Community and social computing
I picked up my copy of The Starfish and the Spider again to look back at how they describe their approach to building a community. The book advocates a new view of decentralized and non-hierarchical organizations, systems, even software. The two creates refer to the hierachical organism (Spider) that can survive loosing some parts of its body but after a point dies, as compared against the distributed organism (Starfish) which even when cut into pieces, essentially break up into multiple separate and surving organisms.
The reference is directly apt to communities, and in this light relevant to our Spaces model. Essentially, it is a way of how a community can organize itself. Per the book, there are five elements that help to make such a system successful: circles, a pre-existing network, ideology, catalysts, and champions.
In our view, a Space is a virtual implementation of having a circle of people that allows them to interact in any number of ways their own circle see fit. This is the home room for the virtual membership to gather together, interact or share information.
The pre-existing network comes from the large membership--6 million the last I checked--that already exists in developerWorks. However, that's not the only place. We also expect to draw folks from other areas of the Internet, which is why syndicating information from your space is so important. While circles can survive losses of members, they still need some minimum level of participation to sustain the existence of the system; otherwise, rather than subdividing, your membership simply dissipates. This is why for the long-term it is important to try to recruit new members. Of course, that still depends upon the intentions of the circle itself; they may decide that the circle only needs to exist for a short-term. In our model, the syndication not only helps to share information, but also acts a way to potentially draw more members based on their interest. The potential candidates can judge for themselves if they like the output of the circle.
However, raw information from the circle is not enough to bind people together. This is why ideology is of value. Call it what you like: mission statements, guidelines, values, tattoos, etc. They represent the ideas that the circle hold of importance; their view in relation to the information. Such ideology is not always necessarily complex, or spelled out; they may even be too subtle to ascertain from the regular ruminations of those on the roster. A better organized group works to make sure that their ideology is made apparent. To help shape that ideology, you need catalysts and champions who help raise and direct the circle.
dW Spaces can help shape the circle and tap pre-existing networks. It can even help the circle describe and post their ideology. However, this is where the software meets the wetware. This is where the brains of the catalysts and champions play key roles. In other words, software alone is not to build communities. It helps to to facilitate them, but you still need the people working to bring it together.
Our view in developerWorks is to try to help these communities start and grow, and collect the ideas of what works well in different situations, to feed back into other communities. That's a long-term process as well. Even though, the staff at dW may not be directly be the catalysts and champions, we try to help new them by acting as a common resource to collect and distribute that knowledge. In big companies, that is often referred to as a center of excellence. While we don't call ourselves that, perhaps that is the role we fill.
I'm trying to determine what would be the best way of describing the following concept:
- a recurring or common scenario of how people gather together in any size of population from small pairings to very huge communities
- who can post, provide input
- who can see/use/take the output
- how long it exists, who determines that
I simplified the factors above but it gives a general idea. Some examples are: a person's social network, a group activity, an instant messaging session, a long-term community, a mass collaboration like Digg, etc.
I started thinking about it as a social perspective or how people see it in a visual sense. We've also been talking about it in terms of social context which separates out the visual element and away from a focus on a beneficiary group, towards an abstract notion.
My thought is that there are a limited number of well known types of social contexts/perspectives that I've seen repeatedly across many sites. However, people don't necessarily know which one they are because they don't know the general idea versus specific examples (like how I listed Digg above). Once you can tell which social context/perspective your site has, or even multiple ones, you can then go on towards explaining what the other elements of it are.
Which do you think makes more sense or rings better to you?
Good business plans delivers on results, and to get results you first have to be able to determine what they should be and be able to measure them. Ie seen many business operations that aren quite sure what results they are supposed to be delivering, or have no easy way to measure those results. They end up not really progressing or succeeding in the long run.
With the new territory that is Web 2.0, this comes sharply into view. Organizations that implementing or running Web 2.0 services like blogs, forums, wikis, and other social interaction systems, all need to know how to measure them and what measurements are meaningful. At least wee lucky that in the online world, collecting data and doing business analytics can be more automated.
Many companies already agree that for Web sites (Web 1.0) you need to be able to determine pageviews (PVs), and unique monthly visitors (UVs) as your two key metrics, to determine the success of the site.
