Social networking is hot, and it’s smart to think about how your organization might use it to generate benefit equal to the market hype. As you develop your social technology strategy, it’s particularly important to steer clear of a fallacy of thought that often creeps into technology strategies for enterprise communication and collaboration.
Oftentimes, an enterprise social strategy, like enterprise collaboration strategies before them, will have among its goals a phrase suggesting that the technology should “change the way people communicate.” Superficially, this phrase may accurately describe part of the effect, but at a more fundamental level, it violates a very important change management principle. To make my point, I’ll back up and start with a little history.
I used to communicate via paper memos and phone calls, but it was cumbersome and time-consuming. Email has come to replace much of that. So, the “way I communicate” has changed, right? On the face of it, yes, but, looking more closely, not really, at least not at first. Compared to my “before email” days, I still communicate the same types of things with the same kinds of people — only email made these communications easier (for the most part). I started using email because (1) it could improve the existing way I communicated and (2) it fit my work and life context — it was just a new program to use on my handy desktop PC. Once email became part of my context, I realized that I could use it for communications that were too costly before. At this point, it did, to a degree, change the way I communicate.
It's important sometimes to step back from the obvious trends and look at things that lie just beyond the light. So in addition to the clear trends in play: mobilizing the entire collaboration toolkit, moving collaboration services to the cloud (often in support of mobile work); and consolidating collaboration workloads onto a full-featured collaboration platform, here are six counterintuitive trends for 2011 (for more detail and an analysis of what content & collaboration professionals should do, please read the full report available to Forrester clients or by credit card):
Consumerization gets board-level approval. Consumerization is inevitable; your response is not. In 2011, tackle this head on. (And read our book, Empowered, while you're at it -- it has a recipe for business success in the empowered era, a world in which customers and employees have power.)
The email inbox gets even more important. I know the established wisdom is for email to get less relevant as Gen Y tweets their way to business collaboration. But come on, look at all the drivers of email: feeds from social media, universal, pervasive on any device. Email's here to stay. But it's time to reinvent the inbox. IBM and Google are leading this charge.
The cloud cements its role as the place for collaboration innovation. The cloud is better for mobile, telework, and distributed organizations. And cloud collaboration services will get better faster than on-premise alternatives. Full stop. The math isn't hard to do. A quarterly product release cycle beats four-year upgrade cycles and every time.
I've always liked the approach Dimdim took in offering web conferencing services. The pillars of the business model, which I profiled last year, were lean operations, smart viral marketing and technology partnerships with larger companies like Novell and Nortel CVAS. The technology they built emphasized ease of use, providing an audio/video/web conferencing experience through the browser, allowing information workers access to a web meeting regardless of the device or operating system they were using. So it was not surprising when software vendors looking for conferencing capabilities started sniffing around Dimdim as an acquisition target. It was even less surprising when Salesforce.com picked up the company for $31 million yesterday.
For Salesforce, this was a straight technology acquisition, as evidenced by the seemingly near total shutdown of Dimdim's website: Monthly accounts cease on March 15 and annual accounts will be allowed to complete their term but will not be able to renew. While the rapid sunsetting of the Dimdim brand probably won't make Salesforce any friends in the Dimdim user base -- reportedly north of 5 million -- it should provide some interesting new services for Salesforce CRM and Force.com customers. Why? Dimdim's real-time communications technology fleshes out the collaboration story Salesforce began with its social offering, Chatter, last year. This blending of tools will boost the collaborative power of some key Chatter features:
No need to revisit the success of iPad. The millions of units sold since April speaks for itself. While most of these have been purchased at retail, many buyers use their tablets for work, often sponsored or supported by an enlightened IT organization. 2011 will be a big year for iPad in the enterprise.
But what about the countless number of tablets from other manufacturers? These anything-but-iPad (ABi) tablets promise enticing characteristics that Content & Collaboration professionals cherish, things like Flash media support, enterprise app stores, and sometimes greatly enhanced security (as RIM’s Playbook will have) or deep links to the unified communications infrastructure (as Cisco’s Cius will have) or full Microsoft Office support (as HP’s Slate will have).
How will these ABi tablets fare in the enterprise in 2011? Fair to partly cloudy, I fear. Three gating factors will slow enterprise adoption:
Many ABI tablets and particularly those from RIM and Cisco and HP will be sold primarily to companies. So in a world of smartphone and tablet consumerization where employees bring personal devices to work, the leading ABi business tablets are being sold through the enterprise door. This will slow down adoption as IT buyers find the budget and evaluate the alternatives. In contrast, iPad is available to consumers as well as directly to businesses. So IT can at least temporarily sidestep the issues of funding and data plan provisioning while developing a tablet strategy. It’s an easier business case to make in 2011. Of course, other Android tablets are available to consumers and will come in through the employee door.
