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The New York Times and Boston Scientific

This case study presents two companies, The New York Times, a publishing company and Boston Scientific, engaged in the field of medical equipment and health; that use information technology in different ways to foster innovation and maintain an edge in their respective industries. The New York Times used a shared service across nearly two dozen newspapers, a radio station and more than 50 web sites. Its role is to accelerate entry onto new platforms by identifying opportunities, conceptualizing, and prototyping ideas. They also partner with other companies such as Netflix to produce an interactive map that shows most popular Netflix rentals. New York Times have also been able to come up with other products like Times Widgets, and Time Wire.
Boston scientific on the other hand creates a machine Goldfire software that provides the right mix of openness and security for data to enable employees share information. The main goal is to have any engineer to be able to access the research of their colleagues. This is getting achieved without throwing security out the window.
Q1
According to Wikipedia, Shared services refers to the provision of a service by one part of an organization or group where that service had previously been found in more than one part of the organization or group. Shared services are dedicated units structured as centralized point of service and is focused on defined business functions. These are similar to collaboration which might take place between different organizations. New York Times faced with touch times decided to create a research and development group, in 2006 that operates as a shared service across nearly two dozen newspapers, a radio station, and more than 50 web sites. The main role is to accelerate entry onto new platforms by identifying opportunities, conceptualizing, and prototyping

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