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userville

Wait. Wait. How about “Userville?”

April 11, 2010 · 6 comments in Blurring Boundaries,Miscellaneous,userville

Well, my suggestion yesterday that I replace Blurring Boundaries as the working title for my new book, with Customer-Centered Communities was greeted with a universal gaping yawn.

That's okay. I use this blog and Twitter to get feedback and the feedback was valuable and certainly candid. Better here and now than when there's a book on a store shelf being ignored for it's lame title.

In response I came up with a title that got me excited--the first such title that is not already in use and had a URL open.

The new working title is [drum role and envelope please]:

USERVILLE

How Big Software uses Online Communities  to get closer to customers.

There are many reasons I like this title. The book is essentially about how IBM, Intuit, Microsoft and SAP are using online communities to get closer with partners and customers. In so doing they are achieving a new sustainable and scalable business value for all parties concerned.

Each of these big software companies discovered these communities work best when they put their customers at at the center of these communities. This may seem to go against conventional wisdom. After all, these four enterprises have invested human resources plus the cost of developing,  hosting and managing these communities.

Why shouldn't the enterprise  who foots the bill be at the center? Well, it turns out that there is much greater business value for all parties when the customer is at the center. Ray Wang, a partner at Altimeter Group, estimates that SAP's ecosystem and partner group has a market value of about $90 billion, for SAP and it's corporate customers. He emphasized that SAP's network of communities is the heart of the ecosystem.

Enterprise communities are about the users. When users are put at the center, then they make sense. They answer the tough and nagging Jerry Maguire challenge to social media: "show me the money!" For large and medium-size communities the money is in the social network and it is sustainable and scalable.

Userville, also continues explaining the concept of lethal generosity, which I introduced in my last book, Twitterville. It's the argument that the companies who are the most generous to their customers will prevail over competitors; that loyalty is strengthened by serving the customers interests and ultimately so is enterprise revenue.

Of course, I like the title because there is continuity to it, with my previous book.

But there is yet another, more subtle reason that I like the title. Dave Winer, is the pioneer who gave us blogging as we know it and RSS subscriptions that catapulted the popularity of blogs. At the time he was head of an innovative software development company called Userland.

It was there that one of his employees learned about blogging and would have a great influence on my thinking of the subject. His name is Robert Scoble.

For me that final reference ties a few pieces together very nicely.

Testing New Title: Customer-Centered Communities

April 10, 2010 · 11 comments in userville

I have tried to make clear that "Blurring Boundaries" is a working title, and while a few people close to the subject think it accurately depicts how enterprise social networks are blurring the boundaries between companies and customers, there have been many people I respect who find "blurring" to be an awful name for a positive business book.

I'm thinking of changing the title to:

Customer-Centered Communities

--How & Why Big Software uses Social Networks to get closer to customers.

This really doesn't much change the focus of the book. It is essentially going to talk about what IBM, Intuit, Microsoft and SAP have done with social networks they've built, hosted and manage. These enterprise social networks now have over 20 million users and they clearly are succeeding because each enterprise has put their customers needs at the core of how these networks operate.

I will still address the hardball Jerry Maguire challenge that so many social media enthusiasts hear from their bosses: "Show me the money!" Each of these companies see real business value in social media, a value that has been growing as time goes on, a value that will be beyond dispute in the coming years, from my viewpoint.

This name potential name change was caused in part from the feedback I have received both here and at Twitter. And whether this new name will be the keeper will be determined the same way.

Please tell me what you think.


Your Toughest Social Media Questions

March 25, 2010 · 3 comments in Blurring Boundaries,Social Media,tech business,userville

I am hoping my new book's strongest contribution will demonstrate business value to doubting enterprise decision makers. I call this the "Jerry Maguire challenge, which I explained in my previous post.

So far, the only  hard-nosed challenger of using social media in the enterprise to step forward has been Steve Walker, a UK-based Oracle VP communications. I interviewed him yesterday and will probably post my full notes in a few days.

I had a great time talking with Steve. He's bright and thoughtful. His key points are that the groundswell excitement on social media in the enterprise creates a lot of time-wasting "rubbish," whose value is vastly overrated. In short, the sizzle vastly exceeds the steak.

In fact, I agree with him, which in this particular case is unfortunate.

Steve actually believes in social media as it is being used at Oracle in general terms. In fact you can find him on Twitter, Facebook, Linked-in and many of the usual places. He would object if social media were banned and believes that over time, it will all work out and social media will become more useful and the results will become more easily measured.

