Category: Architecture of Participation
November 12th, 2009
Enterprise 2.0: What do we know today about moving our organizations into the 21st century?
We spend 60-80% of our time in the workplace on interaction and collaborative activity. This week in Frankfurt at the Enterprise 2.0 SUMMIT and last week at the inaugural Enterprise 2.0 Conference West in San Francisco has been an good microcosm of the state of the industry.
It does appear that we’re entering a new stage in the maturity of enterprise social computing. The good news: Most of the lessons learned are good ones, yet as we’ll see, some challenges remain.
Based on my conversations with practitioners and thought leaders here and the many discussions over the last two weeks, the practice of Enterprise 2.0 has effectively moved beyond the initial novelty of years past. There’s now a much more practical focus on how to create, manage, and govern social business communities, the specific ways to deliver measurable business value, and most of all, a desire to learn what works best (or not) in the realm of collaboration and social software.
The broad outlines of what it actually takes to apply new social business models have emerged lately along with the techniques to deliver on them successfully in the longer term. In particular, these include topics such as business case, tool selection, worker policies, community management, and the governance of social business environments.
Just as importantly, we are also starting to see customers implementing Enterprise 2.0 in scale. These typically include enterprise social networking, wikis, and social CRM. This is different than a year ago when there were only a handful of stories about Fortune 1000 and Global 2000 companies seriously exploring the potential benefits of social computing.
In the sense that the hard work has started, we are also seeing the end of the beginning for Enterprise 2.0. We’ve learned a lot along the way, particularly from early adopters, and it has been interesting to participate back-to-back in two of the largest enterprise social computing events of the season. This has helped get a sense of what’s taking place in Europe and North America with customers as well as the industry growing up around Enterprise 2.0 in terms of tools and services.
Related: Social applications are now well-entrenched in enterprise networks around the globe
Where is Enterprise 2.0 headed?
Here are my top takeaways from the discussions, research, and findings here in Frankfurt this week and San Francisco last week:
- Businesses are actively seeking information about how best to implement Enterprise 2.0. While last year they were kicking the tires and evaluating what the benefits are (establishing why) there’s a lot more actual project activity this year and this is driving significant demand for knowledge about how. The rise of the 2.0 Adoption Council is one demonstration of this need to share information about what works. Further providing evidence that there’s a need for how: A recent survey showed that 36% of their members were currently managing multi-million dollar budgets this year for Enterprise 2.0. In other words, they’re in the “how” stage. Finally, the end-users I talked with in my workshops at both events demanded detailed, specific information about how to make Enterprise 2.0 work for their businesses.
- There is still lots of debate about how to
October 5th, 2009
Twenty-two power laws of the emerging social economy
Traditional measures of business success are becoming less and less important.There is a time for big picture thinking and there is a time for details in business and IT, the latter which make business and technical strategy a reality and the former which provides needed direction and focus.
Highlighting the big picture side last week we saw Steve Ballmer’s exploration of the efficiencies he believes are being driven by something he calls “the new normal”. In this view, he tries to frame up how a reset of economic expectations during the downturn has created an environment that is putting pressure on business to do more with less, affecting IT at least as much as the rest of the organization, if not more.
We’ve seen also seen similar and broader variations on this theme this year, such as John Hagel’s capable attempt to define the “Big Shifts” in business taking place in this century. Just recently McKinsey published a similar reported titled The 10 Trends You Have to Watch: And What They Mean For IT in the Harvard Business Journal (summary is by Gartner).
If we factor out the commonalities in these views, it highlights a core set of strategic trends in IT and business in 2009, namely:
- New resource constraints. Today’s new economic baselines (the downturn, green business, etc) are requiring that we find ways to accomplish our goals using fewer resources. This includes identifying the means to capture opportunity and transform “in process” business activities using newer, more efficient models. Business leaders will need to effectively link IT and business much more so than in the past to accomplish the movement to this new baseline. This also doesn’t mean everything is constrained. As we’ll see on the technology side, abundance is being produced that may address shortcomings in the business side.
- Value shifting from transactions to relationships. This is the growing realization that the traditional rote business transaction as the core source of organizational value is diminishing and value is now coming from relationship dynamics. This has many implications including using new management methods (example: from top down command-and-control to community curator and facilitator), tapping into new reservoirs of innovation, adopting new ways of interacting with customers, or driving better tacit interactions. Web 2.0 and social computing will be key enablers of this for business units and IT organizations that want increased relevance.
