Category Archives: Jive Software

Highlights of IDC’s Worldwide Enterprise Social Software 2012 Vendor Analysis

IDC has released its Worldwide Enterprise Social Software 2012 Vendor Analysis. I received a copy thanks to Igloo Software. Companies covered included: BlueKiwi Inc, Cisco Systems, Inc., harmon.ie, IBM, IGLOO Inc., Jive Software, Moxie Software, Inc., Mzinga Inc, NewsGator Technologies Inc, Oracle Corporation, Salesforce.com, Inc., SAP AG, Socialcast, Inc., Socialtext Inc., Telligent Systems Inc., tibbr, VMware, Inc., Yammer, Inc. The reports evaluates and compares these vendors. In the post I will look at the cross industry movements that IDC offers.

IDC concludes that the “increasing sophistication of use cases demonstrates that the market for enterprise social software is maturing quickly. Organizations are looking to engage internal users and customers in an ongoing conversation, inside and outside the firewall. As usage increases in breadth and depth, activity streams, discussion forums, blogs, and wikis are becoming assumed functionality of enterprise social software to facilitate collaboration in real time and in context.” I would certainly agree with this assessment.

Application integration is increasingly becoming a success factor. IDC notes that “Customers are demanding broader and more specific collaboration scenarios that tie together internal and external constituents, deliver sophisticated insight into user behavior on the network, and extend seamlessly across mobile form factors.” These seamless extensions and the connection of internal and external constituents requires comprehensive integration that is designed to address business objectives.

Their key success criteria include: the ability to extend activity streams, blogs, and wikis to a broad range of stakeholders. The optimization of the mobile experience, comprehensive analytics that can “perform behavioral and predictive analysis on data generated by the network,” a scalable platform that can extend to customers, and partners, as well as handle different roles, company sizes and industries, and “prepackaged integrations with collaboration tools and major enterprise application vendors delivered via the cloud.”

We certainly agree with all of these factors, especially the prepackaged integrations. This is the goal of AppFusions and its suite of prepackaged integrations. For example, we have a number of integrations of Altassian’s issue tracking tool, JIRA, with a variety of collaboration platforms such as IBM Connections, JiveConfluenceAlfresco, Box.com, Google Drive, Dropbox, etc.

IDC notes that such social tools as activity streams and blogs are becoming required functionality within the enterprise. As social tools mature beyond initial marketing applications, use cases have grown into such areas as customer experience, sales enablement, digital commerce, socialytics, innovation management, and enterprise social networks.

The latter use case provides a means to find relevant information and people through connecting people, data, and systems in an overarching system. Collaborative workspaces are the outcome and the foundation for the connected enterprise.

Enterprise adoption of the new enterprise social software is on the rise. There has been as 40% year-over-year market growth. In this current survey 67% of organizations have implemented a corporate-sponsored enterprise social software solutions. While there are standalone solutions, many vendors have moved to more open and connected offerings through the use of APIs. This allows social software to be embedded within work processes, a topic I have covered before (for example, see Putting Social Media to Work and Giving Social Media a Good Job)

IDC concludes that “enterprise social software will eventually become the backbone of the ESN for a number of reasons.” This is being fueled by the recognition that connecting employees, customers, and partners is key to success. As McKinsey found, “higher operating margins (again, self-reported) than competitors correlated with a different set of factors: the ability to make decisions lower in the corporate hierarchy and a willingness to allow the formation of working teams comprising both in-house employees and individuals outside the organization.” Collaborative technologies create more agile organizations and these companies achieve higher profits.

In 2012 IDC expects to see enterprise applications and other collaborative applications being upgraded to include social functionality or becoming integrated with enterprise social software solutions in a complementary fashion.

It is an exciting time and we are pleased to be part of it thorough application integrations.

