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Collaboration in Enterprise 2.0 Finpro

David Coleman

Managing Director

Collaborative Strategies

October 25 2007

Section 1: Introduction and Definitions


Critical Definitions• Communication: a message is sent from

person A to person B, and receipt is acknowledged by person B

• Interaction: a message is sent from person A to person B, and receipt is acknowledged by person B, and person B sends a message back to person A in reply.

• Collaboration- multiple interactions between two or more people for some common goal


Collaborative Data Model

• All collaborative interactions have to incorporate one or more of these four data types:– Structured Data (database)– Unstructured Data (e-mail, documents, etc.)– Conversations (IM, threaded discussions, etc.)– Tasks (actions in a project)

4 Benefits of Collaboration

1. Saving time or money (tangible)

2. Increasing quality (tangible…but less so)

3. Innovating and/or providing decision support (tangible but less than quality)

4. Easing access to and interactions with subject-matter experts (intangible)


Holistic Approach to Collaboration


Evolution of the Web


Web 1.0 – Web 4.0: From Nova Spivak, Radar Networks & Mills Davis, Project 10x


Limitations of Today’s Solutions• E-mail- inefficient conversations

– Lots of copies – Lots of total disk space – No centralized place to search – Can be multiple copies, or different versions of documents– No central place to point to a message or attachment by links

• IM/Chat – – Not persistent, – Often not searchable, – EIM + IM Clouds (Yahoo, Google, Skype, MSN, etc.)

• Discussion forums – – Centralized conversations – Searchable


Limitations of Today’s Solutions• Blogs –

– Thread together multiple conversations of an individual – Give that person a web identity, – Can also be a discussion with comments

• Wikis- – Negotiate and integrate many views in a group, summary– Removes duplicates and obsolete content– Not good for off-line working

• Virtual Team Spaces – – Secure – Persistent– Some document management– Sometimes IM/presence

Comparison of Enterprise 1.0 and 2.0 Characteristics and Drivers


Enterprise 1.0 Enterprise 2.0 Drivers

Static content and web pages, focus on content

Dynamic content, focus on interaction

Consumer Web 2.0 and social networking tools

Messages pushed by e-Mail Information pulled through RSS feeds

Users want to personalize their information.

Content produced, and edited according to policy

Content from Blogs, Wikis and other participatory

User created content

Asynchronous interactions (e-mail) Synchronous interactions (IM, Chat and SMS)

Net Generation, growing up with computers

IT imposed control of technology Individuals use new technologies and create content

Situational applications, and IT backlog

Search and Browse for information Publish and subscribe to information feeds

Overwhelming amount of information available

Transactional oriented interactions Relationship oriented interactions Expertise discovery, cross organizational teams

Organizational Taxonomy Folksonomy Tagging of content for individual use

One application for everyone Individual and niche applications IT backlog and situational applications

Section 2: E 2.0 and Collaboration

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Stages of Evolution for Collaboration in the Enterprise

Stages of Adoption Collaborative Technology

Example Technology

Stage 1: Traditional Collaboration Telephone Face-to-face meetings E-mail

Stage 2: Specific Application Audio, video, and data conferencing

EIM, IM, Chat, and presence detection

Virtual team spaces

Stage 3: Collaborative Proliferation Multiple audio, video, and data conferencing tools

Yahoo!, MSN, AOL, Google, etc.

Groove, eRoom, WebOffice, etc.

Stage 4: Consolidation Standardize on SIP/Simple or XMPP

One client for all IM clouds

Common Virtual Team Space for everyone

Stage 5: Virtual Work Environment Standard tools in place

Integration with mobile environments

Standard desktop and Web interface for anyone

©2007 Collaborative Strategies

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1. Sales & marketing (proposal development)

2. Customer service/support (exception handling)

3. R&D (new product development)

4. Value network management/relationships with external organizations, DPM, and project management (exception handling)

5. Training (internal and external)

6. Decision support/crisis management

Critical Processes with Collaborative Leverage


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Financial Services

Healthcare/Pharmaceutical

Government

High Tech

Manufacturing

Education

Professional Services

Telecom

Based on research done inQ2, 2005 for CS’ RTC report

Top Verticals for Collaboration

Driving Collaboration into Industries



Finding Opportunities: Vertical & Process MatrixFinancialServices

Health,Pharma.

Govt. HighTech

Manu. Education Prof.Services

Telecom

Sales,Marketing

Proposal development

Proposal development

Customer Service or Support

Exception handling

R&D New service creation

Development of new molecules

New product creation

Value Network Management

RFP development and evaluation

Training Sales force education for new service

Doctors continuing education

Policy and process training

Decision Support, Crisis Mgt.

Deal leak damage control

Drug development resource priorities

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Today’s Buyers of Collaboration Technologies• Risk averse - want to know it works for others in their

organization or field• Technology neutral• Looking for a specific solution• Must fit with their current

infrastructure• Requires little or no training• Has an intuitive ROI

Changing Buyers of Collaboration


Collaboration 3.0• The semantic web

• Ability to transfer knowledge rather than information

• Immersive collaborative environments (audio and video conferencing in Second Life)

• Content expressed in a natural language

• A common standard (RDF) for websites to publish the relevant information in a more readily machine-process-able and integrate-able form

• Bots and Intelligent Agents

18©2007 Collaborative Strategies

ICE: Immersive Collaborative Environment

Qwaq Forums (Beta)-Persistent virtual workspace, -Drag-and-drop content. Based on Croquet (open source 3D development environment)


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Virtual Worlds – Second Life

