Posts tagged ‘enterprise social software’

Is it time to rewrite the email handbook?

By Sandra Ponce de Leon | August 1, 2012, 5:28 pm | 6 Comments

Email has become quite the hot-button topic of late with companies proclaiming an end to their internal emails and a move to social platforms and why not? Let’s be frank, email kind of sucks – we are bombarded by an average of 112 emails every day with 19% of that considered spam despite filters. It’s also a time drain, hard to keep track of, and often clogged. French IT company Atos Origin is on its way to banning email altogether. According to CEO, Thierry Breton, who has not sent an email in over three years, “We are producing data on a massive scale that is fast polluting our working environments and also encroaching into our personal lives.

While email is not likely to make its exit from the professional landscape anytime soon – there is a better way to wean your company away from this costly distraction.

“Enterprise social networks (ESNs) are on the rise as they can deliver an immediate solution for aligning stakeholders around activity streams with the familiarity of Twitter or Facebook.”

—Brian Solis, Altimeter Group

Although email is still very useful in some situations, an activity stream is simply better for most as it simplifies the communication process and creates transparency that can then open up new ideas. It is also a solution that delivers a social on-line experience that is familiar, easy to use (we love that!) and engaging to employees. Email messaging will start to dwindle and eventually become a thing of the past.

An activity stream like Socialtext Signals can bring you out of the email doldrums and into an invigorating work experience. Think of a Signal as an email in the flow of work. With Signals, you share information in real time. Signals are similar to “status updates” with additional benefits where you can share information with everyone in the company, a group or directly to an individual. Instead of sifting through emails for information, if you or a co-worker need to retrieve that information, you can easily find it through a keyword search. Being copied and bcc’d is also a drag and cumbersome. But if that message were sent via Signals, you could tell instantly relevance to you and whether you need to react, without the pile up in your inbox. Doesn’t that feel better already?

The power of Signals is that it also opens up an organization to endless possibilities. For instance, when employees learn about products that are in the works in other departments, they now have the opportunity to add to the project or give feedback. If this information were sent via an email to a select few, someone with direct knowledge or expertise may never have the opportunity to contribute. With Signals, messaging is spread out laterally and not just from the top down. When new team members are brought in, everyone can say “hi” with a message or warm greeting. That action translates into a welcoming reward that enhances a company’s culture. These and other benefits of using a tool like Signals simplifies getting work done rather than detracting from it. With Signals you can watch your inbox decline and focus on what really matters.

Here’s a new approach. Let’s rewrite the email handbook and develop best practices for communications optimization and reducing the clutter in our dreaded inboxes. Here’s a start to outlining the 10 biggest complaints we hear about email and the benefits to using an activity stream such as Signals:

Email	vs	Signals
Unnecessary CCing, BCCing		Transparency, Only Read What You Need, More Time
Time Consuming Message Sifting		Easy Search, Tagging, Filters
Overuse Of Reply-To-All		Transparency and tagging ensures visibility across teams and relevant participation
Information Locked Away In A Silos		Visibility across teams, Distributed Knowledge,
Information Retrieval Issues		Easy Search, Tagging, Filters
Limited Collaborative Process		Open Collaborative Process
Content Duplication		No More Reinventing the Wheel
Document Versioning Issues		Facility to online workspaces where versions are easily compared
Lack Of Institutional Knowledge Sharing With The Right People		Easy Access To Information, Ability To Share Openly And Selectively
Creative Ideas That Will Never See The Light Of Day		Creative Ideas That Are Shared

Missing anything? Let us know what we left out and how activity streams and Signals are making your workplace flow in an effective and impactful way and of course re-writing the email handbook.

activity streams, email, enterprise social software, Socialtext Signals

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Enterprise 2.0News & EventsProduct Updates

Where Is Everybody? Moving Intranets from Static to Social

By Eugene Lee | February 24, 2011, 5:14 pm | 1 Comment

Making corporate intranets social is the main theme of Socialtext 4.6, which we announced today. The focus originated from my favorite source of insight: Our customers. I love it when they hit you over the head with use cases that emerge inside their companies.

Starting several months ago, we noticed an exciting pattern amidst many of newer customers: Their usage and adoption rates were accelerating on a curve previously unseen by us, or, frankly, most Enterprise 2.0 use cases for that matter.