Again, I violently agree with him. So while I'll use what he gave me, he hardly becomes my poster child for the Jerry Maguire challenge.

In the last three years, the toughest and most nagging question has been: what's the business value in social media? If I can answer that, I can also answer the second toughest question: "How do I convince my boss that all these activities are worthwhile?"

But I need more examples of what has been said in the workplace. I'd like to hear what kind of conversations you've had in this area? I'd like to hear about  the most obstructionist comments and actions you have heard as a social media proponent. What have been the toughest questions?

I'm looking for examples. I'd like to use them with company and human names, but I can mask them to ensure you don't get fired helping me.

You can email me if you choose, or leave a comment here. If I use them, I will acknowledge your contribution in the book.

Help me find Jerry Maguire Challengers

March 18, 2010 · 7 comments in userville

My new book has the working title of Blurring Boundaries. It's a title likely change, but accurately depicts the key point that the boundaries between big companies and their customers are blurring because of social media.

The book attempts to answer two tough and nagging questions.

The first comes from social media professionals.  These are Kool-Aid drinkers like me. They believe in social media’s business benefits.  They ask:

“How do I convince my boss that social media is good for our organization?”

The second comes from that boss. It is the deal maker/breaker I call it the Jerry Maguire challenge, in reference to the memorable 1996 movie:

“Show me the money,” they demand.

These are traditional manager and professionals. Their job is primarily to keep the trains running, to make quarterly goals and to make sure all resources, including human stay focused on the business at hand.

Guys like me and other Kool-Aid drinkers may hate the question, but it is more than legitimate. It is essential. To answer that question in a way that satisfies doubters and skeptics is to open the enterprise floodgates to social media; to elevate it from a low-budget skunkworks to a mainstream and essential component of the modern organization.

I know lots of Kool-Aide drinkers. Chance are you are one. However, I need to find some Jerry Maguire challengers. I am looking for some enterprise managers who still need convincing that social media is good for their business.

I want to interview them for my book and I'd like them to articulate the best possible cases against social media. I want them to explain what they would need to see, to turn around and embrace it.

I don't want to argue with their point of view. I want to understand it. I will post their comments on this blog and I will include some of it in the new book.

Please help me find some Jerry Maguire challengers. Email me, tweet me or post a comment here. If I use who you refer me to, I will add you to the book's acknowledgments.

BlurNotes: IBM’s Adam Christiensen

February 21, 2010 in Blurring Boundaries,Social Media,userville

[NOTE: BlurNotes are interview notes for my new book Blurring Boundaries which reports on Enterprise Online Communities. Your feedback helps me decide what to use in the book.]

Adam Christensen is part of IBM's corporate communications team, based in Armonk, NY. His job is overwhelmingly focused on the company's considerable social media activities. I interviewed him for Twitterville, where I learned IBM has more employees tweeting than any other company. I also learned back then, that much of IBM's social media focus is to tighten communications between it's 400,000 employees in over 200 countries as well as with existing  partners and customers.

IBM's online communities continues along those lines as well, I've learned. I turned to Adam mostly to get a sense of how its numerous communities got started.

In 1993, Lou Gerstner, career executive took over at IBM, then the world’s largest technology company. The place was a mess.  IBM had made mistakes that backfired including an attempt to slow the migration of large businesses from mainframes to personal computers.  When IBM got serious about the new, smaller PCs, they tried to make them behave like little mainframes. This opened a huge window of opportunity for smaller, more agile competitors such as Microsoft on the software side  and Dell Computer on the hardware side.

This was during an era of corporate takeovers. Investors and analysts both expected--almost demanded-- that Gerstner downsize: Sell off huge chunks of the the company, slash employees and every possible cost and make amputated-consolidated nee entity profitable above all things.

Gerstner listened to the conventional wisdom. Then he ignored it. He made minor cutbacks but kept most of IBM's diverse components intact. He worked to keep the most talented people. He declared the IBM's whole had greater value than the sum of it's parts.

IBM has still had a stormy road.And over the last 17 years it has sold or shut down many of its diverse components as it has moved more into consulting services and out of software applications and hardware.

Had Gerstner listened to conventional wisdom, it would have wound up being a mainframe company, and about as relevant as Honeywell, DEC and other companies that clung to big iron strategies.

By 1997, it was clear he had called the right shot. But IBM remained a lumbering giant. It had cut down to from 400,000 to 200,000 employees but they were strewn all over the world. Some employees had never met their bosses face-to-face.  These employees were serving partners and customers in over 200 countries with combined employees of over 10 million people.