Badgeville for Jive Offers Gamification Layer

I have covered both Badgeville (see Badgeville Offers Cloud- based Gamification Platform and Expertise) and Jive (see Jive’s Platform Enables Comprehensive Enterprise Integration ).  I was pleased to see that Badgeville is now within Jive and recently spoke with Chris Lynch of Badgeville to get an update.

Chris noted that Jive provides a very comprehensive toolset for people to connect and share relevant knowledge across internal and external communities. However, adoption continues to be an issue. Gartner said nearly 72% of people who use these toolsets never actually login to engage with them. Badgeville has now integrated with Jive to increase  engagement inside Jive Spaces through gamification.

Badgeville allows companies to reinforce desired user behaviors across their websites, enterprise apps or any digital touchpoint. Through different engagement mechanics, they reward and encourage the appropriate use of tools, including collaboration suites such as Jive.

Badgeville provides rewards that offer value to users such as recognition for tasks, or achievements tied to expertise. For example, participants can gain rewards for such behaviors as starting a discussion, replying to a discussion, asking a question, answering a question, creating a document, editing a document, and sharing a status update. An achievement page is shown below.

You can also set up a mission. This is a collection of achievements such as those mentioned above. These missions can reinforce a desired set of behaviors and offer additional rewards to participants. A sample mission screen is shown below.

EMC is one firm that has used Badgeville with Jive to increase engagement. EMC set up several missions based on expertise to locate important sources of expertise within the firm. One mission included both internal behaviors and external ones such as registering at the EMC booth at their annual conference.  The EMC effort led to a number of documented improvements such as the following:

  • 20% increase in files downloaded
  • 25% Increase in User activity & engagement
  • 40% increase in videos watched

In this day of the social enterprise, improved adoption and engagement are critical for success. With gamification, companies have raised user engagement by 21% across the board. Now companies using Jive can easily implement gamification across their platform to improve adoption/engagement, become a more collaborative workforce and build a knowledge store based on user participation.

The integration works like this. Badgeville provides a plug-in to the Jive suite that is specifically designed for Jive. It inserts Badegeville code into key elements of Jive. This allows Jive Pages to connect with Badgeville’ Behavior Engine. Jive administrators use the Behavior Engine to enable companies to setup custom gamification programs to meet their unique objectives. Jive administrators can then build and inject Badgeville rewards within Jive Pages. HTML 5 widgets serve as the main vehicle for this integration. Here is a contextual leader board.

I like this move. Application integration is a core necessity for the connected enterprise to meet its objectives. The Badgeville Jive integration is a nice example of two complimentary applications working together to meet company goals. In this case, increased adoption and value.

Jive’s Platform Enables Comprehensive Enterprise Integration

Creating the connected enterprise is the key to driving business value in today’s economy. When over 84% of the value in S&P 500 firms is derived from intangible assets, the content within employee’s minds, facilitating collaboration across the enterprise in the context of work brings more of those minds to focus on solving meaningful challenges.

It leverages the firm’s most expensive investment, its people, to build revenue. Application integration is a foundation for this collaboration and Jive has certainly recognized this need in their product strategy.

I recently spoke with Mark Weitzel, about their integration strategy. We began with an overview of the Jive social business platform.

Mark Weitzel, Jive’s Director of Platform and Ecosystem

It is built to enable several use cases. One is building internal social intranets, supporting collaboration across the enterprise to break down silos through such features as activity streams and social groups to achieve the value described above.

Another is enabling external support groups. In this case companies set up external customer communities to address questions from other customers. These efforts have shown to both build customer engagement and loyalty and reduce support costs.

Mark said that Jive recognized the need to have integration with a firm’s legacy systems, their custom systems, and their other third party systems to put their own capabilities where work gets done. I could not agree more.

Jive did their research and found that their customers spent 34% less time searching for information and experts, had 28% fewer support calls, a 33% increase in customer satisfaction, and a 34% increase in brand awareness after they implemented Jive.

This supports the value of the use cases described above and is consistent with research by McKinsey on the value of the connected enterprise (see The rise of the networked enterprise: Web 2.0 finds its payday (2010) and How social technologies are extending the organization (2011).