- Industries in flux with new ones emerging. Previously stable industries such as finance and media are feeling the pinch the strongest, but most others are as well. The recession is creating a bigger gap between healthy and unhealthy businesses while many industries are being unbundled or transformed into new ones (traditional software companies moving to SaaS and cloud computing for example or the rise of crowdsourcing competing with outsourcing at the low end.) Again, today’s dynamic Web-driven global knowledge flows and agile online models for computing and collaboration — as well as economic and intellectual production — are now a significant change agent.
- Moving from change as the exception to change as the norm. Today we’re seeing faster consumer behavior shifts, quicker pricing changes, more rapid product cycles, and faster media feedback loops. While this can also lead to more extreme market conditions, it also enables opportunities to be turned into bottom-line impact for organizations that can adapt to market realities quickly enough. The network is the culprit (and solution) for much of this again: We now have pervasive social media instantly transmitting and shaping cultural phenomenon and faster financial cause-and-effect in the markets, real-time online markets, and so on. In the 21st century, following a plan is increasingly less important than responding actively and effectively to change.
- A shift of control to the edge of organizations. This has been predicted at least as far back as the Cluetrain Manifesto, if not farther. It’s not even really a shift, it’s more like the addition of a new dimension to how we operate organizationally, something I’ve referred to previously as “social business.” This new addition changes the dynamics of where useful information comes from, how decisions are made, and how more autonomy and self-organization will be needed (and tolerated) in modern organizations to meet more dynamic and changing global marketplace.
As I explored recently in “How the Web OS has begun to reshape IT and business”, today’s Internet has become a central driver of how we do things today. It’s the richest marketplace that
September 6th, 2009
How the Web OS has begun to reshape IT and business
These days in the halls of IT departments around the world there is a growing realization that the next wave of outsourcing, things like cloud computing and crowdsourcing, are going to require responses that will forever change the trajectory of their current relationship with the business, or finally cause them to be relegated as a primarily administrative, keep-the-lights-on function.
IT is going to either have to get more strategic to the business or get out of the way. Businesses too must grow a Web DNA. The proximal cause of this seems to be the growing domination of the global network that surrounds all businesses today: The Web. If you’ve read my writings here since 2006 you largely know what’s happening: Today’s highly evolved Web has grown far beyond its original roots in content distribution and communication. It has become a fully fledged platform for media (TV, movies, music, newspapers, gaming, etc. have been strongly disrupted by the Web and now largely reside there) as well as more strategic pursuits. Probably most significantly is computing in all its many forms. This ranges from low-level services such as raw compute power and storage to social computing, semantics, and collective intelligence.
But the advent of a Web OS is certainly not just an IT story. It’s also — and really mostly — a business story. Those who are trying to track the so-called “big shifts” in the 21st century, thinkers like John Hagel, are attempting to pin down the specific changes taking place in the world today. John recently noted that “we are moving from a relatively stable business environment to one characterized by rapid rates of change with ever more disruptions generating increasing uncertainty and unpredictability“. In this way, routinely transforming instability and rapid change from a threat (which it is to most businesses today) into opportunity is a core skill that organizations increasingly must be able to cultivate.
That much of the pace of change today is driven by the modern world’s pervasive and instant global flows of knowledge is largely due to influence of the Web and its billions of two-way touchpoints with nearly a third of the world’s population (including practically all of the developed world). In addition to ultra fast feedback loops that drive real-time action/response scenarios in the marketplace, the Web has also become an incredibly efficient, inexpensive, and easy-to-use delivery system for just about anything that an interface can be wrapped around.
This has created a new form of leverage in terms of the ability to change and adapt by tapping rapidly and deeply into on-demand resources (be they computing, data, or even people and ideas) in virtually real-time. A recent article in the Wall Street Journal noted that because of modern technology, particularly the Web, business “initiatives that used to take months and megabucks to coordinate and launch can often be started in seconds for cents.” Clearly, this is a brave new world, even if it’s one that’s still happening more on the edge than in the core of businesses today.
WOA = Web-Oriented Architecture
CC/SRR = Creative Commons/Some Rights Reserved
AOP = Architectures of Participation
It’s a world where scarcity practically doesn’t exist and access to abundance is virtually free. It’s also true that the business models of the Web OS are only emerging as well. While monetization is prevalent for those consuming or participating in the Web OS, there is also a real and ongoing concern that it’s also the modern version of sharecropping. That traditional management approaches often don’t understand the nuances of these issues and aren’t designed to take advantage of this modern economic landscape, much less compete with a growing number of businesses that do, is a whole side story I’ll explore when I’m able. But it’s one in which the Web OS is increasingly forcing a serious reevaluation of modern business practices as well as the very notion of how an opportunity is defined, identified, and targeted.