But now consider what Web 2.0 is about and think about if those metrics still give meaningful information. If youe an organization like ours where our Community has a wide range of Web 2.0 services, how do compare those metrics between that of a forum and from a blog? Does it even make sense do that when what youe really interested in are things more like: How vibrant or healthy is our community? Who do people interact with? Is our communtiy self-supporting or do we have to do a lot to keep it alive? How much does it cost us to support our community?
My idea on this is that PVs and UVs are too low-level to answer these questions, and we need another level of metrics beyond that which Il call participation metrics. These metrics are used to try to answer the questions, or at least get a sense for what those levels are.
Now, the catch: How do determine participation metrics in a Web 2.0 system when even the ways people participate are very different between blogs, forums and other services?
The key, I think, is to go back to social network theory and the core ideas of collaboration; in particular, the idea of relationships between the members of any social network or community. It fairly easy to quantify a relationship, but it very hard to determine the quality of the relationship.
In this case, I focusing on the quantity of relationships, as well as the population mixes. Taking dW as an example, there are many ways of looking at our population but the one that interests me here is the relationships between a consumer and a producer. Simply said, you can look at four main population segments:
Thus, you can create a matrix of sorts here based on the interaction activity going on a specific area:
You can go on defining more and more based on every (repeatable) use-case you can think of. More significantly, what this does is coaslesce together all the Community uses that generally contribute to specific relationships. While not entirely accurate, you could generalize that each use case mostly contributes to one or two types of relationships.
Thus, you develop a mapping across your entire landscape of interaction types for participation metrics based on relationships. If you have multiple communities (or dozens like dW has), you could limit the scope of the data to all service uses relevant to a specific community (e.g., IBM Rational ClearCase community) or specific set of communities (e.g., all IBM Rational communities), or you could look across all your communities at once (e.g., all dW). You have essentially, a set of participation metrics that applies to a range of data.
How do you use these metrics? It depends upon the questions you ask:
Again, this idea is more of a method than actual steps to take for your communities. You can see that the information is subjective to the goals and direction of your organization.
I'm read HOW magazine's article on Small Medium Large--unfortunately only in print--talking about the shifts in design strategy. The article describes six shifts, but some of them seem strikingly similar. They suggestions echo our strategies in dW now.
Otherwise, the common theme to me seems like being a designer now is a job shared by more people beyond just a design team, and even involving users in the process. However, at the same time, this means you need to design a system whereby it is easy for the user to get involved and affect design. This means creating the tools or mechanisms that allow them that capability, all while making it simple to do so. Thus, you provide the tools and a context on how the users can achieve their goals. There is also a lot more for designers to learn, and in this time of flux, to keep learning and training on new methods and processes. The job is getting harder by the day.
Our sister site developerWorks Korea has launched its own community page!
It's in Korean (Hangul, if I'm right) at: http://www-128.ibm.com/developerworks/kr/community/
We launched our developerWorks Spaces project at the Web 2.0 Expo last week. The page has more information including a video and an interactive tour of what the project is all about, but in quick summary: with our spaces system, you now have the opportunity to create your own community microsite around a topic, project or other activity for developers that can bring together multiple social networking tools, any of the developerWorks articles or tutorial content, or any RSS feed from across the Internet. We provide an easy web-based tool for you to create the community topic space and publish it to share with everyone. Please visit the URL for the project to see how you can apply for your own space.
I will also share information about the project in a webcast this Wednesday on April 25th, 1-2pm Eastern Time. This 1 hour long joint webcast together with the Software as a Service (SaaS) team is available through the IBM PartnerWorld webcasts as Social Networking and Software as a Service. It's a free webcast but requires registration to use the tool to see the slide presentation, the demo, the Q&A, and polls.
I noticed Hutch Carpenter's (@bhc3) post about this proposed session in Enterprise 2.0 conference where he's talking about different forms of competition. I had to share this excerpt from chapter 4 on Social Tasks of my book on the different forms of working together on a social/collaborative task.
Another excerpt from :
Another excerpt fromSocial Networking for Business
"The next step of defining a social task is to consider how members perform this task collectively. Social software aggregates the behavior or content from many individuals into overall results or collections of results. However, you can use different methods to perform aggregation:
- Independent: Members work on the task separately, but the results are aggregated across all members. Their discrete actions and results might not be directly visible to others: the results are visible only as an converged aggregate value (for example, closed ballot voting).
