IBM Brings Integration and Social Business to Messaging

I think that social business is the most significant transformation in business today and application integration is the backbone of this effort.  IBM has been making significant moves in social business for some time and has included application integration as a main part of its initiatives. See for example my post on: IBM Connections 4.0 Offers Expanded Social, Integration, and Analytic Capabilities and my coverage of IBM Connect 2013 on this blog. They were recently named by IDC the worldwide market share leader in social software for fourth consecutive year. Now IBM is extending its social business lead by bringing messaging into the social experience, turning email from a client application used only for messages to a core component of a platform that changes the ways people communicate across the enterprise.

Research from IBM supports this rising importance of social media. According to an IBM study, 82 percent of chief marketing officers (CMO) plan to increase their use of social media over the next three to five years. IBM’s 2012 CEO Study identified the same trend—while today only 16 percent of CEOs are using social business platforms to connect with customers, that number is poised to spike to 57 percent within the next three to five years. See my post on this blog on the 2011 study for similar trends.

I recently spoke with Scott Souder, Program Director, IBM Messaging & Collaboration Strategy , to learn about the news in email. Offered on- premises, in the IBM SmartCloud for Social Business, hybrid or on popular mobile devices, the new offering of IBM Notes and Domino 9.0 Social Edition helps business simplify and accelerate social business adoption in the marketplace, providing employees with a single access point for all of their collaboration tools—social media, email, group activities, blogs and more.

For companies using Microsoft Outlook, IBM also provides a new social connector that brings the capabilities of shared files, communities and other key social capabilities directly into the Outlook client to ensure social email can be a reality for virtually any business.

Scott said that the goal is make email available in multiple tools, Connections and Notes, and multiple devices: laptops, mobile devices, and tablets. There is seamless integration so you can work within whatever tools you want. IBM has also developed a updated interface for Notes mail with improvements to spacing, fonts, and colors to provide a 2013 look. Ease-of-use is second goal with the simplified interface, which provides numerous consumability and productivity enhancements in the release. A third goal is an increased focus on application integration built on Open Social 2.0. This integration can enable embedded experiences and allow content from other apps to be integrated with email.

A sample use case can be seen through an employee who is working on a new marketing project.  Using a single interface this employee can check email, as well as activity streams containing the latest work from each team member, share files with colleagues, view new blogs on topics relevant to the subject and more without ever leaving the context of where the employee chooses to work In addition, since the service includes a broad device platform support, each team member has access to the same content all through their mobile device of choice, whether it’s an iPhone, Android device, Windows Phone or the new BlackBerry 10.

Connections Mail can be used to triage incoming mail more effectively. IBM wants to take email both out of a silo and away from being a fire hose . Future plans include increased filtering and analytics, which should enhance a user’s ability to focus on “What’s important now?” IBM is making significant moves in big data. It plans to take this capability into the email space by using what is known about the email user to make assumptions in filtering email.  IBM is  also going beyond the accommodation of the multiple devices with BYOD – or even “BYOC” (“Bring Your Own Client”) – to  exploit choice and flexibility in multiple backend platforms upon which Domino runs.  These are all moves in the right direction as they reflect the rising need for increased integration on all levels.

Ten Helpful DVCS Resources

This is another in our discussion on DVCS and git (see our git category in the right column for more). We see DVCS and git as a major transformation in how software is created. In this post, I want to provide a listing of resources on DVCS. I will list each with a brief description and a link. I hope this is helpful.

Introduction to Distributed Version Control – Simplified illustrated guide that explains the differences, deltas, and benefits between CVS and DVCS. Includes a section providing key concepts in 5 minutes, as well as the advantages and disadvantages of DVCS and links to further resources. By BetterExplained.com.

A Visual Guide to Version Control – General primer on version control. By BetterExplained.com

Centralized vs. Decentralized Version Control: 2010 vs 2012 – A must read blog post and with an excellent review providing statistics on “the great git migration” in process, in the world of development. By Redmonk.