What is the Web OS?
While there are multiple ways of looking at the Web as an operating system, from cloud environments that mimic a desktop operating system to sets of services packaged together and bundled as an individual product to companies, the largest — and the most significant — is the idea of an overarching and emergent Internet operating system. The data, services, and even communities of the Web are now programmatic and can be incorporated and remixed into any other business or product at will. The concept of a Web OS isn’t new. But its arrival on the scene in compelling form with serious impact to the enterprise is.
Over the last few years, as open APIs, social networking platforms, cloud computing, open identity services, sensor-driven databases (such as with GPS and OpenStreetMap), or even people (example: Amazon’s Mechanical Turk) have created open ecosystems in which anyone can participate, including business, both to contribute and to consume. The Web has become the ultimate outsourcing platform and one that is incredibly agile too, combined with economies of scale that are very hard to match. There are challenges too: Unpredictabilities and risks exist that must be dealt with both routinely and successfully.
But to perform well in this changing business environment organizations have to
August 21st, 2009
14 Reasons Why Enterprise 2.0 Projects Fail
Creating and nurturing a community is not something at which traditional stakeholders in software projects are often skilled. I’ve been having some very interesting conversations lately about Enterprise 2.0 failures with ZDNet colleague Michael Krigsman. He is doing research for his work on project failures in this area and is trying to understand the reasons why some Enterprise 2.0 initiatives don’t succeed. In preparing for our talk together, I ended up doing quite a bit of my own research and the results, at least for me, surfaced some fascinating stories and insights that are worth examining examining here in detail.
It’s a classic adage that we usually learn more from our failures than from our successes. Success itself has a palliative effect that makes one less introspective and over-confident of one’s methods. It obscures the feedback loops needed to really understand what worked and what didn’t. When you succeed at something, clearly what you did was effective, but you can never quite be as sure what it was as when something doesn’t work out. I’ve find this line of reasoning with Enterprise 2.0 failures to be fascinating because of how very different it’s often turning out to be from traditional IT projects.
For one, IT doesn’t seem to be in the driver’s seat nearly as much with Enterprise 2.0. In fact, the initiative is frequently coming from the business side. Two, as the latest case studies emerge and are analyzed, it is grassroots efforts that often end up being the most successful, bubbling up and then across the organization, only then to be formally adopted later. And three, many so-called Enterprise 2.0 projects are local, unblessed, informal uses of social computing software which — by their very nature — are less compliant with enterprise technology standards, legal/HR guidelines, and corporate policy. So, at least on its face, this seems to mean Enterprise 2.0 projects are more likely to fail due to seeming larger than usual lack of alignment and organizational backing.
Intriguingly, that this is a bad thing is quite debatable in the case of Enterprise 2.0. In an ideal world, you’d like to see projects that aren’t successful fail quickly and not consume a huge investment of time and money before you discover that they aren’t going to produce value. The mantra here is “fail fast and often” and then look for the ones that don’t. Just as interesting, the projects that break the rules, can often break the right rules; the ones that were going to hold back the more structured and official efforts anyway. The point here is that many Enterprise 2.0 tools are often used widely in organizations without tacit approval.
Venture Model + Rogue IT = Enterprise 2.0 Success?
In other words, people are just grabbing tools off the Web and putting them to work, drawing their co-workers in as they begin to use them. As we saw this year, most organizations now have the tools of Enterprise 2.0: blogs, wikis, and social networks and the workers have access to them. The amount of rogue IT that actually takes place varies widely by organization, but seems to be on the rise particularly with social tools. Access to them is very easy via the Internet and I hear frequently now from organizations that this is happening.
Most of these smaller, on-the-ground, often under-funded Enterprise 2.0 efforts will fail to thrive for whatever reasons. These are useful experiments but they were missing
August 18th, 2009
Using social software to reinvent the customer relationship
The elimination of decades of inadequate communication channels will suddenly unleash a tide of many opportunities, as well as challenges, for most organizations.As Web 2.0 applications move more deeply into the strategic operations of enterprises, a unique hybrid of social software has emerged to help businesses deal with the giant sea of customers that awaits them on the other side of the network. While Enterprise 2.0 tools, primarily aimed at collaboration, are certainly part of this story, they often don’t help companies enjoy the full range of possibilities when it comes customer-facing social computing.
Enter the rapidly emerging Social CRM space, an area that’s become significant enough that there’s now a dedicated blog on the subject here on ZDNet by the terrific Paul Greenberg.
