I recently co-presented at a workshop on eDiscovery. Before I spoke about what enterprises are doing about exploding discovery costs and the fragmented solutions landscape, a very experienced corporate general counsel spoke to the IT-heavy audience. The theme of his presentation was "help a lawyer today." That's right CIOs and IT project managers - your legal team is not going to tell you how to handle eDiscovery. You are going to be responsible for effeciently and defensibly collecting information in response to regulatory and legal requests. In fact, legal is relying on your expertise in technologies to better manage information.
The moral of the story is that IT must take the leadership role in creating a formal, cross-functional team and process for managing eDiscovery. Don't fret - here's a few cheat sheets to get you started:
A while back I was invited to a very interesting presentation of some research going on in Sun Microsystems' labs. They were showing off a project called MPK 20. The name of the project is aligned with the naming of the buildings on their Menlo Park campus, MPK 1 - 19. MPK 20, the next building, will be completely virtual. Think of MPK 20 as a private, behind the firewall, version of Linden's Second Life. The idea is for Sun to provide a very rich area for remote workers to come together and collaborate. Their early vision is very much a virtual version of their physical workspace world. The question that occurred to me is, do we need to pursue this path of virtual workspaces?
Let's start with an assumption. The paradigm of bringing workers to a physical office is beginning to break down and it's only going to get worse. A few driving factors:
Carbon footprint. Organizations will be increasingly held accountable for the overall effect they have on the world. Asking workers to drive or fly to a physical location in order to do work that can be done virtually is undoubtedly the biggest contributing factor to overall carbon footprint for most organizations.
Competition for workers. If you require workers to come to an office every day, your hiring is constrained by the talent pool that is located within commute distance of your office. Would you rather have the best worker available in the world or the best worker within 30 miles of your office? Additionally, workers that commute from long distances are far more likely to become frustrated and leave.
At the end of May, Microsoft announced a project called Microsoft Surface. Microsoft Surface is a new, game-changing computing interface: a 30-inch display table that individuals or small groups can gather around and use collaboratively. The user interacts with Surface using natural hand gestures, touch, and physical objects placed on the surface. Here's a photo courtesy of Microsoft, but photos don't do Surface justice so check out the demo on Microsoft's Web site.
One of the great joys I have in working for Forrester is the opportunity to collaborate with my colleague Oliver Young on the future of Web 2.0. Oliver and I bring very different perspectives to the table and the final product is better as a result. Part of the reason for our difference in perspective is generational. I am a baby boomer (born between 1946 and 1964). Oliver is what Forrester calls a millennial (born between 1980 and 2000). Oddly enough we share a passion for Converse All-Stars. Mine was the result of seeing them worn by the late great Wilt Chamberlain. Oliver, no doubt, was influenced by some highly pierced and tattooed musician.
During a recent trip to Microsoft's headquarters in Redmond, Washington, I was treated to a tour of the company's Workplace Advantage showroom. Workplace Advantage is a Microsoft real estate and facilities management program “focused on empowering Microsoft’s employees by creating new work environments that foster innovation and productivity and that reflect the culture and position of Microsoft in the marketplace as a visionary technology leader,” according to the program’s glossy literature. Some highlights:
Imagine two gigantic mountains of money. On top of each sits a warrior that wants nothing more than to be sitting on a pile of money twice the size. One warrior, we'll call him Google, dominates the world of on-line search and advertising. The other, we'll call him Microsoft, dominates productivity software.What's the fastest way to double the size of your mountain? Simple, take the other guy's pile.
Google entered the world of enterprise productivity software earlier this year. While they continually claim that they don't compete with Microsoft and that their goal is to bring collaboration and productivity to currently under-served workers,it's hard to imagine that they aren't eyeing that big pile of money that Microsoft is sitting on. Afterall, all those free lunches in Google's cafeterias aren't really free. Google wants you to give up that software and information on your laptop and access it all from their data centers.
Google spokespeople continually repeat the mantra, "We understand the enterprise". While I believe that to be true, I also think that Google has a lot to prove before being taken seriously as an enterprise software vendor. If they really intend to try to get at Microsoft's pile of money, they are going to have to demonstrate that they understand security, privacy and reliability and all in the emerging software as a services (SaaS) model. They also have to prove that they have the stomach to take on Microsoft for the long haul. Let's be clear here, Microsoft is not fond of anyone putting their hands on their pile of money.
I’d like to hear what my colleagues out there think about the convergence of structured and unstructured data business intelligence. Here are the intersects as I see them. I see two types of BI paradigms emerging in the future:
Structured OLAP will continue to be just that – structured, as far as the process and UI are concerned. However, to become more effective, we will need to bring unstructured data into the analysis, in a way that is transparent to the end user. For example, as we are creating customer segmentation analysis for a marketing campaign, in addition to structured data such as customer demographics and prior buying behavior, we’d want to bring in comments hidden in customer email and voice mail requests. In an ideal environment, the OLAP engine will automatically match these emails to a customer dimension and quantify and qualify comments into star schema facts (number of requests) and dimensions (request types).
Combination of search and light-weight query used for ad-hoc research and analysis. Here, a familiar search text box should be the main UI, however, the engine should be smart enough to a) quantify and qualify unstructured results into facts and dimensions – a so called guided search, or b) recognize that the request is actually about data stored in a structured repository and automatically return search results via OLAP, cross tab or tabular report format.
It's Thursday night of Forrester IT Forum and I've had 19 formal one-on-one meetings with attendees so far, and talked with dozens of other people during meals and breaks and before and after presentations. There's something striking about these conversations, compared to years past. Pretty much every meeting I've had with non-vendor attendees has been about their organization's enterprise collaboration strategy or Information Workplace strategy — or their need to develop one. I've been speaking with information and knowledge management professionals with titles like CIO, VP Emerging Technology, Sr. Project Leader, Dir. Global Strategy and Architecture, and VP of Information Systems. They are coming to 1:1 meetings extremely well-prepared, armed with architecture diagrams, drafts of their collaboration strategy documents, and lists of carefully thought-through questions. What a difference from five years ago when common questions were, "What are other companies doing in the area of collaboration?" or "Which is a better team collaboration tool: eRoom or Groove?"