Posts Tagged ‘collaboration software’

Event Report: The Evolution And Maturation of @Tibbr at #Tucon2013, the Tibco User Conference

tibbr Continues To Show Momentum In Customer Adoption And Addition Of Key Enterprise Social Features

On October 14th to 17th 2013, the Tibbr enterprise social crowd mingled with the core Tibco faithful at this year’s TUCON 2013 user conference in Las Vegas.  (An analysis of the broader Tibco announcements can be found from my colleague Holger Mueller).  While the Tibbr team continues to build synergies with the core Tibco offering in Big Data, Events, Integration, and BPM, the Tibbr team also made key announcements that include:

  • tibbr crosses the 6.5M users adoption mark. The team announced paid user growth from 1.2M to 6.5M in over a year.  Distribution partnerships with Amazon Web Services (AWS), KPN, and T-Systems highlight future opportunities for growth.

    POV:
    The team’s partnerships and geographic expansion in Latin America and EMEA have paid off. With an entry point of $12 per user per month, 6.5M users represents a sizable growth in subscriber base, even after enterprise wide discounting.  Given the virality of successful enterprise social networks (ESN), tibbr could prove to be a key cross-sell lead gen for the rest of Tibco’s products.
  • tibbr Files and partnership with Huddle. tibbr Files allows customers to integrate with existing content and file systems such as Box, Dropbox, Google Drive, Huddle, and SharePoint.  Users can access tibbr to view conversations, work on files, and collaborate through the tibbr interface.  the tibbr team announced its partnership with Huddle at Tucon 2013.

    Point of View (POV):
    Customers have been clamoring for more out of the box integration options to unify content repositories.  The partnership with Huddle is crucial for organizations that rely on Huddle’s security mechanisms.  In tibbr, users retain their security, permissions, and versions when accessing Huddle’s files.
  • tibbr Tasks. tibbr Tasks provides social task management capabilities.  Users can create tasks in process, track and update tasks via social channels, and manage a visual portfolio of tasks across all project management tools.

    POV:
    Tasks are a key requirement for supporting Purposeful Collaboration as described by colleague Alan Lepofsky. Many customers have deployed tibbr to unify disparate business processes.  The addition of tasks embedded in enterprise social will improve collaboration at the business process level.
  • tibbr Pages. The new pages product allows users to publish content within and outside the organization.  Pages also retains tibbr security rules.

    POV:
    The tibbr team takes a stab at the proliferation of Microsoft SharePoint kudzu with its own application.  By enabling users to find, publish, and share, the tibbr team adds another key tool to enabling content creation and collaboration for users.

Figure 1. The Tucon 2013 Scene and New Tibbr App Screen Shots



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Source: 2013 R Wang and Insider Associates. All rights reserved.

The Bottom Line: tibbr Emerge As A Key Player For Enterprise Social

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Tuesday’s Tip: It’s Time To Consolidate Social Business Platforms

Greater Adoption In Social Business Signifies A Move To Consolidate Platforms

Constellation’s buy-side clients tend to fit in the market leader or fast follower categories when it comes to organizational personas of disruptive technology adoption.  Since 2010, respondents have progressed through the DEEPR framework and the latest results from 2012 indicate that most survey respondents have moved to Level 3 (see Figure 1).  Changes between 2010 and 2012 show the following top three priority shifts as users move from Level 2 (Experimentation) to Level 3 (Evangelization):

  • The top challenge among respondents is choosing the right platform (63.8%) among the many inside an organization.
  • Over half (56.8%) of the respondents have incorporated social into business models.
  • Respondents fostering internal collaboration (53.5%) now must worry about adoption challenges.

Figure 1. Respondents Shift to Level 3 in DEEPR Framework for Social Business Adoption

The Bottom Line.  Its Time To Scale The Technology While Pushing Ahead On Innovation

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Market Maker 1:1: Steve Miranda, Oracle Fusion Applications Update – The Inside Story

The Inside Story On Oracle Fusion Apps At The End of 2012


Constellation sat down with Steve Miranda, Oracle’s Executive Vice President of Oracle Applications Product Development to discuss the state of Oracle Fusion Apps in a no-holds barred honest conversation about what’s working, what’s not, and what to look forward to in 2013.