This year’s rise of enterprise social computing is opening a new front line in many businesses where the old ways of engaging with customers is no longer sufficient or even competitive. Many organizations I talk to these days are now evaluating the way social software seems to be altering the CRM landscape. In particular, Social CRM has recently come into its own as a leading model for this transformation. For comparison’s sake, online customer communities were a very hot topic last year in this same space, but as I pointed out then, it was surprisingly hard to create them repeatably. My sense is that Social CRM will be a more predictable, reliable model for applying Web 2.0 to customer relationships using many of the strengths of the community model.
Read Michael Krigsman’s 3 Big Reasons CRM Initiatives Fail
This is not to say that many of the social media tools that companies have deployed already aren’t good examples of Social CRM. Many of them are and this highlights a major discussion in the blogosphere last week sparked by SocialText’s Ross Mayfield, who posited that with Social CRM, the people are the platform. The key point here is that where online tools let customers have a social relationship with a business — in other words, interaction that is visible to them and other customers whenever possible — then some Social CRM is taking place. Without a fundamentally community-based relationship, you’re just back to traditional, one-on-one push management of customers. This latter model, a closed and asocial mode of customer interaction, is the very antithesis of Social CRM.
Social CRM: It’s all about people
For its part, Social CRM paints a vision of creating a deeper and more engaging community-based relationship with your customers, instead of the traditional approach of managing them, in a very Cluetrain Manifesto way. Part online community, part crowdsourcing, part customer service, Social CRM can create an emergent, collaborative online partnership with customers that can result in an array of improvements to business performance.
Far from being just for the benefit of the business however, with Social CRM customers tend to 1) be much more in control, 2) are in sustained contact with the organizations they care about, and 3) can use self-service, mutually visible participation, collective history, and peer relationships to assist each other as much — and often much more — than the classic CRM model ever could.
But like any composite, heterogeneous group of participants, Social CRM necessarily entails less deterministic control and outcomes. For example, these new Social CRM tools will let anyone ask a question publicly and anyone else in the community (customers or employees) answer it. Or provide a means to let new ideas flow in from the community in a very Dell IdeaStorm fashion. The question of who decides what the right “official” answer is, or which ideas will be selected and how non-employee submitters will be compensated are currently hard questions to answer for many organizations.
Then there is the challenge that by its very nature Social CRM is
July 29th, 2009
Assessing the Enterprise 2.0 marketplace in 2009: Robust and crowded
Social software platforms, including services such as Facebook and Twitter, have become one of the primary channels for communication amongst consumers this year, even eclipsing e-mail in some parts of the developed world.
It was companies that either open sourced eventually or took open source and then made it enterprise class that often scored the best.The same however, can’t quite be said yet for the workplace. While the adoption numbers for social applications are still impressive in business (about half of all large organizations), actual adoption and use is lagging significantly behind the non-business world as organizations take the time to assess a range of issues with enterprise social computing, including appropriateness, security, control, management methods, and roll-out strategies.
However, given the widespread interest and popularity in social tools these days, it’s becoming a pretty safe bet that you’ll be seeing them in some form on a workplace intranet near you. The question is in what form? The choices of social tools these days can be daunting and are only increasing rapidly, with new entries appearing weekly and existing ones being upgraded often. What’s increasingly needed is a detailed look at what’s currently available in business-class social software and how it sizes up, which we’ll try to do in high-level form here.
As we’ll see, since last year’s marketplace map, there has been a veritable explosion in social applications that are intended for use in business settings, both internally or externally. These offerings have a surprisingly wide range of features and so in this post I will explore one of the broadest and most important categories of business social software, Enterprise 2.0, in detail. I’ve also included a pretty comprehensive map of the marketplace for 2009 as defined by the products that are available today (or are highly anticipated and soon to be released, such as Google Wave.)
Enterprise 2.0 software: Choice abounds
A wide range of software providers now proclaim that they make Enterprise 2.0 tools, or have adapted/extended what they make today in order to address this space in some way. This includes the full gamut of open source projects, commercial vendors, startups, and established Web firms such as Google.
In fact, during the course of the survey work, it sometimes seemed like every company making business-oriented collaboration and communication tools is now offering Enterprise 2.0 capabilities in some form. Overall this is a good sign for customers (because supply is most likely greater than demand) and though all new markets tend to shake out, we are no longer in early days with social software. This means that the majority of these products will likely be around for the medium to long-term. It also means that there is probably something available that will fit your specific choice of features, price, technology needs, standards support, and other requirements.
Click To View In Detail
The visual above can be clicked to view the gallery containing the full list of Enterprise 2.0-capable applications assessed in this survey.
