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AppFusions is excited for IBM ConnectED 2015 – Orlando

440x220_2z_11-12For our fourth consecutive year at this IBM social business conference, AppFusions is pleased to be digging in deeper as a Silver Sponsor, further cementing our belief in connected systems and reduced silos given the social business/collaboration movement sweeping enterprises across the world.

9 of us from the AppFusions team will be attending the IBM ConnectED 2015 conference in Orlando, on January 25th-28th. We can’t wait to share our new and updated product releases with customers and IBMers alike.

IBMConnectED2015_AppFusionsThis year, we’ll be demo’ing both new and updated packaged integrations for IBM Connections V5 and Sametime V9. You can find us at Booth S4.

Cloud File Management Integrations with IBM Connections

Video here – yet development continues too! :) 

These integrations allow you to seamlessly authenticate, access, preview, download, upload, display all your cloud files, directly from within IBM Connections.

IBM-Integrations-Graphic-Connections-Wordpress-AtlassianWordPress with IBM Connections

Video here – yet development continues too! :) 

  • WordPress in IBM Connections V5 Extended!

This integration allows you to post your WordPress blogs directly to your IBM Connections community. Further, activity streams are logged, and IBM Connections business cards are displayed for the WordPress authors.

Atlassian Integrations with IBM Connections

Video here – yet development continues too! :) 

  • Immersive for Atlassian JIRA, in IBM Connections V5 Extended!
  • Immersive for Atlassian Confluence, in IBM Connections V5 • Extended!
  • Immersive for Atlassian Stash, in IBM Connections V5 • New!
  • Immersive for Atlassian Bamboo, in IBM Connections V5 • New!

These integrations bring your Atlassian systems into IBM Connections. All from within IBM Connections, you have powerful advanced search capabilities into all the different Atlassian applications, native IBM business cards in Atlassian applications, you can create a JIRA issue directly or share it, access and interact with Atlassian applications’ live activity streams, and more. AppFusions have been developing these integrations since 2013.

Atlassian Integrations with IBM Sametime

  • IBM Sametime V9 in Atlassian JIRA • Updated!
  • IBM Sametime V9 in Atlassian Confluence • Updated!
  • IBM Sametime V9 in Atlassian Stash • Updated!
  • IBM Sametime V9 in Atlassian Bamboo • Updated!
  • IBM Sametime V9 in Atlassian FishEye • Updated!

These integrations allow you to run rich IBM Sametime chat sessions, with context, from inside your Atlassian systems. These integrations have been supported since 2012.

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AppFusions will have two demo pods, so we hope you will stop by to check these out and/or to discuss with us your use cases or other possibilities for IBM Connections integrations.

Note: All AppFusions’ integrations are for sale as packaged supported solutions. As you grow and evolve, as well as your systems, so also do your AppFusions’ integrations. We’re right there with you on your integrated social business/collaboration journey.


GoldenGateBridgeSmallAppFusions senior integrations experts build supported use-case driven integrations between some of the most popular collaboration tools in the industry. Our integrations are not just web-links. AppFusions’ solutions bridge systems with enhanced user experiences so you can work faster and better.

With over 50 packaged integrations, and counting, AppFusions solutions quickly solve common yet tough pain point integration challenges by bridging together Atlassian Software, IBM Connections and Sametime, Jive software, Dropbox, Box, Google Drive, Egnyte, Alfresco, Microsoft OneDrive, Yammer and Parature, Lingotek (translations), single sign-on solutions (SAML2, Kerberos, OAuth2), UserVoice, and more.

Study of Top 20 Social CMOs in the Fortune 100

BusinessNext Social recently released the results of a study showing that only one in five CMOs on the Fortune 100 list are active participants in public social networks. I spoke with Mark Fidelman about the study, as well as his new book, Socialized!  How the World’s Most Successful Businesses Harness the Power of Social.

The members of the list have demonstrated they “understand what it takes to grow and influence their own networks by using new strategies, cutting-edge social media and mobile technologies and compelling content marketing to build highly adaptive, high performance social businesses.”