R “Ray” Wang (RW): Steve Miranda is Executive Vice President of Oracle Applications Product Development. He is responsible for leading all aspects of product strategy, product development, and product delivery for Oracle’s applications and related cloud services. This includes Oracle Fusion Applications and Oracle’s newest products for customer service and support, commerce, and talent management.

Mr. Miranda joined Oracle in 1992 and has held a variety of leadership positions within the development organization. In 2007 he was asked to lead the engineering of Oracle’s next-generation suite of software applications, Oracle Fusion Applications. Under Mr. Miranda’s leadership, Oracle has continually delivered on its promise to help its applications customers innovate and remain competitive while leveraging their existing IT investments and increasing the value of those investments with new Oracle products and services.

Prior to Oracle, Mr. Miranda worked at GE Aerospace. He holds degrees in mathematics and computational sciences from Stanford University.

 

CATCHING UP ON ORACLE FUSION APPLICATIONS TRACTION

(RW): As 2012 is coming to an end it is a good time to reflect on how Oracle Fusion Applications has been doing this year. It would seem that Oracle’s been quite quiet about Oracle Fusion Applications throughout the year. Is the product selling? What’s the state of the Oracle Fusion Applications product lines?

Steve Miranda(SM): Oracle Fusion Applications is doing very well. We’re actively selling the product. In fact, we already have over 400 customers on Oracle Fusion Applications. We’re doing better than Salesforce.com when they started. Keep in mind, we have a rich customer base looking for innovation.

RW: When you say “Oracle Fusion Applications is selling well”, is that the whole suite or components of Oracle Fusion Applications?

SM: We are actively selling the product. More than 400 customers are on Oracle Fusion Applications, that’s any part of Oracle Fusion Applications, not including RightNow, Taleo, Oracle Business Analytics, or Oracle Fusion Middleware. Two thirds of the customers have chosen to deploy in a SaaS model. Then the second largest deployment model but far below are on-premise and the rest are hosted in our managed services.

RW: Does “managed services” means they own their own license, right?

SM: That’s correct. What’s powerful about these deployments patterns is that customers are accessing innovation faster than before. We are at over 100 live customers and are averaging one go-live a day right now.

RW: I understand that Oracle deployed Oracle Fusion Applications internally? How was that experience in “drinking your own champagne”?

SM: Ray, that’s correct. We did drink our own champagne and we are now using Oracle Fusion CRM internally instead of Siebel.. We have a global single instance for the business. When we deployed, we started out with 2 instances to show case a co-existence approach and an end-to-end Oracle Fusion Applications approach. As of June 1, 2012, Oracle Fusion CRM was up around the world. All the territories, forecasting, quotas, sales force automation, and contacts are in Oracle Fusion CRM globally.

RW: Is it one instance now?

SM: Yes. We also went live w/ Oracle Fusion Financials Accounting Hub on the back end. We replaced Hyperion and Oracle E-Business Suite GL and also went live June 1, 2012. We’ve already done several month-end closes and we also have Oracle Fusion Talent Performance Management up live. Employees and managers are now doing goal setting and appraisals.

RW: To be honest with you Steve, we aren’t seeing Oracle much in head to head competitive new deals. We don’t see big press releases about new wins. Where are the customers? Who’s buying what and why?

SM: Well, first of all, many of our existing customers are coming to us about Oracle Fusion Applications. Second of all, and you may not believe this, we’re not focused on publicity, but rather we want to ensure customer success.. Each go-live is very important to us. In our first set of go-lives, we have 10,000 customers who want to talk to the first 10 go lives. We also don’t want to overwhelm our initial customers.