Interestingly, several of these customers didn’t have grandiose plans of transforming their intranet. They merely sought to leverage social software to solve specific pain points their businesses faced. They were engaging in what our VP of customer success, Michael Idinopulos, would refer to as “In the flow of work” collaboration. They also wanted to eliminate knowledge and information silos that hampered business performance. In one case, the head of worldwide sales tasked about 200 people from his team, product marketing, and sales ops to improve training materials and product launches. In another case, we saw a broad, horizontal deployment to modernize knowledge sharing across disparate teams and functions.

But after launching these focused deployments, word spread fast.

Why?

Other employees looked at their intranets and realized what it was missing: People.

Pretty soon, employees outside the targeted usage groups at these companies started asking why they couldn’t have the same easy-to-use social applications in their intranet. Why did they have to tolerate the static, frustrating, and out-of-date intranet that was in place?

We’ve seen two results from their requests. Some of our customers have actually replaced the front door to their intranet with Socialtext – particularly with Socialtext Dashboard as the starting point. Dashboard allows people to not only access tools within Socialtext to connect with colleagues and share content, but they can also access other systems, applications and sites across their company. Others, though it wasn’t their intention at the onset, scrapped their intranet entirely and moved to Socialtext. These customers have transformed the look and feel of their intranet by injecting social patterns into it. Employees can share via microblogging, self-publish through blogs, collaborate on wikis, and form groups across organizational boundaries.

Meanwhile, my team also noticed a trend in the language used by our sales prospects. They began hearing phrases like “Our intranet stinks” or “No one can find anything in our intranet.” Just yesterday, I talked with the CIO of a large company who said, “We call our intranet ‘The Junk Drawer.’” Last month, we did a webinar called “Your Social Intranet – The Place Where Work Gets Done.” During the event, we ran a fun contest to see who could propose the funniest David Letterman-style “Top 10 ways you know your Intranet needs updating.” The visceral and sarcastic nature of the submissions we received speaks volumes about people’s frustration with current intranets. (More on that in future posts.)

So the new features that we’ve rolled up into Socialtext 4.6 are really the result of focusing our development and innovation through this lens – helping make your intranet more social. We’re doing as much as we can to make PEOPLE be a first-class object in your intranet. As a result, we can make the intranet be a place where people go to get work done together — not just a place to try to find information, documents, and application links.

4.6, enterprise social software, intranets, social intranets

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Enterprise 2.0News & EventsProduct Updates

Socialtext 4.5 Unveiled at Enterprise 2.0 Conference

By Christopher Lynch | November 9, 2010, 7:17 pm | 0 Comments

Yesterday was a big day for Socialtext and our customers, as we released Socialtext 4.5 at the Enterprise 2.0 Conference in Santa Clara, Calif. Socialtext 4.5 builds on our goal of removing knowledge silos inside companies that stifle cross-departmental and enterprise-wide collaboration. As I write this post, my fellow Socialtexters are setting up our booth and hitting the conference sessions to talk with business and IT leaders about how they can get the most business value from social software.

First a little context on the news yesterday. Socialtext proudly operates as a software as a service company. We also run on an innovative, agile development cycle. That means we make improvements to our software every few weeks. Consequently, 4.5 highlighted many of the major features that our dev team has been hard at work on the past couple quarters. Like all our releases, our devs and product team do a great job of listening closely to our customers to put together features and improvements that help them accelerate their company’s business performance with social software.

With 4.5, we announced the addition of Socialtext Explore, a new feature that allows employees to find and discover not just links, but all the microblogging messages, pages, posts, pictures, and files they share with each other at work. We also announced a pre-built connector to Salesforce.com, which enables Socialtext customers to choose actions of virtually any type that happen in Salesforce.com, and automatically inject them as events into Socialtext’s activity stream. The connector was built on Socialtext Connect, our integration offering that allows you to integrate traditional enterprise systems with social software. Connect enables customers to build their own connectors to systems of all shapes and sizes. The Salesforce.com connector follows the launch of SharePoint Connector for Socialtext Connect earlier this year.

We were excited to see extensive coverage on Socialtext 4.5 from great media outlets like TechCrunch, CIO, InformationWeek, ReadWriteWeb and many others, and I encourage you to take a glance (the deeplinks lead to the article for those respective publications).

