General Motors
BP
Ford Motor Company
AstraZeneca
DaimlerChrysler
CNN
General Electric
US Senate
Credit Suisse First Boston
Volkswagen
Siemens
Philip Morris
Bloomberg
Verizon
Vodafone Omnitel
AT&T
FIAT
Nestle
General Dynamics
Hewlett Packard
ABN Amro
US Department of Commerce
MOL
Britvic Softdrinks
Swiss Army
3
UBS Warburg
AstraZeneca
Merrill Lynch
New York Stock Exchange
The Economist
France Telecom
AstraZeneca
Boeing
Lafarge
Philips
Safeway
People's Republic of China's
General Motors
Ministry of Agriculture
BBC
Nordea
Tesco
Pfizer
Philips
Sybase
Sprint
New York Life Insurance
Canon USA
Novell
Ericsson
Henkel
Ericsson
EDS
Philip Morris International
Royal & SunAlliance
Novartis
Lloyds
Credit Lyonnais
Sun Microsystems
British American Tobacco
Norsk Hydro
Macmillan Publishing
AstraZeneca
Skanska
AT&T
BAE Systems
Kodak
The Royal Mail Group
Hewlett Packard
Henkel
Sun Microsystems
Bank of Montreal
3
Danske Bank
AstraZeneca
BMW
Kronos Corporation
Fujitsu Technology Services
AstraZeneca
New York Life Insurance
Zurich Financial Services
Nestle
Hewlett Packard
Halliburton
BBC
Pfizer
Philips
Blue Cross/Blue Shield of Massachusetts
T-Mobile
Sun Microsystems
Channel 4 Corporation
VHA
Burges Salmon
Motorola
British Telecom
3
General Electric
Danske Bank
Ferrari
Deloitte & Touche
PA Consulting
US Army
UK Department of Trade & Industry
EMC Corporation
US Department of Commerce
Encana Corporation
IEEE
US Department of Defense
Hewitt Associates LLC
General Motors
HM Revenue & Customs
HEALTHvision
Paramount
Lexmark
US Department of Defense
JD Edwards
General Motors
Ingersoll-Rand
US State Department
Lloyds
PricewaterhouseCoopers
BP
Vodafone Omnitel
Nomura
US State Department
Lloyds
Reed Elsevier
Ingersoll-Rand
Dow Chemical Company
Siemens Power Generation
Texas Instruments
Forrester Research
Siemens
UK Department of Trade & Industry
McData
Wall Street Journal
Philips
Lloyds
NASA
The McGraw-Hill Companies
Nestle
SCA
Reuters
AstraZeneca
ITN
Credit Lyonnais
IBM NICA
General Motors
Forbes.com
Nissan North America, Inc.
Toyota Motor
The McGraw-Hill Companies
US State Department
Fox Sports
Society of Petroleum Engineers
US Department of Energy
European Commission
AstraZeneca
Sun Microsystems
Telecom Italia
Harrah's
AXA
Sybase
Napster
Ericsson
Oracle
Compuware
UK Department of Trade & Industry
Olympus
ARM
AT&T
BBC
Taylor & Francis
Federal Express
Nissan Motor
Milward Brown Precis
Federal Government of Canada
UK Home Office
BP
HM Revenue & Customs
3
Harvard Business School
Britvic Softdrinks
MOL
Macmillan Publishing
Allianz Life Insurance Co
BP
Swiss Army
Parliament of Singapore
VMS
3
Singapore Police Force
US State Department
Sony Music
Philips
GSA Advantage!
3
Nestle
Nestle
Kaiser Permanente
Stanford Business School
Siemens
Johns Hopkins
Wachovia
ABN Amro
Standard Life Insurance
Raytheon
Commerzbank
Allstate Insurance
State of Washington
Napa Valley County
Texas Department of Transportation
American HomePatient
TIBCO
Sharper Image
Xerox
Royal & SunAlliance
America Online
3
Lockheed Northrop Grumman
Dow Chemical Company
Draeger Medical
Sutter Health
T-Mobile
Kenyan AIDS Clinic
US Department of Defense
University of Washington
State of Minnesota
World Wildlife Fund
Autonomy Group Customers
 
