LMS
Reporting/ certification
tools
CDS
Collaboration mediator
Content delivery tools
Evaluation tools
Course manager E-market place
CRM
E-business services
SRM SCM
ERP BI
Auction
Logistics
E-catalogue
transaction
Trust ranking
Consulting
Insurance
Transaction repository
AS
IS
Monitoring tools
User/role manager
Users repository
KMS
Discovery services
Ricerca(semantica
e sintattica)
Knowledge base
Push tools
Paginegialle
Publication services
Indicizzatore
Crawler
Document Workflow
Query tool
Osservatorio
Osservatoriorepository
E-business/Marketplace
Collaboration services Chat
Forum tematicimediati
e-mailVirtual
classroomVideo/audio conferenza
Calendario
Help/FAQ
Info Product
Personalizzazione
Osservatorio
Mappa Sito
Registrazione
Contact us
Link
Quotazioni
News
Serv. Mateo
About us
Elenco Aziende
Multilingua
eLS
Learning repository
LCMS
Authoring tools
Content manager
LCMS
Authoring tools
Content manager
LMS
Reporting/ certification
tools
CDS
Collaboration mediator
Content delivery tools
Evaluation tools
Course manager E-market place
CRM
E-business services
SRM SCM
ERP BI
Auction
Logistics
E-catalogue
transaction
Trust ranking
Consulting
Insurance
Transaction repository
E-market place
CRM
E-business services
SRM SCM
ERP BI
CRM
E-business services
SRM SCM
ERP BI
Auction
Logistics
E-catalogue
transaction
E-catalogue
transaction
Trust ranking
Consulting
Trust ranking
Consulting
Insurance
Transaction repository
AS
IS
Monitoring tools
User/role manager
Users repository
KMS
Discovery services
Ricerca(semantica
e sintattica)
Knowledge base
Push tools
Paginegialle
Publication services
Indicizzatore
Crawler
Document Workflow
Query tool
Osservatorio
Osservatoriorepository
E-business/Marketplace
Collaboration services Chat
Forum tematicimediati
e-mailVirtual
classroomVideo/audio conferenza
Collaboration services Chat
Forum tematicimediati
e-mailVirtual
classroomVideo/audio conferenza
Calendario
Help/FAQ
Info Product
Calendario
Help/FAQ
Info Product
Personalizzazione
Osservatorio
Mappa Sito
Personalizzazione
Osservatorio
Mappa Sito
Registrazione
Contact us
Link
Registrazione
Contact us
Link
Quotazioni
News
Serv. Mateo
Quotazioni
News
Serv. Mateo
About us
Elenco Aziende
Multilingua
About us
Elenco Aziende
Multilingua
Digital Marketplace
Direct Accommodation e-booking Process Parts
Connect to theWebsite
Search e-Bookings
Identify BookingItems
Check AvailabilityReceive Booking
RequestConfirm Booking
Connect to theprovider Website
Connect to anIntermediary Website
Connect to TravelCompany Website
Connect to a DMSWebsite
Browse WebsiteDirectory
Multi-Criteria SearchEngine
Combined Search:between browsing and
search engine
Choose from a List
List Items by Directory
List Items by SearchCriteria
List Items by SearchPreferences
Check Dynamically
Check in Real time onSupplier System
Batch AvailabilityCheck
Request Check viaEmail
Online Request
Email Request
Phone Request
Fax Request
Dynamically
By SMS
By Email
By Fax
CombinedConfirmation
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Evaluate the process1
Evaluate the satisfaction level of stakeholders2
Measure Key business indicators3
Review & Evaluate performance metrics4
Assess needs for future change5
Continuous Improvement6
Performance Measurement Performance Measurement
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
Keys to Change Management SUCCESS
Optimization
Optimization
FlexibilityFlexibility
NetworksNetworks
SpeedSpeed VisibilityVisibility
Collaboration
Collaboration
Business
Model
Processes and Technology
Culture, Climate, and Capabilities
Decisio
n
Makin
g
and
Info
rmatio
nValu
e
Netw
ork
and
Allia
nce
s
Physica
l
and
Inte
llectu
al
Asse
ts Org
aniz
ati
on a
nd
Legal
Str
uct
ure
InnovationInnovation
Enabling TechnologiesEnabling Technologies
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
eLS
Learning repository
LCMS
Authoring tools
Content manager
LMS
Reporting/ certification
tools
CDS
Collaboration mediator
Content delivery tools
Evaluation tools
Course manager E-market place
CRM
E-business services
SRM SCM
ERP BI
Auction
Logistics
E-catalogue
transaction
Trust ranking
Consulting
Insurance
Transaction repository
AS
IS
Monitoring tools
User/role manager
Users repository
KMS
Discovery services
Ricerca(semantica
e sintattica)
Knowledge base
Push tools
Paginegialle
Publication services
Indicizzatore
Crawler
Document Workflow
Query tool
Osservatorio
Osservatoriorepository
E-business/Marketplace
Collaboration services Chat
Forum tematicimediati
e-mailVirtual
classroomVideo/audio conferenza
Calendario
Help/FAQ
Info Product
Personalizzazione
Osservatorio
Mappa Sito
Registrazione
Contact us
Link
Quotazioni
News
Serv. Mateo
About us
Elenco Aziende
Multilingua
eLS
Learning repository
LCMS
Authoring tools
Content manager
LCMS
Authoring tools
Content manager
LMS
Reporting/ certification
tools
CDS
Collaboration mediator
Content delivery tools
Evaluation tools
Course manager E-market place
CRM
E-business services
SRM SCM
ERP BI
Auction
Logistics
E-catalogue
transaction
Trust ranking
Consulting
Insurance
Transaction repository
E-market place
CRM
E-business services
SRM SCM
ERP BI
CRM
E-business services
SRM SCM
ERP BI
Auction
Logistics
E-catalogue
transaction
E-catalogue
transaction
Trust ranking
Consulting
Trust ranking
Consulting
Insurance
Transaction repository
AS
IS
Monitoring tools
User/role manager
Users repository
KMS
Discovery services
Ricerca(semantica
e sintattica)
Knowledge base
Push tools
Paginegialle
Publication services
Indicizzatore
Crawler
Document Workflow
Query tool
Osservatorio
Osservatoriorepository
E-business/Marketplace
Collaboration services Chat
Forum tematicimediati
e-mailVirtual
classroomVideo/audio conferenza
Collaboration services Chat
Forum tematicimediati
e-mailVirtual
classroomVideo/audio conferenza
Calendario
Help/FAQ
Info Product
Calendario
Help/FAQ
Info Product
Personalizzazione
Osservatorio
Mappa Sito
Personalizzazione
Osservatorio
Mappa Sito
Registrazione
Contact us
Link
Registrazione
Contact us
Link
Quotazioni
News
Serv. Mateo
Quotazioni
News
Serv. Mateo
About us
Elenco Aziende
Multilingua
About us
Elenco Aziende
Multilingua
eMarketplace
W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata
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