Also yesterday, our president and co-founder, Ross Mayfield, co-hosted the Enterprise 2.0 Bar Camp with industry luminary Susan Scrupski of the 2.0 Adoption Council. By nature, BarCamp is designed as an “unconference,” where attendees literally create their own sessions based on topics of interest. One cool thing about BarCamp this year is that it falls a little after the fifth anniversary of the first BarCamp, which was held at Socialtext Headquarters in Palo Alto.

Ross led a session about “bringing enterprise 1.0 to enterprise 2.0,” in which we had some spirited conversation with attendees about how to align social software with existing business processes. Ross highlighted what has long been a passion for him and guided much of his thought leadership in pioneering the Enterprise 2.0 space: How social software can help exceptions to business process. This topic relates to a webinar we had recently, in which the Deloitte Center for the Edge discussed how OSIsoft (a Socialtext customer) improved its customer resolution time by 22 percent. We also recently highlighted how an accounting firm, Hayes Knight, utilized Socialtext Connect to tie its CRM system into a central activity stream. In that case, accountants cut the time in which they served customers in half.

We’re looking forward to watching our customer, Larry Housel of Industrial Mold & Machine, talk tomorrow about how large enterprises can learn from his company’s use of social software. On Thursday, Socialtext CEO Eugene Lee will discuss the state of microblogging in the enterprise, while Adina Levin, our co-founder and VP of products, will talk about using open web standards to help integrate social software with other key applications across the enterprise.

/cgl

business process, business value, Enterprise 2.0 Conference, enterprise social software, intergration, open web standards

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Customer SuccessEnterprise 2.0

Social Software Adoption: When Good Companies Do Bad Things

By Michael Idinopulos | October 6, 2010, 5:34 pm | 6 Comments

Why do good companies do bad things to social software adoption?

In my previous post, I listed 6 things that companies can do to stimulate adoption of enterprise social software.

Make it your Intranet
Make it the primary destination for must-have information
Integrate with your company directory and, ideally, Single Sign-On (SSO)
Integrate with enterprise sear
Integrate with existing enterprise applications
Launch to your whole company (i.e., skip the pilot)

This advice ain’t exactly rocket science. And yet, few companies do them–even companies that are working very, very hard to stimulate social software adoption. Why is that?

One thing I learned as a McKinsey consultant is that organizational dysfunction is most frequently what causes good companies do bad things. So in order to understand why companies aren’t doing the most basic things to stimulate social software adoption, I went looking for an organizational explanation.

I didn’t have to look very far. I have met the enemy and, once again, he is us.

Looking across identified three fundamental organizational failures that explain why companies are sabotaging their own efforts to roll out social software.

1) Technology under-investment. Many companies got into enterprise social software with cheap or free wikis, blogs, or other social software thingies that were thin on functionality, integration capabilities, and administrative tools. “This isn’t about the technology,” people told themselves, “it’s about organizational behavior.” That’s true…but only up to a point. If you’re rolling out to more than a hundred people, you need technology that can stand up to the needs of your organization. I don’t mean just the “social” needs of the organization, but the business, administrative, and usability needs as well. That includes a comprehensive feature set like blogs, wikis, microblogging, corporate directories, groups, and social networking. It also includes back-end stuff like Directory and Single Sign-On integration, data security, technical scalability, and reporting metrics. Isolated point solutions without deep integration capabilities may be cool and fun to launch, but they won’t take you far.

2) IT-Business Misalignment. With the trend towards Software as a Service (SaaS) and hosted solutions, many line executives think they can do this “without IT”. I’ve even seen examples where an individual department or business unit launched a “secret” social software project that they kept hidden from IT. That may help “the business” get up and running quickly, but it’s a sure path to adoption failure. You can’t integrate with LDAP, make social software your Intranet, integrate with enterprise apps, or integrate with search without bringing IT to the table. Try to hide social software from IT, and you’ll end up hiding it from your end users, too–no matter how hard you try to promote it on the down-low. Even if IT isn’t driving the effort–even if IT isn’t managing the service–they still need to be at the table, and committed to the project’s success.

3) Innovation Marginalization. Because social software is innovative, companies sometimes think and talk about it in ways which marginalize it as a mere experiment. “This is a cool, crazy experiment. We’re just going to put it out there and see what happens. In a few months we’ll decide what to do with it.” This messaging appeals to innovators and early adopters, but it turns off everyone else. Why should they invest time learning a system that might not stick around? Why should they build content and processes around something that could be gone next quarter? When you position social software as a core part of your company’s technology capabilities, that’s when your colleagues in the mainstream will pay attention and start to use it.