There are over 70 major products on this list — many of them entire software platforms in their own right — with a wide range of Web 2.0 capabilities including blogs, wikis, forums, community, social networks, and social messaging. Every attempt was made to be inclusive while still adhering to the spirit of “emergent, freeform, social collaboration” tools. Also, a product had to be compelling and capable in order to appear on this list at all; all of the offerings that made the cut are solid products in my opinion. Literally hundreds of candidates did not make the cut.
Further Reading: The enterprise microblogging marketplace for mid-2009.
So, for example, a simple but popular microblogging tool like Yammer appears on the list along with the widely used, feature-laden Microsoft SharePoint suite. It’s important to note that these are very different applications in terms of
July 27th, 2009
Ten top issues in adopting enterprise social computing
Last week ZDNet’s Larry Dignan wrote an insightful post that analyzed the recent report from Charlene Li and the Altimeter Group/Wetpaint about early data that seems to show an intriguing correlation between social media engagement and corporate financial performance. The key finding was this:
To be specific, companies that are both deeply and widely engaged in social media surpass their peers in terms of both revenue and profit performance by a significant difference.
This report (details and copy here) is encouraging news for those embarking on applying social software to various parts of their business. But, as Larry points out, these numbers can be interpreted a number of ways. Many organizations would rather wait for best practices to solidify before climbing very far up the social computing adoption curve. So while there’s increasingly less question that there is genuine ROI in social media, the question still remains whether it can directly drive fundamental, bottom line performance in the average organization today.
This highlights a key conversational thread that came out of last month’s Enterprise 2.0 conference: Does social computing really deliver significantly better business performance? Or is it merely a minor incremental improvement?
Unfortunately, despite an growing body of encouraging case studies, evidence, and research, the jury is still out on total impact social computing will have on businesses. This return will even vary widely for many organizations for a number of reasons will explore below. At present, the uncertainty is simply because that there are not enough organizations that have incorporated social computing approaches (which encompasses the full range of social software as applied to business that include social networks and Enterprise 2.0 to things like crowdsourcing and social CRM) across their lines of business for us to get a complete enough picture. Even the ones that have done it, haven’t done it long enough to see what the results actually are.
Instead, as companies begin pilots and initiatives, we are seeing the first wave of issues cropping up as the larger cultural, IT, and business impact of social tools begins to be felt.
Sidebar: What is social computing? It’s the use of social software within and between organizations and any interested parties such as employees, customers, and partners. Social computing, as explained here, can usher in significant large-scale shifts in where productive forces and innovation come from. Organizations will all adopt enterprise social computing tools in slightly different ways and will generally proceed from ad hoc usage, often by applying widely available consumer tools at first, to more evolved open business models. As of this year, about half of all large organizations now have social computing tools deployed in some manner.
The following is a summary of the issues I’m hearing from practitioners in the field as well as from our clients and industry contacts.
While these ten issues with social computing are the ones I hear about most, your mileage will almost certainly vary. However, I believe them to be representative of where we are in 2009. Please note that these are by no means insurmountable obstacles and merely represent a good cross section of what early adopters typically encounter as they begin climbing the social computing adoption curve (see diagram above).
Ten top issues with social computing in business
- Lack of social media literacy amongst workers. Anecdotally, the farther a business is from the technology industry, the less likely that line workers will be familiar with the latest software innovations. Those who haven’t been maintaining blogs, updating wiki sites, using social networks, sharing information socially, etc. will require more education than those who do. Even the basics of netiquette as well as key techniques to get the most from social computing platforms such as encouraging the building of links between data, tagging information, or establishing weak ties over the network are often poorly understood even by frequent users of social computing tools. In short, social computing requires some literacy efforts in most organizations to achieve effectiveness, just like personal computing skills did a few decades ago.
- A perception that social tools won’t work well in a particular industry. There is often an assumption in many specialized industries — such as medicine or manufacturing, just to cite two random examples — that social tools won’t
June 8th, 2009
Reconciling social computing with the enterprise
Umair Haque wrote an impressive tract on his Harvard Business blog late last week about Twitter and how it changes the rules of innovation. It’s an incisive and challenging piece that well worth reading if your looking at cutting-edge business trends. It also helps surface what’s turning into an increasingly larger gap between what happens in the business world and what happens everywhere else.