Getting Started with DVCS – DVCS overview guide. By Atlassian

What is Version Control: Centralized vs. DVCS – Blog post on version control with a comparison of centralized vs decentralized version control. By Atlassian

What is Version Control: Diffs and Patches – Blog post that reviews of differences and patches. By Atlassian

Atlassian Ships Major Updates to Distributed Version Control Products, Readies Enterprise for Massive Git Adoption – Press Release by Atlassian about DVCS, Git, Mercurial, BitBucket, SourceTree, and Stash. “Readies Enterprise for Massive Git Adoption…”

git in to Enterprise DVCS – Video (8:49) by Steve Streeting, founder of SourceTree, Atlassian’s free git (and Mercurial) client for Mac describes the advantages of DVCS (vs CVS).

Zero to Hero: Getting started with DVCS – Atlassian Summit 2011 – Video (9.09) discussion on SVN shortcomings, and advantages and ease of a DVCS system/model in code development – be it DVCS hosted (i.e., BitBucket) or Enterprise DVCS on-premise (i.e., Stash).

CVCS vs DVCS and the Pros and Cons of DVCS git – Our post on this blog that covers the basic differences between traditional version control (CVCS) and the newer distributed version control (DVCS) and then discusses the pros and cons of DVCS.

If you have any questions on DVCS and how best to work with git and Stash contact us at: info@appfusions.com.

 

Dan Pontefract’s Flat Army: A Review

Flat Army: Creating a Connected and Engaged Organization is an excellent new book by Dan Pontefract  It “arms you with powerful tools for overcoming resistance to change and creating a culture of collaboration, engagement, and employee empowerment.” The book offers an integrated framework integrating collaboration, open leadership, technologies, and connected learning. It provides useful ways to flatten your organizational pyramid and engage with your people in more collaborative and productive ways without undermining management’s authority.

I have known Dan Pontefract and his excellent work for several years through his blog.  He is the Head of Learning & Collaboration at TELUS. Dan is responsible for the overarching leadership development, learning and collaboration strategy for the company. Here he implemented the strategy set forth in this book to make significant changes in the 40,000 person organization.

The organization writes on its blog. “Thanks to the remarkable efforts of Dan and his team, we’re moving beyond traditional models of learning and leadership at TELUS towards more of social, informal and participatory framework.” This is a goal that all organizations should be aiming for in today’s market conditions and opportunities. The useful ideas in the book will help you achieve these goals.

Dan explains the title as not a reference to war but from a medieval Latin term, armata, used first in 1533 to depict a fleet of things moving together. He further explains that the essence of an army is “a group of people striving, leading together to achieve a common goal.” This is what you want your company to become. For most large organizations that I have seen that would require a complete transformation. Almost every one I have observed is a group of people, each after their own agendas, even if it conflicts with the overall goals of the organization.

I really like historical contexts. Dan also offers the origins of the concept of hierarchy. The term dates back to the 14th century and it combines the Greek terms for “holy” and “ruling” or head priest. By the 17th century the terms was linked to church organizations. Now it has spread to military and business use. The origins thus provide almost all power and intelligence to top of the hierarchy.

Dan also notes that the Industrial Revolution cemented the link to the hierarchical approach to management. Fredrick Taylor called this “scientific management.” It rose to influence in the 1880s and 1890s within the manufacturing industries. Its peak of influence came in the 1910s but it often was badly received by workers. The Wikipedia reports an interesting story from that time.

“Under Taylorism, workers’ work effort increased in intensity. Workers became dissatisfied with the work environment and became angry. During one of Taylor’s own implementations, a strike at the Watertown Arsenal led to an investigation of Taylor’s methods by a U.S. House of Representatives committee, which reported in 1912. The conclusion was that scientific management did provide some useful techniques and offered valuable organizational suggestions but it gave production managers a dangerously high level of uncontrolled power. After an attitude survey of the workers revealed a high level of resentment and hostility towards scientific management, the Senate banned Taylor’s methods at the arsenal.” (image of Taylor from Wikipedia)

Despite this negative reaction many aspects of hierarchical and scientific management remained in place. We have all seen them. Dan provides some interesting examples.