- Autonomous: Members work on the task separately of each other, and their results are distinctly visible to other members as separate work. This creates opportunities in which members might benefit from information that multiple other members share. A collection of divergent results across the many members or a single convergent result (such as brainstorming on ideas) can occur.
- Consensus: A group of members works directly together on the task with the intent to deliver an overall collective result, even if it’s not unanimous or convergent. Tasks often require analysis, discussion, and debate to arrive at a collective answer. The ultimate goal is to converge and deliver a single collective result, but members might not always agree on one answer and there sometimes produce multiple options as results.
- Deliberative: A group of members works directly together without the intent or necessity of coming to a consensus on a single result. These are typically discussions or interactions that can spread out in many directions, depending on how subsets of members interact.
- Combative: Members must compete against each other to derive the best result from the group, denying other choices.[i] Unlike consensus forming, only a single answer is provided from all the choices the group generated.
Glass, Designing Your Reputation System in 10! Easy Steps, IA Summit
I was talking to Bobby Woolf earlier today regarding the different generations of what we all call the Web. Bobby blogged on Web 2.0, the current conversation on a move from a focus on content to one around APIs. There are blog sites, conferences and other activities all around how services are present the great idea of how to work with the Web.
Bobby describes three generations:
I've tested the Web since 1990, starting with a very early
text-based browser that Berners-Lee first released that predated even Lynx. Then Mosaic, Mosaic 2.0, Netscape's alpha browsers, Netscape Navigator, Spyglass Mosaic, HotJava (Sun's original Java-based browser), Opera, Mozilla, and a few others. Over the years, I think there were probably a few other "generations" that came and went:
The benefit of the services Web is that it ties applications in more obvious and neutral ways that specific programming APIs, scripting languages and plug-ins. More significantly as Bobby indicated it brings a widely considered design pattern of the Model-View-Controller (the Observor-Observable pattern to be accurate); the separation of a presentation element from a communicating element and the execution elements of the design. Most programmers are familar with it and its benefits. The news now is that business people are beginning to take notice of its benefits too.
PS: Know any other trends in information presentation and interaction on the Web that came, went or stuck-around?
There are several different ways of looking at what to measure and how to measure benefit or value in social software systems.
First, who receives the benefit from the system, and how do you measure their benefit:
These are just my own ruminations. I believe that there are some ways to develop or gather metrics of some of these, but it may be a while before we can agree on how to measure all aspects of these. Before thinking about how to formalize this, you should take a look at these ideas of how to carefully define a measurement process by Peter Andrews, part of the Senior Consulting Faculty for the IBM Executive Business Institute. These are the brainiacs that think about the "thing behind the thing" (to paraphrase the classic statement from many a mobster movie): how to define or measure abstract concepts like innovation, strategy and more.
Ive just started reading Tom Davenport's new book Thinking for a Living, a great book on the issues surrounding knowledge workers.
If you havent heard of this term, you may not realize that you are (in the IT industry) very likely a knowledge worker yourself. This kind of work is a difficult to quantify, and even describe, but essentially involves all those jobs where people spend the majority of their time thinking of solutions for a living (doctors, lawyers, managers, programmers, etc.) rather than building many unit pieces of the same thing (e.g., manufacturing, production or labor-intensive work). This may still be an unfair description.
In fact, even the book indicates that the term has been measured in many different ways. In the US, the Labor statistics report is not categorized this way, so analysis by different academics point to there being anywhere from 30 million to over 100 million knowledge workers in the US alone (thats from 10-30% of the population).
The book makes for a fascinating read. For me, it provides valuable context to understand how developers worldwide do or think of their work. For example, Davenport indicates that there are some common attributes for knowledge workers, no matter their job:
It is these last two points where I find good relevance to my own job. Im probably a typical knowledge worker; in fact, my current job can be categorized as heavy knowledge work, but also some production work.
For the production work-side, I am responsible for getting more people blogging, discussing, debating, and interacting on technical topics on our site through our various community areas. Loosely, that translates to getting more instances of blogs, forums, wikis, and other such tools, started and running. I certainly have help from many others to get this going.