Let me give you some details and examples so you understand the breadth and depth of what the Fusion Apps base looks like and so there’s no confusion. Here’s a selected slice:

More…

Monday’s Musings: The New Engagement Platform Drives The Shift From Transactions

Convergence In The Five Forces Of Consumerization Of Technology Drives The Next Big Thing

Social has given us the tools to connect.  Mobile has given us the ability to interact any time and anywhere.  Cloud delivers access points to us with a rich array of content and information.  Big data provides us with the context and information to make decisions.  Unified communications and video transform how we share ideas.  This convergence of the five forces of consumerization drives the next shifts in technology.  The move from transaction to engagement and from engagement to experience is happening now.  The era of transactional apps rapidly makes way for the era of engagement.

If Business Value And Outcomes Are The Goal, Then We Need An Engagement Platform For The Enterprise

The arrival of engagement platforms does not signify time to throw out the transactional systems. In fact, those systems provide the foundation required for engagement.  The engagement layer exposes transactions and allow for deeper interaction and richer sources of information.  However, the transactional systems lack the ability to support engagement.

In fact, organizations around the world struggle with building the right engagement strategy for their customers and employees.  While crafting the right strategy should be designed prior to any technology selection, once completed, the technology to support the strategy does not exist out of the box from ANY solution provider.  Unfortunately, the technologies to achieve engagement remain disparate and hodge podge.   Many solution providers seek to achieve the engagement layer from different heritages:

  • Pure play social solutions morph to engagement apps.  Vendors such as Broadvision, Jive, Moxie, Lithium, Tibco, and Yammer have delivered many elements of the engagement layer.  These horizontal offerings provide an opportunity to assimilate disparate offerings across multiple processes and roles.  The challenge is finding the tools that support consistent integration at the process, meta data, and data layer.  Gamification vendors such as Badgeville, Bunchball, BigDoor, Crowdtwist, and Gigya play a key role in delivering outcomes and influencing behavior through engagement.  Platforms such as Atlasian, Box, GoodData, and Tidemark open the door to a new era of engagement apps.
  • Legacy transactional systems in transition to engagement. Major ERP and CRM vendors seek to address engagement with “social” and “mobile” features.  While many of the vendors have the components for engagement, the struggle will be to embed a sense and respond design point into both the interaction layer and process flows.  Salesforce embraces the social enterprise and uses Chatter as its entry point in creating engagement.  SAP attempts this with its CubeTree/SuccessFactors acquisition in Project Robus.  Oracle attacks this problem through a customer experience suite.  Microsoft acquired Yammer to create this layer inside Office and its Business Solutions portfolio. IBM embraces social business with a series of acquisitions and product enhancements to its IBM Connections product.  More importantly, IBM has built and acquired a portfolio of software solutions that sit on top of the legacy transactional systems, delivering high value and high impact.
  • Consumer offerings could enter the enterprise. With consumerization of IT increasing, platforms such as Facebook, LinkedIn, Pinterest, and Twitter provide a rich engagement platform that could be adopted in the enterprise.  Meanwhile, solutions providers such as Adobe blend consumer with enterprise as they provide the tools for engagement on the web and in mobile.  The challenge is dealing with societal norms between work and personal information.  The challenge is meeting enterprise class requirements for safety, security, and sustainability.
  • Vertically integrated prosumer platforms already deliver engagement. Google, Amazon, Apple, and Microsoft have the unique capability of delivering an end to end solution from hardware, consumer device, operating system, database, applications, and partner ecosystem.  Engagement platforms form the basis of future business models as consumer and enterprise blend into prosumers.  The challenge is meeting the disparate needs of enterprise and consumer.
  • Marketing and advertising networks provide rich profiles and targeting.  The ad networks are moving fast to shift engagement and offers.  While daily deal sites play one role, companies like Glam Networks also now deliver key components for ad targeting and optimization that compete with Google, Apple, Yahoo, and other media properties.   Marketing automation platforms such as
    Eloqua, Hubspot, InfusionSoft, Marketo, NeoLane, Pardot, and Parature already have may key components.  The challenge is engendering trust among the users or consumers to share more information in exchange for deemed value.

Figure 1. Technologies Will Evolve  From Transactions to P2P

The Engagement Platform Requires Nine Main Technology Components

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Tuesday’s Tip: Dealing With The Real Problem In Social Business Adoption – The People!