Collaboration 3.0


Section 3: VTS, Social Networks, and Online Communities

Web 2.0 VTS tools

• Near-Time

• Huddle

• Clearspace

• Near-time

• Teamworkzone

• Central Desktop

• Nexo

• Collanos Workplace

• Openteams


http://book20.collaborate.com/join

http://www.huddle.net/

http://www.jivesoftware.com/

http://www.near-time.com/

http://www.teamworkzone.com/

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Collaboration 2.0 Virtual Team Spaces


Social Network and Community Tools• Q2Learning • iCohere• Affinity Circles• GroupMembersOnly• Collanos• Foldera• Leverage Software • Smallworldlabs• Social Platform • Web Crossing • CollectiveX • Me.com• Sparta Social Networks


Functions from Community tools• User Profiles

• Visual Targeted Matchmaking

• Expertise Discovery

• Community chat

• Integrated opinion polls

• Private messaging (IM)

• Blogs

• Wikis

• Quick connect

• Multimedia file sharing

• Customized notifications

• Tagging, tag clouds and social tagging

• Presence

• RSS feeds

• Discussion forums

• Group and role administration

• Integrated calendar management

• Rating and ranking of content

• Reputation engines

• Sponsorship and advertizing engines

• Community e-mail marketing

• Community activity reporting


Types of Communities

• Customer communities

• Media communities

• Internal/ enterprise communities

• Consumer communities

• Partner or channel communities

• Event communities

• Member communities©2007 Collaborative Strategies 26

Social Network - example


3 R’s Of Community

• From CommunityXperts:– Resources– Recruiting– Recognition


Section 4: Mashups: Opportunities for Situational Applications

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SaaS (Software as a Service)

• “By 2008, half of all software will be sold as a service.” (Gartner, May 2005)

• From client-server architecture to “Web native” app design

• From site licenses to “as-used” or fixed-fee subscription

• From customer-owned servers and staff to “Web hosted” deployment and support

“Self Service” Trend


“Self Service” Trend

• The end user understands their problem better then any vendor will, so why can’t they design, build and deploy the application (solution) for it.

• Don’t want to go to IT want to be their own “hero”, customize it for their situation

• Collaboration vendors starting to respond – – Open Xchange– eProject (6)– SiteScape v7– WooFu (online forms and database)– Qwaq (3D rooms for interaction)


Mash-up takes < day; Integration > day• John Musser’s Mashup Feed 2.63 mash-ups/day• Rafe Needleman estimates 7-10 mash-ups a day• Music Industry Term (DJ Plays 2 songs together)• Data/Content or programs combined in a new way

• Widgets: – “Embeddable chunks or reusable code. Widgets are also known as modules, snippets, and plug-ins. Widgets can be written in HTML, but also in JavaScript,

flash and other scripting languages that will be run when the page is called.”– WidgetBox.com– Snipperoo Widget Directory– Clearspring – Widget syndication– Sexy Widget (blog)

• Mash-up Backbones– Salesforce.com (AppExchange)– WebEx (now Cisco) Connect– OpenSam– IBM QED Wiki


Mash-ups: Background

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Mash-up Mechanics


Mash-up Continuum


Mash-up Ecosystem


Mash-ups and the Enterprise• Two types of Enterprise Applications

– ERP apps – serviced by IT

– Situational apps.• Reusable code

• Hosted

• May only be used temporarily

• Not a good ROI for IT/ application

• ROI for enterprise comes from hundreds of applications

• According to Gartner by 2010, 80% of enterprise applications will be mashups


Enterprise 2.0 Mash up Tools• Not a complete list

– IBM QEDWiki

– BEA Aqualogic Ensemble

– OpenSAM (ShareOffice)

– Yahoo Pipes

– Kapow (OpenKapow)

– Microsoft Popfly

– Dapper

– Datamashups.com

– Nexaweb Studio 2.4

• Grazr

• JackBe

• Near-Time

• Above All Studio

• Procession, Process Engine/Designer

• RatchetSoft, Rachet-X Studio

• RSSBus

• SAP Visual Composer

• Teqlo


Mash-up Questions

• How long did it take to build?• How useful is it? Does it fill a critical need?• How easy is it to use? Who will use it?• What is the cost or business model for the Mash-

up? How do I make $?• Are there any security issues? Where does the data

come from? Is it used outside the firewall?• Does it interact with an ERP application?


Section 5: Opportunities

Online Office Opportunities

• Online Office Tools– Central Desktop– WebOffice– InfoStreet– Contact Office


Talent 2.0 Opportunities

• “Fun” is important to Net Geners– Interviews in Second Life, more entertaining

and lower cost– Use of innovative technologies can help to

attract talent– E 2.0 Companies looking for new leaders; some

may be guild masters in WoW– Talent Pools: eLance, Odesk,


MyAdmin Opportunity

• Already services for virtual Accountants

• But not for Admins– Fragmented market, networks of admins– Most are not entrepeneurial– Network has to guarentee quality– Charge fee to admins, and transaction fee to

customers


What VC’s want• Low risk

– Have the product/service built– Have paying customers– Need $ for scaling up (sales/marketing)– Need to show big returns for the $

• Micro Investing ($100k - $250k)– First Round Capital– Bay Partners


Where VCs are investing

• Facebook applications

• Virtual Worlds companies

• Mobile and infrastructure plays

• Green technologies


David ColemanCollaborative Strategies

www.collaborate.com

“The Collaboration Blog”

415-282-9197

[email protected]

Collaboration 2.0:Technology and Best Practices for Successful

Collaboration in a Web 2.0 WorldBy David Coleman and Stewart Levine

Link to website of book:http://happyabout.info/collaboration2.0.php

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