Now new tools open up communication up and down the different levels of the organization. This cross level communication was often consciously blocked by middle managers or just got lost in the chain of command. Now company conversations can be out in the open for anyone to take them in and join. Collaboration tools can turn Taylorism on its head so learning goes up and down the enterprise and the whole structure is flatted. I would certainly agree with Dan’s views here. However, precisely because of this transformative change in communication it takes a cultural change to work. This is much of the content in Dan’s very useful book.

He writes how leaders can reverse traditional heirarchical leadership model and become a connected leader. He defines open leadership as, “the act of engaging others to influence and execute a coordinated and harmonious conclusion.” If you can harness the thinking of the entire company to solve problems, you will be creating a much more effective organization. There is much value to be gained from this connection. For example, McKinsey found quantified benefits from the connected enterprise in both 2010 and 2011. Now they have doubled down on their forecasts for the business value of connectivity. See my post, McKinsey Projects Business Value of Social Business at a Trillion Annually, for a look at the bright side potential of the connected enterprise.

If you want to unlock this value for your organization, Dan’s Flat Army should be on your reading list.

Dion Hitchcliffe on Social Media

Last year was a big one for social business. This year is positioned to be even greater. Major players, such as IBM, who have invested in establishing a large presence in social business have done well. See for example our Complete Listing of IBM Connect 2013 Notes. AppFusions is pleased to be working with IBM and others in this space.  Dion Hitchcliffe covered this past year in his useful post, Sizing up social business for 2012

Dion notes that, “perhaps the most important development of the year was the maturation and accumulation of experience in how to make social business work in large enterprises.” I saw many examples of this at IBM Connect 2013. He goes on to summarize five major trends from 2012.

First there was the re-unification of social business.  He notes that 2011 the realization emerged that social media must be connected to daily work to have real impact. I agree and wrote about it at the time (see for example, Putting Social Media to Work). However, 2012 revealed that enterprises had created numerous social silos that fragmented their efforts and employees. Dion went on to add that a growing body of evidence clearly shows that when social business environments had most connection between them, the measurable business outcomes were substantially higher. We cannot agree more. As we have written many times on this blog, application integration is a major foundation of social business success (see for example, The Business Value of Application Connectors).

A second trend is the addition of other major players into the space. While IBM has long made major bets here, Oracle, SAP, and Microsoft have joined the field. As these vendors move into the space, integrating their various applications and those of their partners will become even more necessary. Third, the rise of interest in big data has found a natural home in social business. One of the benefits and challenges of the transparency offered by social business is the massive amounts of data automatically generated by its use. Those organizations that can turn the massive global conversations in social media into relevant insights will be the winners. Numerous software firms added social analytics and business intelligence features to their existing products, while a great many new startups received funding in this space.

A fourth trend in 2012 is the continued rise of mobile. Dion feels mobile hampered social business projects more than it helped them. He writes that accommodating mobile requirements was a distraction to social business efforts in progress and that enterprise mobile apps did not compare well to their consumer side counterparts. However, he projects that the situation will improve. Mobile is a natural for social business. Companies and vendors now have to get it right.

The fifth and last trend he discussed was merger of social business with customer experience. He writes that a “new view has arisen to merge and combine the traditional and social customer experiences into something more holistic, natural, and expected by today’s consumer.” Application integration is critical here to connect the various customer-facing apps with the back office systems of record to create a seamless experience for both the customer service agent and the customer.

A theme running through many of these trends is the need for integration to realize the benefits of social business. A significant foundation for these benefits is found through establishing connectivity between the rising number of new tools and the established ones. Our goal at AppFusions is to build ready-to-deploy, reasonably priced connectors to solve the most common Enterprise system-to-system data and process integration problems. In other words we ant to provide tools to make social business work.