Social Business Adoption Dependent On Employee Adoption

Social business is more than a technology decision.  Many eager early adopters face challenges in adoption past the initial core team.  As we move from eager early adopters to ubiquitous usage, an examination of some organizations who have failed at internal social business reveals five common barriers to adoption:

  1. Poorly defined incentives. In the rush to convince everyone to work with each other, most organizations fail to design meaningful incentives for adoption.  The reality – most folks collaborate only when they need to, not when they are told to.
  2. Increase in actual effort. For many in the workforce, collaboration often means more work, not less work.  Connectedness results in more interactions, some less meaningful than others.  Increase in effort often shifts the status quo resulting in internal resistance.
  3. Lack of choice in user experience. Time and time, people want to use the tool they are most comfortable with.  For example, activity streams make sense for some folks who are used to high frequency, always on, information flows.  However, those accustomed to using email as a task list and structured approach to filing information will find discomfort with activity streams.
  4. Indifference to change. Inertia to do nothing often outweighs the calls for change.  The workforce often prefers to do things the way they always have been.  The workforce has seen many changes and at this point face change fatigue.
  5. Failure to communicate the urgency.  Business model shifts are not easy to communicate to the workforce.  Veteran employees often develop coping mechanisms that define the new change as a reincarnation of the old change without understanding the nuance or urgency.

Overcoming Barriers Of Adoption Require A Mix of New and Classical Change Management Techniques

Despite compelling benefits to achieve better collaboration among teams, improved engagement among the workforce, and faster speed of internal communication, adoption efforts require careful design.  As with any organizational change, it’s the people, stupid!  The five barriers can be countered with the following five strategies (see Figure 1.): More…

Monday’s Musings: Why Are Innovative CIO’s Betting Less On Cloud And Virtualization?

Innovative CIO’s Betting On Disruptive Technologies That Impact Enterprise Business Value

In the Four Personas of the Next Gen CIO published March 3, 2012, four personas of the CIO were identified: Chief Infrastructure Officer, Chief Integration Officer, Chief Intelligence Officer, and Chief Innovation Officer (see Figure 1).  This research of 79 progressive CIO’s identified the key projects for each of the personas.  As part of the survey, respondents were asked what key disruptive technologies would make an impact in the enterprise in the next year.

Figure 1. The Four Personas Of The Next Generation CIO

Source: Constellation Research, Inc.

In Constellation’s latest update (to be published May 2012), 105 innovative CIOs participated in the survey.  The results indicate a shift away from cloud  (56.4%-2012) and virtualization (29.6% – 2012) to mobile (60.2%-2012) and big data and analytics (48.7%-2012) (see Figure 2).  Despite being the top projects in 2011, the drop in priority of virtualization (51.9%-2011) and cloud (69.6%-2011) doesn’t reflect the lack of interest.  In fact, these projects have matured and innovative CIOs have now prioritized the next wave of innovation.

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Monday’s Musings: Seven Basic Privacy Rights Users Should Demand For Social Business

Public Outrage Grows Over Lax Privacy Polices At Popular Social Networking Sites

Recent actions by social networking leaders in the market place have brought new attention to a user’s privacy rights.  Despite the fact that these sites provide a freemium service to users, abuse and arrogance of a user’s privacy rights combined with user ignorance has led to not only a public outrage, but also increasing action from privacy advocacy groups to petition government agencies.  Three public examples include:

Figure 1. US Social Networking Sites Market Share By Page Views

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Vendor Event: Evolution vs. Revolution: Strategies to Build Stronger Collaborative/Social Organizations

Title: Evolution vs. Revolution: Strategies to Build Stronger Collaborative/Social Organizations

Start Date: 2011-12-14  11:00 am EST
End Date: 2011-12-14   12:00 pm #ST

Join R “Ray” Wang, CEO of Constellation Research, for insights from over 100 smart businesses putting the power of social business to work. Hear why many successful collaboration initiatives start by applying a user centric approach that takes advantage of existing work paradigms such as email and builds upon existing infrastructure such as Microsoft Sharepoint.

harmon.ie co-founder and CEO Yaacov Cohen will discuss how hundreds of organizations like American Water, Amway, Continental Corporation, Swiss Air and BearingPoint, Inc. are using social email to successfully transform into social businesses. Social email employs a gradual, evolutionary approach that maximizes the investment in existing infrastructure while minimizing the changes to everyday work habits.