Search & Retrieval
Analytics, Visualization & Taxonomy
Collaboration & Personalization

Functionality Content Rationalization | Collaboration and Expertise Networks | Social Technologies
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Collaboration and Expertise Networks (CEN)

Expertise is not easily identified and is even more difficult to manage on an ongoing basis, which leaves vast resources of tacit knowledge and experience untapped. There is growing recognition that access to these types of implicit information is critical to the efficient running of enterprise operations. For example, the employees of geographically dispersed organizations typically have difficulty in determining what others are doing and which resources can best address their problems. Failure to foster exchange within the knowledge community leads to duplication of effort and an overall reduction in productivity levels. Autonomy CEN builds communities of expertise to promote collaboration and fuel innovation. A key part of Web 2.0 technology, these social knowledge networks overcome situational myopia and bring experts together to establish congruent goals and increase productivity.

By forming a conceptual understanding of user interaction with information as it is consumed and created, Autonomy's technology identifies tacit knowledge automatically and in context. It builds a conceptual understanding of the relationships between experts and the content with which they interact, automatically clustering similar people and resources into related groups. Rapidly deployed, Autonomy CEN incorporates content from the array of existing collaboration tools inside the enterprise, from IM, wikis and workflow applications to team calendaring, each of which has its own incompatible proprietary expertise repository, non-uniform schema and distinctive interfaces. Whereas labor-intensive technologies and "point solutions" force the user to adapt to the technology by changing his or her behavior, Autonomy's implicit analysis ensures users remain on task with minimal cultural or behavioural change and virtually no training.

Expertise management is facilitated through:

Implicit Profiling: IDOL automatically recommends an expert based on a conceptual understanding of the content they consume and create across all data formats including email, IM, documents, online and even voice
Explicit Profiling: users have the ability to describe their own expertise using natural language free text as well as keywords. IDOL also leverages any metadata that has been assigned to experts either by themselves or by the administrator
Clustering: IDOL clusters disparate pieces of information automatically by concept, matching them to the conceptual profiles of experts in real-time in order to highlight crucial information and expertise resources
Alerting: staff can be alerted to new information and changing situations automatically, and be connected to a network of experts the instant new information arrives
Location-based Expertise Assignment: users can combine a conceptual search for experts with information such as geographic location, department and availability
Virtual Libraries: not all the data within the organization's information assets will play a significant role in key business decisions. IDOL leverages "collaborative feedback" to create libraries of the most useful information
Document Rating: users can rate content either positively or negatively, as well as add comments to content that exists within the organization, allowing the most widely used information to appear higher in the library rankings
Document Scaling: users can rate the usefulness of information with a sliding scale to influence IDOL's relevancy calculation
Visualization: Autonomy's spectrograph updates automatically and in real-time to reflect the changing relationships between experts and the available information assets over time, allowing management to plan and respond accordingly

Features

Personalization
Automated Implicit User Profiling
Automated Explicit User Profiling
Collaborative Feedback
Proactive Document Recommendation
Enterprise Performance Management
Expertise Location
Cross-device Profiling
Communities of Practice
Virtual Libraries
Alerting via email, Internet, SMS, mobile, etc
CEN Visualization

Benefits

Retain control of all business activities regardless of scale
Locate experts within the organization and enable them to collaborate
Build a culture of accountability
Eliminate the threat of communication breakdown and duplication of effort
React to changes more rapidly through timely delivery of relevant data
Identify knowledge gaps within the community
Integrate multiple collaboration tools and expertise repositories
Understand the knowledge community

This is a selection of our forthcoming events, please visit our seminars page for more information.

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This is a small selection of the Autonomy case studies available, please visit our publications site at http://publications.autonomy.com/ for more information.

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