Gerstner mandated the company, "Go to the edge," Christensen told me. Decision making, information and collaboration stop flowing into a bottle neck at corporate headquarters.

This mandate drove the company out of manufacturing and application software and into services where it is now the world leader. It also made IBM, the first company to build a social media- based enterprise online community back in 1999.

Called DeveloperWorks, as the name implies it is for IBM's software developer community. IBM is among the leading enterprise platform providers. Any third-party developers wishing to build on the platform belongs to DeveloperWorks. Every company seems to have started with a focus on developers and like others, it was an outgrowth of online forums which went all the way back to the middle 1980s.

There are about 187,000 members to DeveloperWorks, about two-thirds are from outside the company. It's growing evenly at the rate of about 10,000 more developers every calendar quarter.

IBM has an extensive community of networks, some for partners, other for customers, university affiliates and a few just for employees. They've all learned from the success of DeveloperWorks.

Among the key lessons: self management, make it easy to find the experts and make it easy for members to identify and communicate with the individual that they find most important, Adam told me.

I asked Adam about the business value. He noted that IBM stopped building software applications for its own platform in 2002. "We are more dependent than our competitors on independent developers and DeveloperWorks is at the very center of its strategy.

Another issue is community connection with IBM's ecosystem. I'm learning that this loosely defined term to described the interaction between companies, customers and partners are inextricably connected with communities.

BlurNotes: Intuit’s Kira Wampler

February 19, 2010 · 1 comment in Blurring Boundaries,userville

[Note--BlurNotes is a series of excerpts from research and interviews I'm conducting for my next book, Blurring Boundaries, covering online enterprise communities.]

There's something that feels like social media in Intuit's story, although it begins long before there was such a term or even the concept. In 1981, Scott Cook, then a marketing executive for Proctor & Gamble, the world's largest consumer products company is sitting in his kitchen watching his wife pay the bills. He notices all the hassle of writing the checks by hand, then entering the info in a register. Every month she is entering the same data all over again.

That gives him an idea for an electronic checkbook, that will reside on a computer desktop and store personal financial information. It becomes Quicken and Quicken becomes Intuit, the world's leading small business and personal finance company. Last year sales reached $3.1 billion.

Kira Wampler, thinks that the incident that became the company has something to do with why Intuit is so good at social media and online communities. "We began by watching a user and figuring out how to make it easier." Kira is group marketing manager for online engagements for Intuit's small business division in Menlo Park, CA. She heads up a team of 19, all of them engaged in social media as a core part of their jobs.

Intuit, like just about every software company did just easily transform from a company that sold boxes off a retailer shelf to a company whose transactions mostly take place online and whose core focus has shifted from moving SKUs to being host and leader to more online small business communities than any other company.

Ray Wang, a partner at Altimeter Group, an online strategies consulting group says that because of the communities, "Intuit owns the small business customer," a feat that conventional wisdom insists is impossible because the category is too fragmented, decision makers are too busy running their own businesses, they are slow to adopt technology and they spend as little money on it as they possibly can.

But Intuit hits them right in their checkbooks and in their tax reporting, a common denominator for all small businesses. And from their it has expanded into other areas, with a couple of strategic acquisitions. First, it acquired StepUp, a service that makes it easier for small business inventories to show up in a Google search and then Homestead,Inc. a roll-your-own website service.

What Kira demonstrated during a three-hour dinner interview is that Intuit's strategy has evolved through online communities and social  media. It has totally immersed itself in understanding and serving small business users.

“Small businesses are Intuit’s oxygen," she told me, " If they’re not healthy, we’re not breathing. It isn’t either the customer or the shareholder. The two are intricately linked. There’s a direct correlation between the customer’s happiness and our revenue," and she said the customer has extensive data to prove it.

We covered numerous issues. I'm very much interested in showing how boundaries between customers and companies are blurring in numerous areas, product being the most important.

Like all the companies, I'm profiling Intuit is public. That means the SEC restricts what companies say about products not yet introduced. So how do you get customers to tell you what they want in your next introduction?

Kira explained how you can dance without stepping on regulatory toes. "There is no regulation that makes it unlawful to have conversations with customers and to ask them how you can do better,: she told me.  What they cannot do is recognize in public that a customer has suggested a feature, design element or function and announce it will be incorporated. That recognition, however, can be made after the product is announced.

They also can fix mistakes with unprecedented speed because of customer comments.  When Quickbooks 2010 [QB10] came out there were complaints about a feature that popped up ads for other products when you booted up QB10.