Join this exclusive webcast to:

  • Learn why people and culture are the main impediments to achieving a collaborative/social organization
  • See how to execute an evolutionary user-centric social business strategy that eases people into new technologies
  • Discover how organizations use harmon.ie social documents to bring ‘social’ to every business user

Register here

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

Copyright © 2011 R Wang and Insider Associates, LLC All rights reserved.

Executive Profiles: Disruptive Tech Leaders In Social Business – Bobby Yazdani, Saba

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Bobby Yazdani, CEO and Founder, Saba


Biography

Bobby Yazdani is the founder, chairman, and CEO of Saba. He was an industry pioneer in creating the Human Capital Management category in 1997, and has grown Saba into a $100 million+ profitable enterprise software business providing premier software and service solutions for people management and collaboration.

Saba’s people platform enables enterprise learning, performance and compensation management, succession planning, and workforce planning that align, engage, develop, mobilize, and foster collaboration across employees, customers, and partners. The company has been recognized by leading industry analysts for excellence and innovation in unified people management, collaboration, and social networking, and serves a roster of over 1,400 customers with more than 19 million users across 150 countries. Saba’s solutions are available on-premise or on-demand.

Saba’s customers are global leaders across a broad range of industries and public sector organizations, and include BMW, Daimler AG, IBM, The American Red Cross, Procter and Gamble, Medtronic, U.S. Army, and U.S. Navy, among many others. Bobby is a frequent spokesperson at industry events held by organizations such as the United Nations and The Economist. Prior to founding Saba, Bobby held various senior R&D management positions at Oracle Corporation.

Bobby has a B.A. in Applied Mathematics from the University of California at Berkeley.

The Interview

1. Tell me in 2 minutes or less why Social Computing is changing the world for your customers?

Bobby Yazdani (BY): The world of work is changing – and we fundamentally believe social computing and cloud computing is at the heart of this. It impacts the speed, quality, expectations and characteristics of how we work. You can draw parallels between social computing and the effect email has had on the way we work, in terms of its transformative impact in how we engage and communicate.

Our customers who are embracing social computing are finding that it’s dramatically changing the way they interact with their employees, customers, partners and suppliers. Through social computing, they’re creating significantly more transparency, increasing the speed of business, and generating and sharing more ideas and knowledge across their entire value chain – we call this the People Network.

2. What makes social computing disruptive?

(BY): Information used to be at the center of the workplace, but now people are. This is without a doubt the single most disruptive change brought about by social computing.

Social computing is not just about sharing information but connecting people in real time – all the time – on a global and local basis. It’s essentially destroying the “functional organization” that’s based on a model of hierarchy, and replacing it with a fluid model that dramatically increases the rate of innovation, enables more intimate interaction and sharing of ideas and initiatives.

Social computing allows organizations to unleash the collective wisdom of the People Network to deliver real-time insights that effectively drive innovation and increase productivity. Work can be done wherever talent resides, increasing efficiencies and making people more effective.

3. What is the next big thing in Social Computing?

(BY): Social business is going to become both global and local. It will be prescriptive, open and organic, and will involve both public and private social connections. And content will be highly curated and personalized to the experience of the way we work. This more dynamic environment will liberate employees, create better customer experiences, and yield new values to the entire organization value chain.

4. What are you doing that’s disruptive for Social Computing?

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Executive Profiles: Disruptive Tech Leaders In Social Business – Rob Tarkoff
, Lithium Technologies

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Rob Tarkoff, President and CEO Lithium Technologies


Biography

Rob Tarkoff is president and CEO of Lithium Technologies, the leader in Social Customer Solutions.