It will sometimes be a challenge to find the right metrics that help you to drive decisions about your social computing behaviors that improve the business. Jeff Jarvis and Michael Arrington made similar points over the weekend about process vs. product, ostensibly about their particular industry (journalism) and how social processes are competing — often more effectively, though very differently — with traditional, non-social “product” creations, namely news stories. As we’ll see, you can find similar examples of this now in many other industries. The key point: The processes involved in how we accomplish our daily work are being transformed by social tools on the network. Along the way, the act of work itself is becoming more of a collective journey instead of a final destination as our individual work experiences become more open, collaborative, participatory, and social.
The net result is often better and richer outcomes, though the journey can occasionally devolve into a less-than-deterministic result that can be (for the time being) rather unsatisfying, though rarely does it come to a complete stop until everyone who wants to has a crack at it.
On the other hand, the classical way of working has been to create finished, perfect-as-possible outcomes (products, services, etc.) from opaque, unknowable, lengthy processes which outsiders, within or outside the organization, could not directly perceive, alter, or improve. As Jarvis writes of traditional work methods:
It is the byproduct of the means and requirements of mass production: If you have just one chance to put out a product and it has to serve everyone the same, you come to believe it’s perfect because it has to be, whether that product is a car (we are the experts, we took six years to tool up, it damned well better be perfect) or government (where, I’m learning, employees have a phobic fear of mistakes - because citizens and journalists will jump on them) or newspapers (we package the world each day in a box with a bow on it - you’re welcome).
The key point here is the broader changes we are experiencing today: The pervasive presence of social software and today’s highly open, interactive, and remixable Web embedded deeply into our personal lives is increasingly allowing us to experience a new way of living. And it’s one that bears less and less resemblance to the workplace all the time, with significantly differing behaviors, skills, tools, and expectations. This situation creates a delta that, sooner or later, will simply become untenable for many organizations. We simply aren’t keeping up with the pace of change, never mind that not all workers are experiencing the change of the modern world the same way or at the same speed. Media sharing sites, social networks, and social tools have become embedded deeply in a large percentage of people’s lives, just as long as we remember it’s not everyone.
This increasing distance between these two worlds creates a gap — a disconnect, even — that increasingly cuts organizations off from their most valuable assets (their people) and also exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.
So what will happen? Will there just continue to be a growing chasm between the worlds of business and how we do things outside of work? Or will the gap just become too large to sustain, with an equilibrium shift suddenly taking place in some way that creates what I’ll call (for want of a better term), a social singularity.
Singularities are popular topics with tech audiences. Read about technology singularities and Internet singularities.
A social singularity would be embodied by a convergence of
June 3rd, 2009
Building a vision for Government 2.0
Government 2.0 isn’t waiting for a federal mandate. Earlier this week, the nation’s first ever CIO, Vivek Kundra, urged the use of Web 2.0 approaches to address the needs of government and citizens at the Management of Change conference in Norfolk, Virginia. Kundra outlined several important areas where he believed Web 2.0 can help improve government: connecting with citizens and their ideas (social computing), routing around the horizontal and vertical silos surrounding government data (open APIs), and tapping into the potential savings of low-cost new software applications and processing capabilities (SaaS and cloud computing.)
Among the three areas, Kundra’s perception that citizens were a true peer group in the process of governing seemed to come through clearest:
“We’ve got to recognize that we can’t treat the American people as subjects but as a co-creator of ideas. We need to tap into the vast amounts of knowledge… in communities across the country. The federal government doesn’t have a monopoly on the best ideas.”
That the global, pervasive network known as the Internet can directly connect citizens with their government is obviously an idea well-aligned with Web 2.0 ideas. Not that the vision for something known as Government 2.0 is a new one. It goes back to the very beginning of the Web 2.0 discussion. But with a new administration in place in Washington and a passionate CIO that by all appearances is progressive and understands the modern IT era, the timing seems to be ripe for a remaking of government and perhaps even democracy itself.
Fixing what isn’t broken?
Our democracy is not quite 250 years old and its mechanisms have largely served us very well over the years. That we currently have representative government is for a variety of reasons, not the least of which were that the vast distances in our large country used to make wide-scale direct democracy difficult and that considerable expertise and knowledge were perceived to be required to make important government decisions. The Internet, however, with its ability to make any distance equally close and to let us research virtually anything in real-time, has seemingly erased the need to impose such constraints on how we govern ourselves.
But of course there is more to the story. The state of government today is also still very much a “we the people” vs. them, the government. There is a distance between us and our government, at least for most of us, that is reminiscent of paternal days of old when getting involved, unless it was your local assembly, was something that few people had the ability to do. Government was for people who could join it and make a career of it, and many have indeed dedicated their lives to public service. Now, however, there is the means to enable many, many more to be involved and to potentially create a government that fits us and serves us, in our time, better than it can in its present form.
