• All Posts
  • Application Development
  • Customer Success
  • Enterprise 2.0
  • News & Events
  • Product Updates
  • Tips & Tricks
  • What’s different about enterprise social software?

    When people talk about “enterprise social software”, they envision “Facebook for the enterprise” or “Twitter for the enterprise. But creating enterprise social software is a matter of adapting patterns from the public web, not copying identically.

    What is “Enterprise Social Networking”

    In the public web, social networking software has become embedded in people’s lives, as a way to stay in touch and to coordinate. Similar patterns will bolster collegial connections, expertise discovery, and collaboration. However, there are some significant differences between a social network on the web and a network behind the enterprise firewall.

    What is Friending?

    In a public web social network, the primary gesture is identifying others as “friends”. The graph of friends delineates the boundaries in which each individual shares information. Contact information is assumed to be private unless shared with a friend. But in a business social network, the lines of visibility are defined differently. In a plain-vanilla corporate directory, the assumption is that every employee has the right to see contact information for everyone else. You don’t need to mark “Dale” in marketing as a friend in order to see his phone number. More than that, what on earth is a “friend”? Will people simply go around “friending” high-ranking executives? Should I need to have to specifically mark my colleagues in the product group as “friends”? What does it mean if someone is not my “friend.” The gesture of explicit friending doesn’t have much value, and has plenty of potential annoyance and harm. In Socialtext, we use the “following” gesture common to Twitter and Friendfeed, and don’t support “friending.”

    Where does Profile data come from?

    In public web social software, people type in their contact information, alma mater, significant others, pets. In an organization, there is often already a repository of basic contact information in the corporate directory. HR and IT departments share responsiblity for keeping that information up to date. Therefore, a business social network needs to draw on corporate systems of record for basic contact information. Admins need to decide what information comes from the corporate directory, and what information users should add themselves.

    What are the Activities in an Activity Feed

    One of the features that’s most compelling about Facebook is the ability for people to see updates on their friends activities. Talia is dating / no longer dating / once again dating Jeremy. Bob just watched xyz movie. Scott is reading xyz book. This activity stream is compelling inside the firewall, for a different set of activities. People will be interested in updates on what their colleagues are working on, what documents they have edited, what key events have happened in enterprise systems. For example, “Shawn closed the support escalation ticket for Major Customer Q.” It would be nice, and foster adoption, to have some “small talk” applications that enable people to stay in touch regarding ordinary life. It can be highly valuable for the business to be able to be notified of important work-related updates. In social networks, the context of the activity feed is one’s social life. In an enterprise social network, the content is one’s work activities in enterprise systems, documents, and processes.

    What does an admin do?

    In private label social public social networks, administrators do things like configure the available features and the fields in a profile. In business social networks, administrators integrate the social network with existing directories and applications. They play a greater role in defining communities and creating social boundaries. In a consumer social network, the individual assumes that she has control over privacy and disclosure and there is controversy if those assumptions are violated by service providers. In a business social network, the administrator has more control. In some cases, this level of control is good and appropriate. Competing customers shouldn’t see each others information, and the activities of the M&A groups should be secret. An appropriate level of business confidentiality, like an appropriate level of personal confidentiality, increases sharing and honesty. In some cases, admins are familiar with applications deployed on a “need to know” basis, and want use these familiar practices to set up applications designed to gain value by increased sharing. There are gray areas that will need to be worked out in software design, effective practice, and cultural evolution. Next in the series: What’s different about enterprise Twitter

    Distributed Agile Development at Socialtext

    Ross Mayfield, Tracy Ruggles and I presented at the Silicon Valley Product Management Association. Ross gave a high level picture of some core social software principles of connected collaboration. Tracy and I talked about how we live those principles every day, using Socialtext tools to do distributed agile product development with Socialtext tools.

    Social scientist Valdis Krebs has observed that a healthy social network has a strongly connected core, and a more weakly connected periphery. The densely connected core reflects a well-functioning collaborative process; while the weaker ties to the periphery enable the organization to respond to the the environment and learn.