Here is the list of the top ten:

  1. General Electric Company’s Beth Comstock (@bethcomstock) CMO and Senior Vice President
  2. Google, Inc.’s Nikesh Arora (@nikesharora), Senior Vice President and Chief Business Officer
  3. Apple, Inc.’s Philip Schiller (@pschiller), Senior Vice President, Worldwide Product Marketing
  4. IBM’s Jon C. Iwata (@coastw), Senior Vice President, Marketing and Communications
  5. SAP’s Jonathan Becker (@jbecher), CMO
  6. Dell’s Karen Quintos (@KarenDellCMO), CMO
  7. Exxon Mobil Corporation’s Ken Cohen (@ken_cohen) Vice President of Public and Government Affairs
  8. Microsoft’s Chris Capossela (@chriscapossela), CMO
  9. Cisco Systems’ Blair Christie (@BlairChristie), Senior Vice President and CMO, Government Affairs,
  10. 10. Raytheon’s Pam Wickham ( @PamWickham1) Vice President of Corporate Affairs and Communications

The entire list of the top 20 can be found on the BusinessNext Social Blog.  Despite these leaders, the study also found strong CMO resistance to becoming more social.  While the top three have a combined Twitter following of nearly 94,000, 76% of CMOs have no Twitter following.  Only 15 executives have at least 100 subscribers on Facebook, and just 12 have Klout scores greater than 30.

Compared to a 2011 CMO study, the more social CMOs have extended their social reach, while the majority remain on the sidelines. These on the sidelines may be sent back to locker room as Mark notes that Gartner Research predicts the CMO will spend more on IT than the CIO by 2017.  This investment will contain a large social media component.

I asked Mark about this hesitancy of CMOs to get involved. He said the following.

“The majority of today’s CMOs joined the C-suite long before the ‘Social Age’ by following the traditional marketing playbook.  In this scenario, the CMO assumes the “voice of the customer” within the company, based on privileged access to industry analysts and expensive focus groups.   Most fail to recognize the massive paradigm shift taking place from brands and traditional media to customers and social communities.  They have yet to tap into the  ubiquity of useful information from industry thought leaders, analysts, bloggers, etc. on social networks, which makes it possible for any employee to be as knowledgeable as the smartest marketing executive. “

I then asked, what will be the consequences of this inactivity?

“I believe that ignoring the move to social puts your career at risk.  I’ll even take this assertion a step further and predict that within 5 years, CMOs will become unemployable (as executives) if they don’t have a social presence. There will simply be too many other executive contenders with larger, more influential communities. For those in positions where communication and influence are key ingredients to success, having a large network will be a significant advantage and eventually an executive requirement.”

Next I asked, What can be done about it?

“Roll up your sleeves and get social.  Only by taking the time to participate in internal and external social networks will you learn how to build and influence communities and develop reciprocal relationships with influencers.”

 

 

Where AppFusions Fits – Connecting the Enterprise

Before we describe the place of AppFusions in the new world of Enterprise 2.0, it is useful to go back to look at the Enterprise 1.0 world which is still current for many.

Enterprise 1.0 – “A Single System For All”

In the Enterprise 1.0 world, large ERP systems claiming to be  a “single system for all” integrated many (if not all) departments and functions across a company into a single computer system.  They attempted to serve all the different department needs, running the business, successfully in some places, and not so successfully in others. These systems bridged the needs of products, customers, employees, and suppliers. (Below image from this excellent slideshare by Samuel Driessen.)

Credits: Samuel Driessen

For many years, this cross-functional single-uber-system was thought to be the ultimate glue to solve all problems: the silver bullet solution to propel corporations fast forward in their business success.

However, despite best intentions, these lofty goals were hard ones to meet in a single system, given many mixed audiences and purposes between departments.

  • Cross-functionally, departments wanted to control (customize) their workflow.
  • While ERP systems were configurable out of the box – to a point – in most cases, they required costly customization SLAs to develop or configure the workflow exactly how a department wanted it.
  • Data integrations to other systems were extremely expensive ($50K – $200K+), given the reliance on niche technical knowledge in closed systems.
  • All integrations were like “black magic”, requiring ongoing support and vendor reliance without a natural support path.
  • Integrations where time-consuming and costs could be as much five times the software fees.
  • Over time, specialty purpose-driven or “rogue” systems crept into organizations (large or small), as department heads rebelled against the rigid IT uber-system, and shopped for their own systems to meet their department needs.

For the companies that succeeded in their ERP deployments, they paid dearly in implementation costs, yet also they got bigger and faster with these large system infrastructures. For a while, they enjoyed a competitive edge in their locked-down systems.

Credits: Bertrand Duperrin

In such organizations [2], the general top-down management attitude was:

  • this is how it will be,
  • we do not really want to hear your opinion, and,
  • no, you cannot change the process or system (without an enormous amount of additional churn, cost, pain – to which we have no more money to expend).