On the knowledge work-side, I work on our community strategy and direction, and lead our large community project currently in development in dW. This means I work with our infrastructure and development teams to describe the technical idea and debate solutions. I work with our research team and do research myself on different Web 2.0 and community activities around the Web. I work with our design, user experience and information architecture teams to consider how to present, organize, and direct this information. I work with our content teams to consider how to use or how to get others to use our community system, generate content, and participate in activities. I work with our management to present, consider and strategize what we should be doing in all these areas. Finally, I work with other teams and people outside dW, in IBM and beyond, to discuss many of these areas in relation to Web 2.0 and community. Believe me, that's a lot of phone calls and knowledge exchange.
To summarize: I suck information in and spew (hopefully useful) knowledge out across many different personas (people and groups).
Money magazine is reporting that Video Gaming will be a "welcome event" at the Beijing Olympics. Apparently the Chinese government recognizes it as an official sport alongside other ones that require agility or dexterity (like soccer), although the Olympic committee has not accepted it as yet.
This isn't like the World Cyber Games (in Germany in 2008) which takes things much more seriously as a sport, but it is a start. After all if Bridge counts as a "sport"...
Man, too many projects for me to inspect all coming up at the same time with this new job. Not enough time to blog in depth. I have two jobs to do simultaneously right now and it's definitely keeping me busy.
Meanwhile: take a look at this site I put together for my swordfighting students. This should link to our site on ning.
I picked up Market-based Management by Dr. Roger Best (see my reading list), a textbook of the "traditional" approach to customer-centric marketing. I'm looking into the ideas on how companies look at customer focus, satisfaction, loyalty, and retention. The processes are probably very different but online communities of all forms also face some of these same issues and the existing ideas and metrics may give insight into similar metrics from the community view.
There are some very different views here though:
Still there are many parallel concepts that can be borrowed. A few of the many examples:
Beyond just the basic measurement of each community, there are the issues of measuring the effectiveness of your community program itself. The parallel is measuring the effectiveness of the marketing program or strategy separately of the end-results driven. This means understanding market share, awareness, availability, etc.
The reality is that even with the decades of having online communities we really have not reached a significant level of sophistication in measuring online communities. Perhaps things needed to happen to emphasize that such as the rise of social software and Web 2.0, the acknowledgment of the long-tail phenomenon, the improvement of web metrics collection tools, and the effects of influencers online.
I see this as something entirely different than the success of the online ad marketing, which everyone can see is a multi-billion dollar opportunity. With online ads, some of the traditional ideas and methods still work, and even some of the traditional metrics may apply. However, a community, where the value comes from the knowledge economy, is likely quite different than a currency-based economy.
With growing interest in online communities as basis of support for real-world products and offerings, business & technology development, market reach and awareness, I think this is a large field waiting to be explored.
The book has progressed and transformed significantly over the past year. I've probably rewritten the contents three to four times already, either shifting large sections to bring related ideas together, towards a business focus (requiring less prior technical knowledge), and in a more cohesive concept.
The draft chapters all go up onto the Roughcuts section of Safari Books. What's confusing is that the latest information is in there but only to registered members, and the free information you see up front is several drafts old. So, I'm including the ToC here:
Ch 1. Social Software
A powershift through Conversations
Collaboration and the Social Web
A crying need in the global workforce
What is happening to knowledge workers and teams
From Mega-trends to Ground-level issues
Elementsof a Social Architecture
Ch 3 Social Experiences
FindingCommon and Reusable Social Experiences
DifferentExperiences for a complex world
ThePersonal Social Network Experience
TheClosed and Visible Group Experiences
TheMass collaboration Experience
Atthe Intersection of People, Places, and Purpose
Part I: People
Ch 4 Interpersonal Actions
Identity in Online Social Environments
Common Interpersonal Actions
Investing and Investigating Identity
Building Relationship Structures
Introducing and Intermediating
Harvesting the Network
Flowing between Interpersonal Actions
Ch 5 From Relationships to Roles
The Value of Roles
Structural Relationship Networks andSocial Graphs