Key Steps for Migrating to Stash and git

This is another post in our discussion on DVCS and git (see our git category in the right column for more). Distributed version control (DVCS) makes it easy to share changes as every change has a guid or unique id. With DVCS git, you can get the best of both worlds: simple merging and centralized releases. We will continue a Wednesday post on aspects of git and git resources into May.  Atlassian provides a git tool with their Stash offering. In this post I want to go over the key steps in migrating to Stash. 

Before You Begin:

Make sure the following steps have been completed.

Staging Environment – Set up a staging Stash environment to perform a test run of your import first, for review and validation before doing the production run. Note, this is best practice for ANY major service efforts with Atlassian systems. You can use an evaluation license for this test.

Atlassian Stash, git, SVN installedInstall Atlassian Stash on staging server, as well as git and SVN. (SVN install is required for the import processing.)

Mail serverConfigure SMTP mail server settings on Stash server before you begin the import process. At the completion of the import, you will receive an email notification of success or failure (which can take a while depending on the size of your import).

SVN Permissions – You will need permissions authorization to your SVN repositories that will be imported, or the ability to import the SVN repositories “anonymously”. The importer supports both scenarios.

About Stash Logging – Stash process logging is logged to logback.xml in stash-home. Importer logging is logged to stash-home/logs.

Stash Documentation – More questions about Stash? Go here or ask us – happy to help!

Getting Started:

  1. Review the above checklist.
  2. Install AppFusions’ Source Code Importer for Atlassian Stash plugin from Atlassian Marketplace
  3. Once installed, SCM Importer will be listed among the available Stash plugins.
  4. Apply for a license for the plugin.

Running the Import in 9 easy steps!

To run the import, follow these steps (screenshots):

1. Review the “Before you begin” checklist and “Getting Started” steps.

2. Access the importer user interface, as follows:

  • Select the Source Code Import option in the Repositories menu, or,
  • Click Import… button from the Projects screen

3. In the UI, define your SCM, and URL for the SCM Repository Source.

SVN authentications:

  • If you require SVN authentication, select “Use Authentication”. You will be prompted for SVN username and password.
  • If no authentication is required, do not select this option. The import will access SVN anonymously.

SSL Certificates:

  • If the SVN server URL is https, no problem. The certificate will be detected, and this is supported.

4. Define your Stash target, as follows:

  • Select “Existing” or “Create New”.
  • Select/define project (depending on existing or new).
  • Define repository name

5. Click [Fetch SVN authors…] button to continue.

6. In the Source Code Import Details screen, your set import configurations are shown. Stash users are mapped to SVN authors, but you can override these mappings here. Check/adjust all of your SVN authors as desired, then click [Import into Stash] button to continue.

7. The Source Code Import Commenced screen is displayed. When import process has completed, an email with results will be sent to the logged in Stash user.

  • If an error occurs during the process, the import is halted and you will be emailed the results.
  • At anytime during the import, you may check progress in the Importer logs, located here: stash-home/logs.
  • Depending on the size of your import, the full process can take some time, so please be patient.

8. Repeat this process on your production server

9. Congratulations! and we’d love it if you let us know about your success!

If you have any questions on DVCS and how best to work with git and Stash contact us at: info@appfusions.com. At AppFusions we have also developed a Source Code Importer for Stash, Atlassian’s git offering. This importer significantly decreases the challenge of migrating SVN to git.

McKinsey on Protecting Info in the Cloud

The rise of cloud computing is well documented by many sources. Enterprises can gain both risks and rewards by taking this step. Mc Kinsey recently released a useful report, Protecting information in the cloud, on the topic. They report that the rewards include both decreased IT costs and increased agility. Their research found examples of 60 to 70 percent savings by moving from custom-developed internal applications to SaaS alternatives sourced from the public cloud. They also found that 63% of business leaders felt the cloud makes their organizations more business agile and responsive.