Taken as a group these organizational factors explain why companies set themselves up for social software failure. Are you having trouble achieving social software adoption? If so, take a page from Pogo‘s book. Look hard look in the mirror. Which of these organizational failures apply to you and your company? What can you do to address them?

adoption, enterprise social software

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Customer Success

Why Professional Services and Consulting Firms Are Embracing Enterprise Social Software To Better Serve Clients

By Christopher Lynch | August 31, 2010, 6:13 pm | 0 Comments

One key aspect of social software rests its flexibility, a quality that allows it to be utilized by a variety of industry verticals to improve business processes and facilitate enterprise wide collaboration.

Following our announcement that highlighted how media & publishing customers have harnessed social software to turn disruptive market conditions to their advantage, today I’m happy to share the stories of innovative companies in the professional services and consulting arena who have done the same.

From executive recruiting firms to digital marketing companies, these companies use social software to share knowledge internally, coordinate more effectively on projects and ultimately serve customers faster.

Companies such as Egon Zehnder, Ogilvy & Mather, Momentum Worldwide and Eurogroup Consulting exemplify how professional services firms can benefit from having their employees share more information openly, and retain their knowledge as a long-term, strategic asset.

Egon Zehnder — With Socialtext as the backbone, executive search firm Egon Zehnder built a new intranet that empowered people to update content and share knowledge in real-time. Egon Zehnder’s “intranet 2.0″ includes current research on specific industries, functions, and executives; up-to-date information on the firm’s work with strategic clients; approved templates for engagement proposals; current marketing materials describing the firm and its approach to specific types of searches and thought leadership on industry trends.
Momentum Worldwide — This global integrated marketing agency uses the Socialtext collaboration platform to generate ideas, collaborate, and manage projects with some of its major blue-chip clients.
Ogilvy & Mather — This large digital marketing agency has implemented enterprise microblogging and wiki workspaces to improve business processes inside call centers for its major clients.
Eurogroup Consulting — Based in Europe with headquarters in France, Eurogroup Consulting is a management consulting group comprised of independent consulting firms throughout 16 countries who band together under the same brand and organization for shared resources and industry knowledge. With Socialtext, the firms located in disparate locations share collateral, best practices and research to better serve their business customers.

We look forward to sharing more industry specific stories in the coming months. In the meantime, please see our customer page for companies in your industry who are transforming their core business processes and driving new opportunities with enterprise social software.

case study, Customer Success, enterprise microblogging, enterprise social software

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Enterprise 2.0

Social Software Needs to Be a Layer, Not a Feature, In the Enterprise

By Eugene Lee | August 27, 2010, 3:19 pm | 2 Comments

If you spend any time reading about enterprise software these days, headlines and phrases like this have become pretty common:

•   ”Social software is an entirely new way to work!”
•   ”We can break free of the tyranny of email.”
•   ”Web 2.0 is so much easier to use than those clunky old enterprise applications – and Enterprise 2.0 means we don’t have to use them any more.”

Passionate evangelism often stimulates new movements. Enterprise 2.0 has been no exception. Our company played a big part in creating the enthusiasm you see in the corporate world for social technologies, and that’s a point of pride for us. But although the enterprise social software space has enjoyed incredible growth and the pace of innovation continues at an amazing clip, it’s also important to take a long, more pragmatic view to the future, one that considers the realities of the customers we serve and the investments they’ve made in past years.

Of course it’s true that the Web 2.0 movement created a new way to think about software, stimulating all of us to ask “why do I get a better software experience from Netflix and Amazon.com than from my own IT organization?” The explosive growth of blogs, Facebook, LinkedIn, and Twitter have given hundreds of millions of people a great willingness to share, which many Enterprise 2.0 vendors (Socialtext included) are capitalizing on. And yes, for much of the early phases of this industry, a lot has been accomplished with almost no regard for those very applications that have frustrated employees for so many years.