Activity Roles in Social Systems
When and Where Activity Roles Emerge
Ch 6 Participation, Trust and Reputation
Identity to Participation to Reputation
The Trouble with Participation
Expanding the Definition of Participation
The Impact of a Reputation system
Building a Reputation system
Defining goals of the reputation system
Setting Reputation metric types
Qualifying to participate
Determining the award process
Displaying reputation metrics and award
Documenting the process
Expertise and Reputation
Ch 7 Social Leadership & government
Choosing a Social Government model
Leaders and Influencers
A Selection of Social Government models
The Centralized Models
The Delegated Model
The Representative Model
The Starfish Model
The Swarm Model
Governance Models applied to situations
Part II: Places
Ch 8 Content Actions
Social Content, Information and Vale
Varieties of Content Actions
Transforming Knowledge Actions into SocialContent Actions
Ch 9 Connecting to Social Experiences
Grouping and Combining Social Experiences
Multiple channels of experience
Interacting through Channels
The Impact of Grouping and Channels
Ch 10 Environment Actions
Managing the Interface
Skins, Themes and Layout
Availability and Mood Indicators
Distribution Points and Sharing tools
Managing Identities and Profiles
Background, Interests, or Skills
Identifying Photos and Logos
Affiliation, Membership or Role Badges
Awards and Merit Badges
Managing user actions
Managing User Rights and Membership
Managing Contributions and Content
Ch 11 Social Tasks: Collaboratingon Ideas
The Structure of Social Tasks
Form of Aggregation
Building a Template for a Task
Different Models of Social Tasks
Idea generation and predictions
Disitributed human computation
Open source development
Relationship mapping and mining
Location-centered social interaction
Ch 12 Social Tasks: Creating and Managing Information
- Recommendationsand Reviews
o DirectSocial recommendations
o DerivedSocial recommendations
- Creatingand categorizing information
o Directsocial content creation
o Derivedsocial content generation
o SocialQ&A systems
o Navigatinginformation on social input
Ch 13 Building a social culture
- Defininga Culture for a Social Environment
o Ideologyand Values in cult
o Behaviorand Rituals
o Cultureand Maturity of Social Environments
o TheCultural Impact of Social Architecture
o HowSocial Experience Models Impact Culture
o How SocialGovernment Models Impact culture
o HowSocial Tasks Impact Culture
o HowDomains Impact Culture
Ch 14 Engaging and EncouragingMembers
Engaging Members through Activity Roles
Roles and Interpersonal Actions
Roles and Content Actions
Roles and Environment Actions
Belonging and Commitment
Creating a model for identifying commitment
Maturing over a Lifecycle
Programs to Grow or Encourage your Socialgroup
Member Reward programs
Recruiting Evangelists and Advocates
Member Training and Mentoring programs
Part IV: Production
Ch 15 Community and SocialExperience Management
- TheValue and Characteristics of a Community Manager
Personality Traits and Habits
Who in the Organization should run theSocial Environment?
Community Manager Tasks andResponsibilities
Member and Relationship development
Topic and Activity Development
Communications and Promotion
Ch 16 Measuring social environments
Measurement in Social and Cognitive Science
Dimensions of measurement
Types of Metrics
Metrics and Social Experiences
Measurement Mechanisms and Methods
Quantitative Analytic MeasurementMechanisms
Qualitative Measurement through Surveys andInterviews
Ch 17 The Strategic Value ofSocial Computing
Measuring Intangible Assets with a BalancedScorecard
Social Capital as Intangible Assets
Connecting to Business Processes
Social Architecture and Business Strategy
You may have already heard this in your weekly developerWorks newsletter that we are now starting to offer podcasts as new content on our site. These first podcasts are a series of interviews with technical experts focused on Service-Oriented Architectures.
The WebSphere Technical Podcast series introduces the SOA Programming Model and the Software Component Architecture. This is a new plan to describe services universally regardless of if it is implemented as a Web service, a Java service, a database service, etc.
Jump to the site and listen in with your podcast catcher of choice.
I'm proud to say that developerWorks has joined the Hall of Fame for the Jolt awards given annually by Software Development Magazine.
AND ... Grady Booch has won the Excellence in Programming award ...
AND ... Scott Ambler, IBM Rational Practice Leader (and used to write for me too) won the Jolt Productivity Award for the technical book Refactoring Databases
AND ... dW contributors Brett McLaughlin and Gary Pollice, who (along with co-author David West) received an award for their book Head First Object-Oriented Analysis & Design
It always feels great when you work with a really good team and are surrounded by such brilliant minds. Congratulations to all our dW community members who won!
eBay is having their Developer Challenge 2006 until January 31st open to individuals and teams. The idea is to build an interesting application using their Web services API. dW also has a three-part series of articles on eBay's API that could help.