Employees were forced to adopt the new inflexible systems, a change that often felt like steps back even from their slower, yet functional desktop processes.

Compounded with normal human resistance to change, the new systems were not always warmly received. People had to conform to rigid systems, rather than having flexible systems built around how people worked best.

The enormous level of cross-functional process coordination upfront, as well as the long term support for these systems, was often more crippling than helping. The systems had the potential to control corporate data in a better/faster way than previous manual ways, but it held employees hostage in so many other ways, and caused new problems organizationally.

Politics and internal fights evolved to ever high levels as employees felt duped when the new systems didn’t really do everything that they thought it would, and no customizations were allowed. If a department absolutely required customizations, they’d have to take the heavy cost hit in their departmental budget (not ITs), let alone the time-hit to implement (e.g., another 6 months often, assuming it got done before some other organizational crisis hit).

Companies would endure the growth of excessive politics, mistrust, and infighting causing systematic morale issues and lower productivity. Employee dissatisfaction grew at a higher than normal rate, as well as distrust for management who forced the new monster system on them in the first place (even if it was justified at the time given where technology was at).

In short – it was a vicious and often ugly cycle, especially for large corporations enduring these growing pains.

Outside the Enterprise 1.0 World, the Beginnings of Enterprise 2.0 Technology Moved Forward

Meanwhile, the open source movement had gained “officialness” in 1998 thanks to Netscape (Mozilla), and during the 2000s, the open source trend and collaborative engineering mindset grew more popular with the growth of Linux, further proving the value of both iterative agile engineering, open APIs, rapid development methodologies, and at the communications level – transparent collaboration.

Concurrently, the Internet was taking off well beyond the Silicon Valley, thanks to Yahoo! (1995), Google (1998) going big/global (as well as Microsoft with Internet Explorer). For the Enterprise, early pioneers Jive Software, SocialText, and Atlassian Software were founded in 2001 and 2002, respectively – three corps that would become pioneers in the Enterprise collaboration tools space in the years to come.

Atlassian also would become a leader in many of the open source stirred trends, namely agile development, ALM, engineering tools, and issue tracking, while boldly treading on common industries lead by big heavyweights like IBM, HP, and Microsoft, among others.

Overall – the timing of these new Enterprise collaboration businesses couldn’t have been better, overlapping with early social sites like MySpace (2003), Delicious (2003), Facebook (2004), Digg (2005), Twitter (2006), FriendFeed (2007), and a strong new-way-to-business Millenials culture pushing into industry with all their might.

The collective force was a perfect storm, landing down on a smug and controlling decades old proprietary industry and decades old command-and-control management styles.

By late 2009, open collaboration and social networking was no longer an idle idea.

It was a fast moving trend and way of the future, that had proven the beginnings of enormous business value for getting things done faster in the Enterprise. Concrete data began to emerge on the quantified value of these new approaches (see The Business Value of Application Connectors).

However, to be successful in the new world, people-centered Enterprise 2.0 apps need to connect with the old world transactional-centered Enterprise 1.0 systems. They needed to connect to each other to avoid establishing even more silos within organizations.

While AppFusions does not really believe in the legacy gigantic one-size-fits-all system ideal, at the same time we know that in most cases, these systems are largely not going away.

The new social systems of engagement still need to connect to the old world transaction systems to get work done.

AppFusions Bridges the Gap with Enterprise 2.0 Content Management Integration Connectors

We believe that business information and process management should be handled by a collection of systems that make up a whole. To make this happen, connectivity is the key driver. It is the glue that makes real work happen. It brings the benefits of social systems to work processes.

Modular system architectures in the Enterprise – from the same vendor or many vendors – provide greater flexibility, while also allowing organizations to pick and choose the best-of-breed systems for their purposes.

There are reasons for purpose-built systems, and a collection of many we feel is stronger than a single rigid system, especially if you can connect the strengths (data and workflows) of the different systems with common use case connectors vs. getting on an endless customization path.

Our integration connectors (current and future) bring together workflows, data files, and information between Enterprise systems for your collective purpose-built Enterprise 2.0 corporate solution of many systems. They allow companies to quickly and cost-effectuvely create the needed connectivity without going through the old-world pain of massive, costly, and time consuming integration efforts.

These connectors provide the means to close the gap between old and new, enabling the promise and opportunity within the capabilities of the new people-centered, social systems.

This blog will become the vehicle to tell this story and provide use cases demonstrating the essential nature of connectors.

Post by Ellen Feaheny, CEO of AppFusions