But it’s important to keep in mind that the real problems that enterprise social software helps organizations overcome are information and knowledge silos – that huge benefits are reaped by unlocking and releasing information and knowledge across teams, groups, departments, functional organizations, business units, and even company boundaries. We’ve made it simple (yet secure) for employees to cross those boundaries by riding the cross-organizational communications wave that social software enables, with compelling results. This is one of the most important ways that enterprise social software is more than just “yet another attempt to improve collaboration.” Yes, it’s great for team and workgroup productivity, but the greatest benefit accrues when it is explicitly and proactively spread across the gaps between organizational (and the attending information and communications) silos.

For those of us who believe in the transformative power of social software, we must now think about how to make social productivity more substantial, by weaving the ability for enterprise social software to release information and knowledge that was previously trapped in organizational and communications silos together with the transactional and workflow capabilities that 80% of IT budgets are spent maintaining – traditional enterprise systems of record (CRM, ERP, HRM, etc.) We should work with and integrate, not ignore, these enterprise applications in an holistic way.

As we undergo the challenge of rectifying the new with the old, I worry there’s some trends underway in our space that would undermine that effort. A common question that I’m asked by analysts and journalists should elucidate what I’m getting at: “Well, why don’t the big boys just add social features to their existing enterprise applications? Isn’t it a simple matter of programming to add Twitter-like functionality to an existing enterprise application, giving customers the best of both worlds?”

Indeed, traditional enterprise application vendors such as Salesforce.com with Chatter and SAP with 12Sprints have caught the “social is sexy” fever. They have bolted social features onto their existing application, trumpeting how this social skin will make their software easier and more fun to use, stickier, and more engaging.

While we have applauded their embrace of social technologies, and the validation and enthusiasm (Salesforce.com in particular) brings to the Enterprise 2.0 world, the long term consequence of an enterprise making this their social software strategy will cause us to miss the opportunity of true enterprise wide collaboration that can have a transformative effect on core business processes. That’s because if social tools are just a feature add-on to an enterprise system dedicated to a specific business function, it doesn’t look pretty when we fast-forward that movie. The end result will be a plethora of social silos or islands — groups of employees sharing and communicating in their app-specific community, walled off from the rest of the enterprise.

But wait – weren’t information and knowledge silos the very thing social software should help us remove at our companies?

Don’t get me wrong. I think Chatter is really cool… for those few companies who have every employee on Salesforce.com. But for most companies, the real value of social software rests in surfacing information and events from all their company’s various systems, and pulling that into a central stream where all of their employees, not just those housed in the sales and support departments, can collaborate, take action, and drive new business opportunities.

We believe we can avoid the fate of information silos by building a “Social Layer” in the enterprise architecture. The social layer will span all employees across all organizational boundaries, and connect them to key enterprise applications beneath it in the architectural stack. We recently introduced Socialtext Connect, which is the beginning of our approach to enabling this Social Layer.

In my next post, I’ll be drilling into some of the architectural approaches to connecting enterprise social software to existing enterprise applications – across application silos – in order to make The Social Layer a reality.

activity streams, enterprise architecture, enterprise social software

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Customer Success

Getty Images Drives New Business Opportunities with Enterprise Social Software

By Christopher Lynch | August 26, 2010, 1:53 pm | 1 Comment

Getty Images provides photography, footage, music and other digital media that is published by news sites, blogs, magazines and newspapers all over the world. A pioneering digital media company, Getty Images saw the possibilities the Web offered for new distribution and content licensing models long before its competitors.

But as we’ve learned from our many customers in the media business, the industry changes fast. As the company adapts quickly and evolves its product offerings to meet the needs of the market, Getty Images employees must not only collaborate more efficiently across the company, but also have immediate access to the most relevant marketing information and sales tools to drive new business opportunities.

To help enable this enterprise-wide effort, I’m proud to report that Getty Images chose Socialtext.

In their own words, Getty Images wanted to build “a community-based, interactive platform to transform the way employees share and receive information at Getty Images.” The integration of Socialtext will allow them to streamline existing training programs for new products and communication channels that have typically been jammed in e-mail inboxes or exchanged in other ad-hoc ways, enabling all employees to exchange information seamlessly.

With Getty Images’ enterprise social software platform, every employee has a homepage where he or she can access links to company systems (Learning Management System, Performance Management, Travel, Expense Reimbursement, etc.), internal social networking tools (microblogging, blogs, profiles) and personal accounts (email, Twitter, Facebook, LinkedIn, etc.). This is made simple by Socialtext’s embrace of OpenSocial, an open web standard that makes it easy to surface applications and content of any kind inside of widgets that people can customize on a personal homepage.