Before assuming the CEO role at Lithium, based in Emeryville, Calif., Rob was Senior Vice President and General Manager of Adobe Systems’ Digital Enterprise Solutions business unit that had annual revenue in excess of $1 billion. Rob pioneered Adobe’s Customer Experience Management strategy, and was responsible for the core Acrobat, Adobe Connect Web conferencing, Adobe Digital Enterprise Platform, and customer experience management offerings. He oversaw the Web content management and digital asset management solutions gained through Adobe’s acquisition of Day Software. Rob also led Adobe’s worldwide enterprise solution partnerships, including system integration partners and strategic ISVs.

Before Adobe, Rob held several executive positions at EMC Corporation, Documentum, Inc. and Commerce One.

The Interview

1. Tell me in 2 minutes or less why Social Computing is changing the world for your customers.

Rob Tarkoff (RT): Social computing is changing the way marketers and line of business executives interact with their customers. It’s not another channel. It’s a philosophy. It’s a key way that customers experience brand.

The larger question is: “How do you design, build, deploy and manage an effective solution in the midst of massive evolution?” And, unfortunately, there is no common interpretation of social. Some get it fundamentally wrong when they view this only as a channel. Some are enlightened with a new philosophy to serve their customers.

Today, we face an expectations-gap between the consumer world and business environment. Employees and customers yearn to experience software and offerings as social and community based, whether it’s shopping, gaming, or internal collaboration.

What’s interesting is there is a generational gap here. People are very interested in including their reference peer group in everything they are doing with recommendations and experience sharing. A slightly older demographic may see the value of social, yet have not implemented that into everything they do. They see it as a major advantage, but may not fundamentally know how they want to engage with the ongoing experience

Meanwhile, the 40 to 50 year old demographic is engaged. They have to think about social the same way they think about rich media. For this group, social media is a rich media. This medium provides new ways to interact and experience. They expect these paradigms to be designed into everything.

2. What makes social computing disruptive?

(RT): The major disruption is the change in the power balance. Consumers have the power because they can quickly amplify their experience with admiration for a brand they love or rally their connections to hear their injustice. Companies are responding as much as they are leading. We now have the customer-network effect.

With social on everyone’s mind, company authenticity gains in importance. You can’t hide stuff in a social world because everything you do is on Twitter and Facebook. The major disruption is people have all the power and expect to use the power to surface whether or not a company is authentic.

Is a company doing what it says it’s doing? Are they true to the core of what they are about?

People are more willing to tweet or post on Facebook about a bad experience than call a company to tell them they had a bad interaction. This makes the way companies must respond to customers very different. And, you need to build this competency into your call centers and at every customer touch point.

Now, the only way to differentiate yourself and experience is through service and customers experience. Some may some say this is a major challenge, but those who have embraced can make the social customer experience an opportunity to differentiate, accelerate sales, and build brand advocacy.

3. What is the next big thing in Social Business software?

(RT): We have spent years uncovering what makes communities so powerful. Today, we are working on helping business executives understand the business impact. There are a lot of start-ups and un-proven technologies in the market creating confusion. At Lithium, we’re interested in understanding the effect of communities on people’s loyalties. What makes a community tick? What makes them sustainable? What makes a visitor return? Tell their friends? These are critical aspects for business executives to understand and core to social business software.

Interactions must be much more interactive and dynamic. I can’t stress enough how important it is that companies focus on the health of their communities, guiding them to create, encourage and reward brand advocates.

Social business software also helps drive down customer service costs. But this really is so much bigger than containing costs. We’re changing the competitive dynamics across entire industries.

4. What are you doing that’s disruptive for Social Computing?

More…

Press Release: Social Business and Enterprise Collaboration Software Veteran Alan Lepofsky Joins Constellation Research, Inc.

Toronto, Ontario, Canada – October 3rd, 2011
11:21 am (GMT – 5:00) Eastern Time

Constellation Research Inc, a next generation research analyst and advisory firm helping clients achieve business value from emerging and disruptive technologies, announced today that Alan Lepofsky has joined as a Vice-President & Principal Analyst.  With close to 20 years of experience in enterprise collaboration software, Alan is an expert in how social software can be used to improve the core business processes that organizations rely on.