“What Matters” Streams

The key to getting this value was opening up their platform so collaboration could more easily occur across applications. To facilitate meaningful collaboration they provide such capabilities as an activity stream called “What Matters”.

What Matters Jive Screenshot

In this case Jive allowed employees to move away from the fire hose of content provided by many activity streams to focus the content through several means.

Jive’s What Matters stream intelligently provides only the relevant information to the user based on the information that is visible to them and the relationships they have in the system. For example, if you are a member of a group, then you will see all the activity for that group.

In addition, Jive’s activity stream delivers targeted information a user’s social “inbox”. The social inbox is managed by the user and they can choose what information is delivered there.

The user can set up custom activity streams that combine information that is relevant to their specific context. For example, to quickly and easily follow all the activity of a company’s executive staff, a user could simple setup a custom stream and select the relevant e-staff members. In addition, Jive created a recommendation engine that pushes content to you based on your behavior in the system.

Application Integration Strategy

Jive based its application integration strategy on OpenSocial.

They made a significant move to adopt this opne, community driven standard and Mark is now the President of the OpenSocial Foundation. OpenSocial defines a Web based component model for the delivery is cloud applications along with a set of social APIs that allow an application to be easily embedded into a platform and take advantage of its social elements, e.g. the connections between people and their activities.

It gives a clear programming model and an easy way to use APIs. This allows legacy applications to be integrated with today’s leading edge social collaboration platforms. You can give legacy systems a “social life”.  This allows the creation of connections where employees might not have previously used an application.

For example, AppFusions built a JIRA in Jive application that enables this integration on a seamless basis. (Here’s the video.) There are many situations where one employee might not have access to application where much needed content resides. For example, while the IT department might use JIRA for issue tracking, a sales person who does have JIRA might want access to the JIRA status on a customer issue. Now with the JIRA in Jive connector, they can bring JIRA into a Jive conversation and ask about how the issue is progressing.

Embedded Experiences

I asked Mark about their next steps in integration. He showed me an interesting demo where you can have embedded experience form multiple applications in an activity stream. He started a discussion in Jive. Then he referenced an INXPO Social TV event to in the content.

Next, he brought in additional content from Wikipedia, and CrunchBase. Activity around discussions naturally flow into the stream in Jive, and because of this other users were able to gain visibility into this exchange of information.

The technology that these interactions are built with is using OpenSocial’s embedded experiences. Jive calls our realization of that “!App Experiences”.

I asked Mark more about that. He told me Jive’s !App Experiences is an exciting way to embed applications directly into Jive content, e.g. a discussion. Because the application is embedded with the content, the application is available wherever the content is.

Mark then logged in as another person and could access all the content right within the activity stream without having to go to the other applications or have them installed. This provides for a very rich collaborative environment. It allows you to contribute to a conversation where you are working.

Jive’s activity stream (“What Matters”) intelligently determined that this person should see the content that Mark created. When they looked at that activity stream entry, the artifacts that the application embedded in content were clearly indicated as special links.

When the user clicked on an embedded !App Experience, the application opened and the user was able to have a rich interaction right from where they were in Jive (again, in this case, the activity stream).

And here the activity is fully expanded.

And here is the Goshido action opened.

Finally, you can also create action tasks for follow up to the original post in yet another tool, such as Goshido. Now multiple applications are linked around a work activity.Jive is the glue that brings all these application together.

It was very impressive and an excellent demonstration of how the connected enterprise should operate.

AppFusions is also working on !Apps Experience integrations with Atlassian Confluence, JIRA, GreenHopper, Fisheye, Crucible, Bamboo, and Stash (Enterprise Git). AppFusions will be showcasing these integrations at JiveWorld12, in October.

Early demos of these integrations can be scheduled now however, by contacting AppFusions at info@appfusions.com.

Interview by Bill Ives of the Merced Group, and who also blogs at Portals and KM.

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