Jennifer Fox, director of learning and development for Getty Images, remarks that “Success for employees at Getty Images starts with having the resources they need available in one place, immediate connections to colleagues around the world and a streamlined work experience. We are excited to introduce the Socialtext platform, which we have branded ‘Mixer’ to our employees.”

Customer Success, enterprise microblogging, enterprise social software, getty images, Socialtext Dashboard

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Customer Success

GT Nexus Builds “The Grid” To Facilitate Enterprise-Wide Collaboration

By Christopher Lynch | August 24, 2010, 4:34 pm | 0 Comments

Here at Socialtext, we work hard to communicate the importance of transparency and sharing information openly inside companies to foster greater innovations and drive better business results. We believe in it philosophically, and design our products to work well under that paradigm.

So when we have a customer who feels as strongly about it as we do, we know we have a good fit — and that has been the case with GT Nexus, an on-demand cloud supply chain technology company with offices in the United States, Europe and Asia. With Socialtext’s enterprise social software platform, GT Nexus built “The Grid,” a place where all departments share vital company information, such as implementation best practices, key sales & marketing materials and technical product knowledge.

“Every time someone plans to send an e-mail or completes a phone call, I want them to ask themselves: ‘Could someone else benefit from this information?’” says John Atherton, Vice President of Solutions Consulting & Knowledge Management at GT Nexus who championed The Grid. “I’m a big believer in explicit versus tacit knowledge, and the importance of getting more knowledge to be explicit — in this case, using enterprise social software to do it. This is true for both internal and external knowledge pools alike.”

Using Socialtext Signals, a secure enterprise microblogging tool, GT Nexus employees can keep each other updated on the changes made within The Grid, keeping new stuff in the flow of work. The teams also use it to exchange deal-related data, an important aspect in global sales cycles. With easy-to-edit Workspace pages, any employee can update critical content that their peers need to do their jobs more efficiently and serve customers better.

Prior to Socialtext, John says that GT Nexus relied on Windows shared folders to exchange documents and collaborate. This proved inefficient, as they grappled with version control and limited search capabilities. Now, the goal is to keep information current on The Grid ( the company’s “central nervous system”), and use robust tagging to help GT Nexus employees find the people and information they need to serve customers and prospects.

Just how pervasive has GT Nexus’s use of enterprise social software been? Here’s some use-cases that span across departments.

Sales and marketing –> To keep sales and marketing better in synch, GT Nexus keeps all of its sales collateral and marketing material inside The Grid in a workspace fittingly called the “Collateral Center.” Now, when a sales representative walk into a meeting, they can be confident they have the most current materials (white papers, webinars, powerpoints) that explain the benefits of GT Nexus products. On the technical sales side, this means sharing demo scripts and sample EDI documents by industry vertical.
Supply Chain Knowledge –> GT Nexus helps some of the world’s largest enterprises efficiently manage their inbound and outbound supply chains. Coupled with the ever-changing technical landscape that is could computing, this requires GT Nexus to chronicle the best practices around the supply chain and IT disciplines, which is now kept inside The Grid.
Technical Knowledge –> All the best FAQs and product requirements are kept up to date in a central workspace. As GT Nexus improves and modifies its products, the documentation surrounding those are kept up to date, such as release notes and recordings. In-depth product configuration documents are also available.
Purely Social –> And it’s not all work. The GT Nexus Signals stream routinely sees updates on general social activity — a new employee visitor, a department-sponsored happy hour or a personal success are some examples.

GT Nexus utilizes Socialtext’s flexible SaaS appliance. It gives GT Nexus the ability to deploy Socialtext behind the firewall and hook it into the company’s existing infrastructure, while still getting seamless updates to the software sent from Socialtext. John believes, however, that internal collaboration is just the beginning. He is already adding another Socialtext appliance, where GT Nexus can securely and privately interact with external customers and partners (a B2B Extranet).

“This will help our customers stay in touch with the products and services we offer, and will improve our ability to serve them faster and better than ever before,” John says.

business value, enterprise microblogging, enterprise social software, wikis

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“Enterprise social networks (ESNs) are on the rise as they can deliver an immediate solution for aligning stakeholders around activity streams with the familiarity of Twitter or Facebook.”

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