“There is a transformation going on in the way employees connect to their peers, share information and engage with their customers. I’m excited to help companies make educated decisions as they evaluate and ultimately deploy social software. I want to make sure they choose the vendor that provides the best overall fit, instead of just looking at a check list of features.” – Alan Lepofsky

Prior to joining Constellation, Alan spent 3 years as Director of Marketing at Socialtext and before that, 14 years in a variety of roles at IBM/Lotus. He’s an active blogger and speaker in the Enterprise 2.0/Social Business community, where he shares his thoughts on the business benefits of open communication and collaboration.  Alan graduated from the University of Toronto with a B.A.Sc. in Engineering. His major was Mechanical Engineering with a minor in Business and Entrepreneurship.

Key elements of Alan’s research coverage will include:

  • Evaluating the enterprise social software landscape
  • Augmenting and integrating business process with social software
  • Tracking the changes in modern software interfaces including activity streams, visual data representation, mobile access, etc.
  • Exploring how enterprise software can adapt patterns from popular entertainment platforms such as videos games, television and movies
  • Revealing the impact of new collaboration tools
  • Researching the intersections of personal and group productivity
  • Documenting and sharing best practices in social business

In addition to the above coverage areas, Alan will be building a social business community on social business within Constellation Research and helping the firm adapt leading practices.

“With so many social media pundits pontificating about fluffy theoretical concepts, our clients expect us to deliver visionary and pragmatic points of view. Alan brings both the industry and enterprise credibility required to delight customers and serve as a strategic advisor to innovators in the social business space.  I’m personally looking forward to the impact he’ll bring internally as we adopt leading practices”, said R “Ray” Wang, Principal Analyst and CEO.

Please join us in welcoming Alan Lepofsky to the Constellation Research Family and newly expanded Toronto office!

COORDINATES

Twitter: @alanlepo
Linked In: http://ca.linkedin.com/in/alanlepo
Geographical Location: Toronto, Ontario, Canada
Google+: http://www.gplus.to/alanlepo
Email
: alepofsky (at) ConstellationRG (dot) com.

 

About Constellation Research, Inc.*
Constellation Research is a leading research analyst and advisory firm guiding organizations and their leaders through the hype and buzz of the latest disruptive technologies.  Constellation takes a holistic approach in achieving business value for board members, marketing, technology, operations, human resource, and finance executives.

The firm’s analysts deliver pragmatic, creative, and impactful research focused on business value, profitability, and market differentiation.  Research analysts bring real world experience, independence, and objectivity to our clients.  Most analysts bring over 2 decades of hands-on experience in working with senior leaders in enterprise organizations.

Constellation serves the needs of buyers and end users who seek insight, guidance, and advice in dealing with a dizzying array of disruptive business models and technologies.  The firm provide the bridge between legacy optimization and future innovation.  Constellation also advises sellers from both the buyer‚s point of view and how to deliver value to their customers.

Constellation builds partnerships with its clients.  The client and their organization’s success is Constellation’s only mission.

Insight. Inspiration. Impact.

*Constellation Research, Constellation SuperNova Awards and the Constellation Research logo are trademarks of Constellation Research, Inc. All other products and services listed herein are trademarks of their respective companies.

Press Contacts:

Contact the Media and Influencers relations team at press@ConstellationRG.com for interviews with analysts.

Sales Contacts:

Contact our sales team.

Kieran Barr

Email: Kieran (at) ConstellationRG (dot) com
Office:
+1.206.409.5009
Twitter: @
kierobar

David Stanley
Email:David (at) ConstellationRG (dot) com .
Office: +1.719.357.7826
Twitter: @kiwigate

Executive Profiles: Disruptive Tech Leaders In Social Business – Daniel Debow, Rypple Software

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Daniel Debow, Co-CEO,  Rypple Software


Biography

Daniel is co-founder and co-CEO of Rypple, a social performance management platform that helps Facebook, Gilt Groupe, and other innovative companies recognize great work, run fast, efficient feedback loops, and coach employees to achieve their goals. A sought after speaker on how social media is changing the workplace, Daniel is a regular contributor to Fortune.com and the Huffington Post. He’s been widely quoted in Wired, the Financial Times, the Economist and Bloomberg Businessweek. He holds a JD/MBA from the University of Toronto and an LLM in Law, Science and Technology from Stanford University.