We should also not forget the classic sayings that “bureaucracies exist to perpetuate themselves” and “power corrupts, and absolute power corrupts absolutely”, which are old chestnuts for a reason. The roots of these concerns occasionally need tending to as well.
In short, events of the last couple of years and vast changes in our modern society seem to urge some essential improvements upon our government, if only we had the means:
Improving Government 1.0
- More transparent and accountable. Too much government information is inaccessible from the citizens that paid to create it. Much more than just raw data or collated statistics, which is increasingly opening up already, its the very deliberations of the government machine; the decision making, who made them and why, as well as the actual actions taken, all of which are often far too closed to the governed, yet affect us so profoundly. Make no doubt about it, like Web 2.0 was to the rest of society, opening up daily activity to the daylight is a sea change and governments around the world, never very comfortable with scrutiny or criticism to begin with, will be seriously challenged in an era where their constituents have as much power as they do to communicate. It’s also true that too often the information that is intentionally kept from coming to light that is the most significant. I’m not talking here about secure or classified information; there is information that simply must be kept highly circumscribed for security reasons (though that too is often overdone). For an example of a move in the right direction, OpenSecrets.org is an excellent example of transparent and accountable government information, while Data.gov is also a good start, but only a start. Globally visible, persistent government activity is the enabler here, and Enterprise 2.0, which will be used much more internally within government at first over the next few years, is part of the answer.
- Less expensive, cumbersome, wasteful, and heavyweight. Our current government is largely a construct of the 20th century, when most of the growth and development of the federal government as well as our state and local governments took place. This is a traditional paperwork and hierarchy-driven system where, despite impressive adoption of Web 1.0 as well as numerous bright spots (some dramatically so), far too many of the cowpaths have merely been paved. The way we run our government must be reinvented for a world that has gone decidedly connected, digital, and is increasingly ready to be directly participatory. Not only can the way we interact with citizens and within government be made enormously better and more lightweight, it could cost dramatically less with the application of new technologies and social structures. And as we saw with the rise of nearly revolutionary open business models 10 years ago on the Web, engaging the greater world on the public network is often the best, easiest, and cheapest way to accomplish things, if only we have the freedom to fundamentally rethink the way we do things today. With the federal budget skyrocketing and no end in sight, dramatic means will be required to cut costs sooner rather than later, and some of the more powerful aspects of 2.0 will likely be the answer.
- Not as impersonal and imprecise. Not many people have a regular, meaningful relationship with their government other than paying their taxes and obeying the law. Most of the time, we are a government statistic instead of what we really are: living, breathing citizens. And while the debate on large vs. small government will probably never be over, a new form of government that is far more direct and personal is coming. The very nature of how citizens can connect with, engage, and gain mutual value from our government is changing because of the Internet. With 2.0, the government’s ability to provide a customized experience to each and every citizen so that the services that are provided, whatever they end up being over time, are exactly what we need, right when we need them, often powered by the rest of us. And mass customization is likely just the beginning; Facebook groups and political online communities began to help us self-organize but the legislation of the future as well as national decisions will increasingly be tailored by us and for us in a form of modern digital gerrymandering to fit us like a glove, potentially overcoming at long last the winner takes all tyranny of traditional democracy. E-mail gave us ability to reach our representatives instantly, but social tools, online community, government tools powered by collective intelligence, and participatory citizenship will change our civic lives a great deal more. In the very near future, for better or worse, our relationship with our government is almost certainly going to be closer, more personal, dynamic, and custom fit.
A quick glance at this list shows that it tends to parallel
May 30th, 2009
The enterprise implications of Google Wave
Google has launched many communication services since its inception yet none of these have had such obvious business utility or attempted to reinvent the collaborative process from the ground-up.Google announced their forthcoming service known as Wave this week to widespread coverage in both the press and blogosphere.
Created by many of the same team members that developed the highly successful Google Maps, the preview of the service itself on Thursday was quite compelling, resulting in a rare standing ovation at a tech conference according to ZDNet’s own Sam Diaz. Its egalitarian and federation-friendly design is intended to create an entire open ecosystem for communication and collaboration that Google is not-so-modestly touting as the reinvention of digital interaction circa 2009.
This is clearly a tall order, but the Internet leader provides plenty of substance to back up this vision despite growing evidence that individual companies may be losing the capacity to drive the agenda for the world when it comes to establishing successful new Internet standards and technologies. While the ultimate destiny of Wave itself is far from clear, it’s both intriguing and open enough that it will likely emerge on the radar of businesses large and small when it becomes widely available later in the year.