For the individual ranks, judging is based 40% on innovative use of their API, 30% on demo-ready look, feel and stability, and 30% designed for eBay users.
For teams it is 30% innovation, 20% look and feel, 20% eBay ready, and 30% on the quality of collaboration between team members.
Prizes (individual): $5000, $1000, and three iPod Nano winners
Prizes (team): XBox for up to 4 members, and free trip to demo your application at the O'Reilly Emerging Tech conference in March. Two other teams can win up to 4 iPod Nanos per team.
With Chris Anderson's book The Long-Tailfinally out, it's the season to talk about the subject at length. Ifyou aren't familiar with it, a one-liner might be: consider all theniche products or niche uses of your product(s) that you have ignoredbecause they were not a very feasible source business, until thelowered cost of Internet distribution and cataloging has changedthings. The phrase 'long-tail' refers to the hyperbolic demand curve ofproducts, with the top hits near the head of the curve making largenumbers of sales, and "rest" of those that are not hits, in the tail.In fact, this tail can be quite long (and hold a lot of businessopportunity). It counters the long-held aphorism the "80/20" rule,where 80% of your business comes from 20% of your products usingtraditional physical distribution and inventory.
To me, the Eclipse project is an example of a technologythat demonstrates how it can work. The first related idea from Eclipseis that it is an industry de facto standard for application userinterfaces (although primarily focused as a development environment).This means that there is wide access to the technology, and commonapplication to many operating systems and application needs. Then thereis the well defined open interfaces and APIs, and detailedcustomization options that allow anyone to create and add plugins tothe base system, allowing users to customize the system in greatdetail, each for their own niche areas; while still maintaining adegree of usage compatibility industry-wide. Finally, it's developmentenvironment, enabling users to bring new ideas into realization.
It only allows niche development of the base environment to eachperson's needs, but it also serves as an enabler to create other newtools. So it is a "long-tail" enabled system and you can use it tocreate yet more.
The July 8th issue of the Economist had a really good overview article on Internet advertising and marketing.(Access to the article unfortunately is not free after the first week,and you may not be able to access that link unless you're a subscriber).
The gist is that current advertising model across the world (innovatedby John Wanmaker back in the 1870s) takes the approach of carpet-bombeveryone in a city with the ad, rather than what the Internet enables,pin-point targetting individuals who would be interested (rephrasingRishad Tobaccowala, chief innovation officer of Publicis, one of theworld's biggest advertising groups). It also talks about viralmarketing by word-of-mouth and attempts to measure this, as well asother possibly effective methods.
Definitely worth the read.
I'm reading Mark Buchanan's excellent book on Small Worlds and the Groundbreaking Theory of Networks, and came across the concepts of egalitarian and autocratic patterns in social networks. Before you jump to conclusions, let me say a few things about this book. To me it seems to focus on the mathematical origins of the theory of social networks, but takes a pleasant approach going through the history and background of how these ideas emerged. It also spans a wide range of disciplines in terms of where these patterns appear, from biology to watershed and geological studies.
First, it talks about Watts and Strogatz's truly innovative look that has eventually spread across the world as the meme: six degrees of separation. There's a lot more to it than the Kevin Bacon game, but I'd like to point out the particular elements here on egalitarian and autocratic networks. This is actually has little to do with policital systems like socialism versus monarchic or oligarchic communities. Instead if you look at it as a mathematical problem, what it describes is that there are often two varieties of patterns of connections in a system that emerge often.
The first is a basic heuristic that can be commonly seen in some biological systems like the brain: as a node (in a network system), you try to establish a fixed amount or ratio of connections to other nodes. The connections are not a random pattern, but neither is it based on a high degree of "purpose" or "intention". This proposes a very egalitarian and essentially a very simple rule to help build more complex systems as the overall network grows and evolves.
The other is the autocratic pattern, where the heuristic is to start with one node and grow from there. Essentially the key node itself starts growing in size or strength, while its immediate connections grows with it, and scaling down until you reach the end or leaf nodes which have only one connection to someone else. This easiest example is in terms of well known sites or articles on the Net that get linked from many sites, and in a very simplified description, the basis of the algorithm that Google's engine uses.