First, let me wish you a Happy New Year. If you're like me, a new year inevitably brings about reflection on the previous year: things accomplished, things left to accomplish, and things that caught our attention. In that latter category, the thing that really caught my attention in 2010 was the emergence of WikiLeaks. As an analyst who covers enterprise collaboration topics -- including enterprise use of social software -- it's a fascinating subject: On one hand you have a platform for disseminating government and private-sector information to the public, and on the other, you have a forum that advertises itself as publishing information organizations would prefer stay behind their firewalls. For the Content & Collaboration (C&C) professionals I serve, that second point is troubling. Allowing information to flow freely within the organization is the mantra of many C&C pros looking to make their businesses more efficient and competitive in this 21st century global business environment. But this is a difficult sell in a WikiLeaks world where, as demonstrated with the disclosures made last year, a low-level employee with access to connected systems can provide sensitive information to a third party. In 2011, Julian Assange's outfit is promising a new round of document publication, this time from a major American bank (rumored to be Bank of America), which makes the question of information freedom more acute for C&C pros: Is collaborative information sharing really possible?
Customers already use social technologies to wrest power away from large corporations. Now employees are adapting social technologies in pursuit of innovations to support these empowered customers; Forrester calls these employees HEROes (highly empowered and resourceful operatives). By designing social technologies as part of their Innovation Networks, CIOs and their IT teams help establish new Social Innovation Networks — innovation ecosystems employing social technologies to enhance HEROes' innovations. These Social Innovation Networks help drive faster, more effective innovation across the enterprise. And CIOs must rise to the challenge of nurturing and developing these networks while structuring their IT teams to fully support them.
With about 41,000 attendees, 1,800 sessions, and a whooping 63,000-plus slides, Oracle OpenWorld 2010 (September 19-23) in San Francisco was certainly a mega event with more information than one could possibly digest or even collect in a week. While the main takeaway for every attendee depends, of course, on the individual’s area of interest, there was a strong focus this year on hardware due to the Sun Microsystems acquisition. I’m a strong believer in the integration story of “Hardware and Software. Engineered to Work Together.” and really liked the Iron Man 2 show-off all around the event; but, because I’m an application guy, the biggest part of the story, including the launch of Oracle Exalogic Elastic Cloud, was a bit lost on me. And the fact that Larry Ellison basically repeated the same story in his two keynotes didn’t really resonate with me — until he came to what I was most interested in: Oracle Fusion Applications!
For those of us who following the collaboration software space, video in business has been a hot topic: We have seen year-over-year growth in videoconferencing implementations, a majority of businesses are interested in or implementing video streaming technology, and the emergence of vendors offering "YouTube for the enterprise" services that allow information workers to create and share business-related videos. What's driving all of this interest in video? From a business leader perspective, you could argue that video enables more efficient and effective communication and collaboration for increasingly distributed workforces. For rank-and-file information workers, exposure to consumer services like Skype, Facetime (the video chat capability on Apple's iPhone) and YouTube have made them comfortable with the idea of video communications, which brings me to the subject of this blog post: how is desktop videoconferencing -- communications via a video unit on the desk like a Webcam -- being adopted by businesspeople?
In our most recent survey of information workers (those who use a computer to do their job), we find that while 29% of workers use videoconferencing technology, only 15% have access to desktop video technology. The bulk of those using this tool are not the rank-and-file, but the managers and executives who have historically been the users of videoconferencing services. Considering the increasing acceptance of this more personal form of video in the consumer realm, these light adoption numbers raise the question about how this technology can spread throughout businesses. I'm currently working on a report on this very topic and I'm interested in hearing from you. Has desktop videoconferencing found its way into your business? If so, who led the charge and what was the rationale? If not, what is hindering implementation and adoption?
iPad has exploded onto the scene. Who could have imagined that a tablet (a category introduced in 2001) would capture the imagination of employees and IT alike? But it did, and it's kicked off an arms race for smart mobile devices. Every day, a new tablet appears: Cisco Cius, Dell Streak, Samsung Galaxy Tab, RIM PlayBook, HP Windows 7 Tablet, the list goes on. These post-PC devices will find a place in your company, but where?
We've had over 200 conversations with IT customers about iPads and other tablets since January. The interest is incredible. And IT is ahead of the curve on this one, determined not to be playing catchup as happened with employee and executive demand for iPhones. We talk to people every day who are deploying iPads in pilots or experiments.
In a new report for Forrester clients, we categorize the ways in which we see tablets entering the workplace:
Displace laptops. This is the classic executive and mobile professional scenario. While it will be some time before tablets replace laptops completely, iPads have proven their value in meeting rooms, on the go, and of course as personal devices. But for now, it means tablets are a third device alongside smartphones and laptops.
Replace clipboards and other paper. This is the scenario for a construction manager using an application by Vela Systems whocan now carry an iPad instead of a tube full of construction drawings. It also applies to clinical testing in the pharma industry, facilities inspections by quality assurance pros, and insurance brokers writing business out in the field.
Recently, I published a report about a small software-as-a-service (SaaS) vendor, Dimdim, which is having success in the crowded Web conferencing market. Like many small vendors, Dimdim provides a free service tier, generously allowing up to 20 participants into the free meeting, to help drum up business. The report, though, did not simply highlight the number of users that Dimdim has captured in four short years of existence -- over 5 million -- but also its success in attracting partners like Intuit, Novell and Nortel CVAS. Why? For new vendors entering crowded markets, attracting partners is vital for two reasons:
Partners open doors to new markets. In crowded markets, incumbent vendors and new entrants jostle to serve customer needs. For the new entrants, the customers that can be wrangled through media hype and analyst buzz is minimal. Mass appeal comes from firms with strong working relationships with a range of buyers in a number of markets -- e.g., oil & gas, healthcare, government -- embracing a small vendor's offering and introducing it to their clients.