Synaxon is one of the most interesting companies in Germany’s 2.0 landscape – at least in my eyes. I’ve been following them for years now – for various reasons:

  • they started a very tool-driven 2.0-approach years ago (while Coremedia these days started out with a value-driven one – and they didn’t succeed in transforming their company into a modern, 2.0 embracing entity, I guess many people would say an enterprise 2.0)
  • I like their CEO Frank Roebers with whom I’ve done a couple of interviews – all in  German though. He is a very analytic, focussed guy – absolutely willing to give up power for the best of the company – if he is convinced. 😉
  • They follow John Hagel‘s “Power of Pull”-advice and make “small steps wisely without loosing the big vision” – a big vision they truly have. I’ve ever seen a company with such a detailed and specific mission statement. Just recently the entire staff has re-written the old statement … the new one is just about being launched with the Synaxon Culture Book.
  •  The structure of the company itsself is somehow unique. Synaxon is Europe’s biggest IT-reseller (franchise-system) – on one hand. With its brands AKCENT, iTeam, MICROTREND and PC-SPEZIALIST it reaches 3 billion Euros total revenue/year. On the other hand Synaxon provides a huge range of special services for its partners and collaborates with them on different layers.

Next week they’ll have their first internal SynaxonBarcamp. And together with my dear colleague Dominik Wind I will moderate it. I am pretty curious to learn more about Synaxon and its staff – especially to experience and feel what I’ve only heard so far from Frank, Synaxon CEO.

Really looking forward to share this experience with all of them.

The range of topics is broad:

  • from HR development to customer care
  • what does it mean to be a SYNAXON partner?
  • Homeoffice – why is it a problem?
  • Quality in software design
  • Wikis vs. GoogleDocs
  • Standardization of services
  • Salaries
  • ….

And I am sure Dominik and I we’ll challenge their creativity in presenting their ideas and results at the end of the day – and even further important we’ll make sure that there is room and space to follow up and transfer these ideas into their future daily business.

And by the way I don’t think it’s normal that a CEO makes all these things public available, transparent …