    In the clip, I describe how we use Socialtext’s wiki for tight, fast, iterative collaboration with product management, design, development and QA. The transparency and participative contribution fostered by the Socialtext toolset enables a broader network of weaker ties with customers and customer-facing folk in sales, marketing, support and professional services. The broader network of weaker ties helps Socialtext understand our customer’s needs, and the short development cycle lets the leadership team flexibly prioritize what’s needed for the business. A key principle of agile is adapting your process to the your current processes and needs, and a key principle of Socialtext is a set of tools that let you adapt your processes to be responsive to change.

    In a presentation, the most interesting thing is often the questions, which aren’t in the video.

    • One product manager asked about having “stories” in development be visible to the whole company, and customer feedback be gathered in view of the whole company. Doesn’t that cause a problem with “too many cooks”? The answer is leadership and signoff. It’s PM’s job to turn the gas cloud of input and goals into a set of stories and roadmap, and ultimately the CEO’s job to make sure we’re going in the right direction.
    • One product manager asked a really telling question – how would Socialtext technology help me make the QA people on the team to read the pages in my PM documents? The answer is, that’s the wrong question. At Socialtext, QA folk pro-actively read stories, add corner case tests, and sign off, because they co-own the process. We sometimes have passionate disagreements, but not indifference. Tools can help with collaboration, but the culture needs to create it.

    The video and slides are here. The distributed agile process that I talk about is a collaborative creation of the whole Socialtext product development team.

    Socialtext Distributed Agile

    View SlideShare presentation or Upload your own. (tags: qa product)

    Data Sharing, Context, and Privacy

    Data sharing and privacy are seen as black and white opposites in conventional wisdom. Everything is locked down, private, non portable. Or everything is open, public, and free-flowing. But data sharing and privacy are not black and white. In real life, people share and present information based on social context. There are gradations of privacy and information sharing.

    At the recent Data Portability Summit, there was some excellent discussion about data sharing, privacy and context.

    Truly Private information

    There are times when it is right to share data in a way that preserves privacy. Family members use different photo services, and want to share photos with each other but not the rest of the world. A group working on mergers and acquisitions absolutely needs to keep information confidential. In these cases one give permission to family, friends, or business associates based on membership in a group.

    Signal to noise, social context

    There are many circumstances where information isn’t truly private. But people choose to share with smaller groups. Someone doesn’t want to bore all of their friends with information about knitting or rock climbing, when that information is relevant only to a few. Information about one’s political or religious affiliation isn’t a secret, but it may not be the information one chooses to share when meeting new people at a professional conference. In these cases, it would be useful to have the ability to create tags for the relevant groups, and share by tag. The tags can capture the nuances of subgroups: knitting hats vs. knitting sweaters, say.

    Progressive disclosure

    There are circumstances when people want to start by sharing with a smaller group, and invite more people. Or start by sharing a little bit of information about common interest, and later share more sensitive information.

    Stream filter

    The signal to noise and progressive disclosure patterns are about the person sharing information. Stream filtering is for the recipient. Sometimes one wants to “people watch” a diverse stream of information. And sometimes one wants to focus on the current work project, or upcoming social events. Stream filtering is used by individuals who want to apply a context to the information they receive.

    Persona

    People use identifiers — dress or email address — to represent more than one persona. The same person wears different clothes, with co-workers, at a customer meeting vs. a barbecue.

    Personal vs. organizational control

    In organizations, there are some things that an individual may want to control, and some things that admins want to control. A person might want to share soccer pictures with the soccer league. An admin may want to ensure that people aren’t sharing the sports illustrated calendar widget.

    These ideas emerged from the session, co-moderated by Kevin Marks plus pre- and post-conversations with Joseph Smarr and Thomas Vander Wal

    Better, faster searching

    Over the New Years holiday, the Socialtext hosted service upgraded its search engine, providing even better professional-quality search. The new search engine includes support for:

    • stemming – a search for the word “link” also finds “linked” and “linking”
    • finding alphanumeric strings, version numbers, part numbers, and symbols
    • reliable search for UTF-8 character sets such as Chinese and Japanese.
    • faster searching and faster indexing

    Existing advanced search features, including title and tag search, continue to work as before.