If you look at one example of each of these networks from a high level, the egalitarian network seems to be completely chaotic with no easily discernable pattern you can tell visually. On the other hand, the autocratic network looks strangely like one of those classic fractal diagrams. Yet, both serve different purposes and have different uses. You might almost say that they are the yin and yang that exist pervasively throughout the world. Okay, maybe that's too metaphysical for a Friday :)
I’ve increased my attendance at E2.0 by 100% by going two
years in a row; okay, that was a bad metrics joke. The Enterprise2.0 conference in
Boston was the big gathering of customers, analysts, bloggers and
aficionados this year. We’re still debating how many people really attended but
I’m guessing it is around a thousand. The week began early for me starting with presenting during
the Black Belt practitioner’s workshop on Monday. I’m proud of my fellow
members of The 2.0 Adoption Council who presented the workshops all day long.
There are about 10 speakers, starting in the morning with the effervescent Jamie Pappas (EMC) speaking on
business value; the cheery Megan
Murray (Booz Allen Hamilton) on planning; and myself on adoption. The afternoon
had a several pairs of speakers: Stan Garfield (Deloitte) and Luis Suarez (IBM) on community building;
Donna Cuomo (MITRE) and Ted Hopton
(UBM) on metrics and analysis; Bryce
Williams (Eli Lilly) and Richard Rashty (Schneider Electric) on positioning
tools; and Bart Schutte (St Gobain) and Kevin Jones (NASA) on mitigating risks.
I’m also thrilled so many people stayed from 8:30am till
4:15pm. It really is a fire hose of knowledge, even when spread across so many
hours. These were real issues and scenarios that the speakers have experienced
in trying to bring Enterprise2.0 to life in their own organizations. Has E2.0 gained ground? I definitely think so. For any idea
to take hold, there needs to be stability in what it means, and increasing
adoption and expression of the notions within it. Seeing The 2.0 Adoption
Council’s rapid growth within just one year (with over 100 member large
companies) worldwide, with active practitioners is one area of social proof.
The other is the reduction of “What is it?” and more of “How do we do it?” E2.0 seems to be entrenched in the domain of the CIO and IT
organizations. That’s a shame because it really does spread across many
domains. Gautam Ghosh lamented the
lack of attendees or speakers from the HR realm in a few tweets during the
event. Yet many of the talks were certainly around employee behavior and
engagement. I have to be honest. There are many things that are still
left unanswered this year. I didn’t expect solutions but I was looking for more
thought on the following ideas: It will still take a bit of time, or if at all, we can
figure on better patterns of a maturity lifecycle, but let’s not jump to
default conclusions simply because it is easy to remember.
I’ve increased my attendance at E2.0 by 100% by going two years in a row; okay, that was a bad metrics joke. The Enterprise2.0 conference in Boston was the big gathering of customers, analysts, bloggers and aficionados this year. We’re still debating how many people really attended but I’m guessing it is around a thousand.
The week began early for me starting with presenting during the Black Belt practitioner’s workshop on Monday. I’m proud of my fellow members of The 2.0 Adoption Council who presented the workshops all day long. There are about 10 speakers, starting in the morning with the effervescent Jamie Pappas (EMC) speaking on business value; the cheery Megan Murray (Booz Allen Hamilton) on planning; and myself on adoption. The afternoon had a several pairs of speakers: Stan Garfield (Deloitte) and Luis Suarez (IBM) on community building; Donna Cuomo (MITRE) and Ted Hopton (UBM) on metrics and analysis; Bryce Williams (Eli Lilly) and Richard Rashty (Schneider Electric) on positioning tools; and Bart Schutte (St Gobain) and Kevin Jones (NASA) on mitigating risks.
I’m also thrilled so many people stayed from 8:30am till 4:15pm. It really is a fire hose of knowledge, even when spread across so many hours. These were real issues and scenarios that the speakers have experienced in trying to bring Enterprise2.0 to life in their own organizations.
Has E2.0 gained ground? I definitely think so. For any idea to take hold, there needs to be stability in what it means, and increasing adoption and expression of the notions within it. Seeing The 2.0 Adoption Council’s rapid growth within just one year (with over 100 member large companies) worldwide, with active practitioners is one area of social proof. The other is the reduction of “What is it?” and more of “How do we do it?”