To mitigate risk, large organizations are often building and managing private-cloud environments for basic infrastructure services, development platforms, and whole applications. Smaller businesses are generally using public-cloud services such as Amazon, as they lack the scale to implement their own private clouds.

The risks include concerns over the security of sensitive data and exposure to regulatory infractions. Even those who are building private clouds are concerned with putting sensitive data into a single space.  However, there is also a risk to not taking advantage of the cloud as competitors may gain cost and agility advantages. McKinsey writes that avoiding the cloud is a not a viable business option in today’s environment.

The cloud is now big business. IDC estimates that spending on third-party-managed and public-cloud environments will grow from $28 billion in 2011 to more than $70 billion in 2015. Total spending is much larger as these figures do not include spending by large organizations on their private clouds. McKinsey reports that their research indicates that 80% of North American institutions are planning or implementing cloud environments to host critical application. Most are doing this by building private-cloud environments.

Because of the nature of purchasing cloud services, business units can bypass IT departments and go directly to SaaS vendors. In fact, attempts by IT to block usage may encourage business users to go to less secure options. We have found that attempts to prohibit desired goods and services of all types, including alcohol, have led to bad side effects. Regulation by IT, in this case, is a better answer.

In addition, software developers are using IaaS and PaaS solutions for testing code and sometimes for hosting applications. We have been running a related Wednesday series on the use of git for hosting software in progress. See for example, CVCS vs DVCS and the Pros and Cons of DVCS git.

So how do you benefit from the cloud and reduce your risks? McKinsey offers several service models. They note that “Public cloud” and “private cloud” can be useful simplifications, but there are other models. One option is on-premises managed private-cloud services. Here third-party vendors provide a service, working like an external cloud offering, but located inside the organization’s fire wall and dedicated to its use. Another option includes different flavors of private cloud use.  A third choice is the use of community clouds that are shared by several organizations.

McKinsey recommends implementing a mixed cloud strategy. For example, a public cloud is useful for developing and testing software, since these efforts often do not involve sensitive data. In contrast, any application content that contains personally identifiable customer information requires careful consideration before it is be hosted in a public-cloud environment.

Risk management needs to become more sophisticated and nuanced. There needs to me more analytics and monitoring. Controls can be implemented by the cloud platform itself. For example, sensitive data can be blocked from exposure until regulatory concerns have passed. The cloud will not go away. It is now a matter of getting control over its use and matching an organization’s multiple requirements to its multiple options.

 

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.

Twelve Helpful Atlassian Stash git Resources

This is another in our discussion on DVCS and git (see our git category in the right column for more). We will continue a Wednesday post on aspects of git and git resources into May.

We see DVCS and git as a major transformation in how software is created. Atlassian’s Stash provides behind the firewall git management. As fast as git is, Stash’s easy UI enables development to be even faster! Following are some useful resources on Atlassian’s Stash.

Atlassian Stash Blog – Blog posts on all things to do with Stash

Atlassian Stash Screenshots – Includes a feature tour and brief video (1:00)

Atlassian Stash Documentation – Includes getting started, administering, and extending Stash.

Atlassian Stash FAQ – Includes repositories, integration, licensing, and other topics.

Atlassian Stash Powers Enterprise Application Developers with DVCS git – Blog post interview with Atlassian’s Jens Schumacher.

Atlassian Stash Overview – Teaser Video (0:58)

Getting Started with Atlassian Stash – Video (2:35)

Installing Atlassian Stash – Video (1:55)

Create a Project in Stash – Video (1:19)

Search git Files from Atlassian Stash – Video (1:05)

Interactive Image Diff feature from Atlassian Stash – Video (0:29)

Push Code in Stash to git – Video (2:10)

If you have any questions on DVCS and how best to work with git and Stash contact us at: info@appfusions.com.

 At AppFusions,  we have also developed a Source Code Importer for Stash, Atlassian’s git offering. This importer significantly decreases the challenge of migrating SVN to git for use with Stash and is currently available from AppFusions.

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.

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.”