    For people who are interested in the details, we’re now using Kinosearch, which is a different and better implementation of the previous search technology that we were using. KinoSearch is a Perl and C search engine similar to Lucene, a mature and respected Java-based open source search engine.

    Socialtext 2 Design

    “It looks much cleaner and less cluttered”

    “This will help adoption by new users in my organization.”

    When we started hearing remarks like these from users trying out our new user interface, we knew we were on the right track.

    We wanted to take Socialtext usability to the next level, and it wasn’t just about making things pretty. Socialtext’s goal is to help people use wikis to turbocharge organizational collaboration. This means helping people get started using wikis; helping novices climb the learning curve to become power users; and helping wiki mentors grow wiki use in their organizations.

    Three years of customer feedback had taught us what users wanted at their fingertips, and where they get stuck. The biggest hurdle to overcome is pushing that edit button. People are used to seeing a website as formally published content, not something you dive in and improve. “Edit” needs to be the first thing you see on a page, and the most attractive thing to do.

    The motivation to edit, add files, and tag information comes from the desire to share information with colleagues. Wikis have a built-in design pattern that shows flow of the team’s work. The “recent changes” view is a shared inbox for a group. Frequent wiki users become “recent changes” addicts. But we found over time that many new wiki users never find the recent changes view. So they miss the social, living nature of a wiki.

    The inability to find “recent changes” is a piece of a larger problem — how to help people find their way around. The heart of a wiki is hypertext links. You’re not locked into a fixed hierarchy modeled after physical file cabinets, you can build and evolve your own information architecture. But without a predetermined hierarchy, how to do you find your way around?

    To solve these problems, we added a set of tools to help people navigate and organize. These tools gradually accreted around the reading and writing interface, making pages look cluttered and overwhelming to new people, and making the navigation features harder to see.

    The answer to both of these problems was to separate the navigation experience from the reading and writing experience. A personal “dashboard” helps orient a new person. “What’s new” is easy to see. The shared “bulletin board” (formerly Workspace Navigation) continues to provide a way for team leaders to create signposts for the team. The dashboard also helps power users, by giving them an overview of activity in a busy wiki. And, putting “watch list” next to “what’s new” helps newer users figure out what the watch list does.

    The dashboard just offers a taste of what’s going on in the wiki, and invites the user to dig deeper. When you do dive into the “what’s new” or “watch list” view, you can see other ways of browsing information, by tag, file, and other ways. The list view enables users to learn various ways of scanning information in the wiki.

    When we started the project, we knew that there were places that users got stuck — they didn’t know to edit a page, they couldn’t find recent changes, it was hard to upload a file.

    We’re not done yet. There are more improvements planned, that will improve the reading and writing experience, that will help people get around and explore; that will help people develop wiki expert practices of wiki gardening and mentorship. I look forward to continuing to serve Socialtext users, to help more people learn wiki skills, make that first edit, and become experts over time.

    About This Blog

    Weblog on gaining business results from social software.

    On this blog, Socialtext staffers and customers explore how companies can gain the most business value from their use of enterprise social software, including microblogging, social networking, filtered activity streams, widget-based dashboards, blogs and wikis.

    Search

    Find us on Facebook

    Read blogs from our team members:

    Archives

    Recent Posts

    Recent Tweets


    Socializing Customer Support to Drive Business Value

    Free Recorded Webinar

    Learn how McKesson and Ogilvy dramaticaly reduced resolution time and increased alignment with sales initiatives.

    Social Software For Business Performance: A New Framework from Deloitte

    Free Webcast

    Recognized thought leader and author John Hagel presents Deloitte Center for the Edge research on driving business performance with social software. Focusing on the opportunity to target deployments of social software against specific operating metrics, Hagel discusses the untapped potential to address the growing challenge of exception handling. Case studies are presented demonstrating where business value is achieved through exception handling.