E2.0 seems to be entrenched in the domain of the CIO and IT organizations. That’s a shame because it really does spread across many domains. Gautam Ghosh lamented the lack of attendees or speakers from the HR realm in a few tweets during the event. Yet many of the talks were certainly around employee behavior and engagement.
I have to be honest. There are many things that are still left unanswered this year. I didn’t expect solutions but I was looking for more thought on the following ideas:
It will still take a bit of time, or if at all, we can figure on better patterns of a maturity lifecycle, but let’s not jump to default conclusions simply because it is easy to remember.
Measuring ROI on social software is an elusive topic, so it’s wonderful when I find projects that have managed to quantify it in some way. The following story focuses on a particular task, that of social tagging.
The Enterprise Tagging Service in IBM aims to provide an alternative approach to helping people find information compared to traditional search engines. Search based on keyword analysis often relies on a taxonomy that is rigid due to the way the software performs its structural analysis of web pages, identifying and classifying the keywords. Social tagging allows people to add human semantics to keywords that they define that sometimes can amount to finding a resource faster based on what people think is relevant.
As I mentioned on twitter, my peer Jeanne Murray and I are presenting a session at the Enterprise2.0 conference in Boston next week that describes an overall view of how we think e2.0 has evolved in our organization. The focus here is not on the technologies themselves but on the human capabilities, interests, and mindset as it has evolved over time. It talks about what we used to think about social computing and how that as changed or evolved with each stage.
This sort of view on evolution is not something that is absolutely decisive. With a multinational organization such as ours, it does not necessarily mean that every corner of the organization is at the same level. The reality is that many locations are still at Stage 1 while others are very well into the later stages. We use the stages to describe how some groups have progressed in their thinking and approach to how they employ social computing in their work.
I don’t plan to describe the entire presentation here but I wanted to share the intention of our session and give an example of a stage. In discussing the idea, Jeanne and I formulated five stages of this evolution:
- Stage 1 – Seeing a need for social computing in business
- Stage 2 – Recognizing the business uses and value
- Stage 3 – Bringing people together into a common frame
- Stage 4 – Building better social-enabled processes
- Stage 5 – Shifting the overall perspective to a dynamic, agile mindset
For example, we entered Stage 2 when the mindset (in stage 1) progressed beyond thinking of social computing as something just for personal entertainment or for kids into recognizing the business potential. Within this stage, people have accepted there is a business need, but are still unsure about how or where it applies in specific use.
The focus in stage 2 is to articulate value and use cases. To do so, we needed to connect people’s expertise and collect stories of their successful use cases. The glories of reaching this stage is that people are starting to become more connected beyond the possibilities of their existing location and organizational position; there are open networks and freer exchange of ideas; and new social-enabled tasks are vetted simply the degree of their adoption.
However, we also saw in this stage that the number of repositories and ways of describing and sharing expertise were exploding. There were multiple options for doing tasks in social tools, and people needed guidance on which ones made most sense. Our wide diversity of tools simply increased the many streams of information, and often randomness of information and people.
Stage 2 has some people starting to connect, but a recognition that for enterprise 2.0 to be valuable to the company itself (and not just on an individual level), we need to consider how we get the larger organization to do this all together (stage 3). This next transformation requires looking beyond how individuals benefit from social computing, to how groups and org units can work as a whole with this system.
Stage 3 then picks up from trying to unite the infrastructure and tooling, as well as clarifying what to use when.
I hope to see some of you at Enterprise 2.0. Our
session is on Wednesday June 16th at 1-2pm (twitter hashtag #e2conf-34).
We will post the slides next week for others to see as well.
I was reading an article by Om Malik in the current Dec 05 issue of Business 2.0, called The Return of Monetized Eyeballs. In essence it's talking about the fact the buyers are once again valuing the ideas of pageviews and monthly unique visitor counts.
They refer to recent purchases like MySpace.com (sold to News Corp.) for about $580 million for their 40 million registered members.
Apparently, the current value for a single unique monthly visitor hovers around $38. Using that value, they determined (amongst others):
If you are curious how dW stacks up, using the 2 million unique visitors each month stat from the an October 2005 news item, we would be about $76 million, based on those visitors to our online site alone. [FYI: dW does a lot more than just the online sites].
At least they do point out that not all pageviews are alike. I'd add to that not all unique visitors are alike either.
So next comes some ideas of how to measure community activity relative to these industry metrics...