The Interview

1.  Tell me in 2 minutes or less why Social Computing is changing the world for your customers.

Daniel Debow (DB): Ray, Social Performance Management (what we do) is changing the world for our customers because it takes a dreaded and ineffective process—the performance review—and makes it relevant again.

Over the last decade, the review process has become disconnected from real business performance. By delivering key feedback and information in real-time, rather than in six-month batches, we are helping managers and their teams work more effectively, efficiently, and collaboratively. At the end of the day, this is the core promise of any type of business software: improved business results.

More generally, social computing is effective because in many cases, it is more efficient. While it may seem like an oversimplification, large corporations have succeeded by standardizing the delivery of products and services as they scale. These large-scale standardizations of “process” work incredibly well when it comes to managing supply chains or product pipelines. But when it comes to the management of people, standardization of process has translated into enterprise applications that suck. They remove the “human” from the workplace, and are major contributors to the alienation of people from their work.

In order to get people to the next level, we have to bring the “human” back into the work place. A huge amount of value-creating work gets done outside standard process—through social interaction. Today’s enterprise applications don’t model the corporation this way. But social computing does.

Social computing is about taking the metaphor, modelling the reality, and moving faster. It recognizes that when it comes to people, companies are not simply processes moving mechanistically. Instead, the social computing metaphor reflects more accurately what companies actually are: groups of people talking—and coordinating—with each other to deliver productive goods and services in a highly non-standard world. By recognizing this more accurate representation of the corporation, social computing has the potential to make companies more efficient by optimizing the faster, more natural flow of information between people.

In our case, we’ve found that the interactions related to human performance and getting the most out of people are absolutely social. They involve helping people talk to each other in a more collaborative and real-time way: How do we recognize people in real-time? How do we help managers and teams collaborate on people performance. How do we recognize and account for the reality that managers aren’t omniscient about team performance? How do we get one-on-one’s with the boss to be high impact and frequent? How do we create agile goals that reflect changing business reality rather than reality as it existed six months ago? The answer is social computing, which views a company not as a static org chart and a number of interconnected process flows—but rather as a social network with ad-hoc and ever changing relationships and interactions.

This is the essence of social computing.

2. What makes social computing disruptive?

DB: As with all disruptive technologies it meets three key criteria:

  1. It attacks a problem in an orthogonal way.  Almost all social technology appears at first to be a toy.  Customers don’t asking for them, yet they spread into companies like wild fire.  Users say, “I’d never do this in the enterprise.”
  2. It breaks the price-performance curve on a different scale. In many cases, Rypple included, we make it cheaper to deploy than existing technology.
  3. It appears as an incomplete solution from the perspective of incumbents.  Incumbents will state you don’t have the 1000 features they have.

The telegraph, the phone, and email all changed the number of nodes of communication and improved the flow of information between people. Social technologies take communication to the next level. This isn’t just a technological shift; it’s a societal one. We are taking the same metaphors of openness and transparency that have been used to describe the web and applying them to organizations.

When you value results above internal politics and velocity over caution, you create a more innovative, less hierarchical—and ultimately disruptive—organization.

3.  What is the next big thing in Social Business software?

DB: Recently I was on a panel on the future of the workforce, where I talked about two huge developments on the horizon. The first is the shift from an economy of companies to an economy of individuals, as everyone’s reputation and personal brand moves to the cloud. It will be interesting to see what this means for consumer brands like Nike and Pepsi, and how people interact with them.

The second big shift is the ability of social media to create more meritocratic systems for rating true influence and power within organizations. Cloud-based social applications are asking people to rate one another and provide opinions based on far more objective data than the vague subjective impressions that often determine influence.

As that data migrates to the cloud and becomes portable, it will have profound changes on the labor market. It will transform how we look for talent, where the power resides, and potentially the very nature of the corporation.
As reputation becomes a more objective measure, it will force companies to become more fluid in their hiring practices and their operations.

4.  What are you doing that’s disruptive for Social Computing?

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