Wave’s relevance to the enterprise might seem premature with so many of the early and current Web 2.0 applications (blogs, wikis, social networks, Twitter-style social messaging, mashups, etc.) still — often arduously — making their way into the workplace years after their inception. Though we seem to finally be hitting a tipping point with 2.0 tools at work, Wave itself seems credible enough to get on our watchlists, at least to understand the implications.
The real question is whether there are really such significant gaps in the current state of Web-based communication that we need something new like Wave. With Google’s tendency to emphasize the consumer world first and the enterprise later, it’s also valid to ask if Wave will really have much impact on businesses. Interestingly, you might be surprised at some of the answers, so let’s take a look.
Wave: A communication and collaboration mashup
Google Wave itself consists of a dynamic mix of conversation models and highly interactive document creation via the browser. Using simple, open Web technologies (Google makes much of the fact that most of Google Wave is a open set of formats and architectures that is jointly developed with the Web community) Wave combines many of the key features of e-mail, instant messaging, media sharing, and social networking into a seamless experience and data set that are eponymously known as waves. All of this is opened up to developers via the Google Wave API.
The demonstration at the introduction of Google Wave (link below) showed how users can interact in real-time, collaboratively creating structured conversations that contain rich media, instant notifications, simultaneous user editing of the conversation, and live integration with server-side resources such as spell-checking and language translation. Most interestingly, while waves are relatively self-contained and use their own types of servers and data formats, they are easy to embed elsewhere or to build extensions for, enabling virtually infinite options for distribution over the Web or within the firewall, as well as rapid integration with existing applications and data. In fact, a wave is almost a form of social glue between people and the information they care about. And as we’ll see, this has implications for the enterprise world, not only with SOA but also with social communication in general as well as Enterprise 2.0 specifically.
See Waves in action: Watch the introduction keynote at Google I/O on Thursday.
What Google has done with the Wave protocol is essentially create a new kind of social media format that is distinctively different from blogs, wikis, activity streams, RSS, or most familiar online communication models except possibly IM. Both blogs and wikis were created in the era of page-oriented Web applications and haven’t changed much since. In contrast, Google Wave is designed for real-time participation and editing of shared conversations and documents and is more akin to the simultaneous multiuser experience of Google Docs than with traditional blogs and wiki editing. Though Google is sometimes criticized for missing the social aspect of the Web, that is patently not the case with waves, which are fundamentally social in nature. Participants can be added in real-time, new conversations forked off (via private replies), social media sharing is assumed to be the norm, and connection with a user’s contextual server-side data is also a core feature including location, search, and more.
The result is stored in a persistent document known as a wave, access to which can be embedded anywhere that HTML can be embedded, whether that’s a Web page or an enterprise portal. Users can then discover and interact with the wave, joining the conversation, adding more information, etc. Google has also leveraged its investments in Google Gadgets and OpenSocial, two key technologies for spreading online services beyond the original boundaries of the sites they came from. All in all, Google Wave is a smart and well-constructed bundle of collaborative capabilities with many of the modern sensibilities we’ve come to expect in the Web 2.0 era including an acutely social nature, rapid interaction, and community-based technology.
As the original announcement post explained, to fully understand Google Wave, one should appreciate the separation of concerns between the product Google is offering and the protocols and technologies behind it, which are open to the Web community:
Google Wave has three layers: the product, the platform, and the protocol:
- The Google Wave product (available as a developer preview) is the web application people will use to access and edit waves. It’s an HTML 5 app, built on Google Web Toolkit. It includes a rich text editor and other functions like desktop drag-and-drop (which, for example, lets you drag a set of photos right into a wave).
- Google Wave can also be considered a platform with a rich set of open APIs that allow developers to embed waves in other web services, and to build new extensions that work inside waves.
- The Google Wave protocol is the underlying format for storing and the means of sharing waves, and includes the “live” concurrency control, which allows edits to be reflected instantly across users and services. The protocol is designed for open federation, such that anyone’s Wave services can interoperate with each other and with the Google Wave service. To encourage adoption of the protocol, we intend to open source the code behind Google Wave.
The key here is that Google is expecting many more front-ends for creating and editing waves, depending on the individual requirements of various entities. Google Wave is their own front-end application for doing so and using HTML 5 in their wave client shows they are planning more for
An internationally recognized enterprise architect and business strategist, Dion Hinchcliffe has been working for two decades with leading-edge methods to accelerate project schedules and raise the bar for software quality. You can follow Dion on Twitter.
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