Customers hated it. Word first broke in Amazon community conversations. Intuit got the message. They deleted the unwanted feature in exactly 45 days, which might be a record for a large enterprise software company changing a product, particularly based on user response.

She said that most companies focus on listening which has its limits. Like most large companies involved in social media, Intuit use Radian 6 to monitor product and company mentions. But the objective is not to just show you're listening it to "demonstrate that the customer is actually being heard." For example, when a customer complains, someone from the company needs to come back and say,  “'Sounds like a crappy experience. Tell me more about it.'”

Intuit got the shift from packaged software to online fairly early, offering their first online product in 2001. But it wasn't all that fast to understand social media or realize the business value in placing the customer at the center of online community efforts. Until 2006 you had a chance of getting fired at Intuit by blogging about your job or even talking to a blogger.

Intuit also was slow to understand the business benefit of superior support. When they first offered online customer communities they tried charging customers for the support, which went over about as well as you can imagine.

A watershed change came when Kira met Anita Campbell  whose Small Business Trends is among the the best known and most respected small business blogs. She invited Anita to hang out for a day at Intuit and just talk about how the blogosphere worked. It changed Intuit’s vie.  Overnight, blogger outreach changed from taboo to desirable.

Perhaps because she reports to a traditional marketer, Kira see less division between social media and traditional marketing. To her they are stitched together seamlessly. When a product ad runs on TV, Kira told me, she sees an immediate uptick on Twitter where people started asking about the advertised product.

Once they dipped their toes into the social media ocean Intuit got immersed quickly. It is active on all the public platforms and has its own network of password protected communities.

According to Kira,  the relatively rapid company-changing conversion was because "feedback is essential to company culture and DNA. She said the company use NetPromoter surveys and is essentially interested in the answer to a single customer question, that begins with the words, "Are you likely to recommend..."

But, she observed, there are two kinds of feedback: answers to question you ask and answers to the questions you don't ask. Net Promoter helps them with the former and that is useful, but "social is what we get when we don't ask," and those answers are more candid and often delivered with greater passion.

"When you put the two answer sets together, you get something that is transformative, something that starts telling you why a customer will or will not recommend your products and that is obviously game changing," she said.

I asked her about the Jerry Maguire challenge, from the 1996 movie: "Show me the money!" This is the ROI, question that has been posed by social media for business doubters.

Kira said there is unquestionable evidence that social media is having positive financial impact on impact, but perhaps the questioners should be looking more at the top line where revenue is counted, rather than the bottom line where profits are the consideration.

In short, social media at Intuit is driving growth which is measured in sales. "We make more money in revenues than we spend on programs. Our marketing ratio is positive."

I tried to get her to share as much as a public company representative could share She told me the amount was not yet huge but it was "much more than lunch money."

I was relieved to hear that. n the interest of transparency, Kira picked up the dinner check.

Blurring Boundaries’ 4 Questions

February 16, 2010 · 3 comments in Blurring Boundaries,Social Media,userville

I have created a self-imposed deadline of this Friday to finish my Blurring Boundaries book proposal and send off to my agent, Danielle Svetcoff who will undoubtedly ask some tough and challenging questions. That's how she helps me write better books.

Meanwhile, I've developed four tough questions of my own that the book will try to answer. It may take all 80,000 words to address them:

1. Where’s the ROI in social media?

Social media in business is about ten years old. Any business advocate of a social media program has heard this question, and chance are likely, was frustrated in trying to answer it.

But at the end of the day, all business is about financial issues. The question, as toug as it is to be answered, needs to be answered. I am not absolutely certain that I will show a direct corellation between social media and the bottom line.

But I have a decent amount of evidence that shows big companies like IBM, Intuit and SAP are making money because of social media. If there is no clear bottom line equation, there is a great deal of evidence that big businesses are making money at the top line through the conversational technologies.

The business value case has become irrefutable, or so it seems to me.

2. If businesses are supposed to relinquish command and control  what is it's new role?

Social media champions have spent a decade telling managers, lawyers and marketing departments to let go of presumed command and control. Fine, but if companies are to host and manage social media, including large online communities, just what is their new role?

Surely they are not supposed to just sit on the sidelines or go fetch the coffee. Blurring Boundaries will report on how several companies have replaced themselves from the center of social media programs with their customers.

They have not done so, out of a sense of altruism. It has proven to be a smart and financially rewarding business tactic.

3. Where does social media go on the org chart?

Most enterprise social media programs began a skunkworks--little experiments--that were allowed to take hold outside labyrinthine enterprise bureaucracies.

Now they are reaching critical mass. Some online enterprise communities have millions of users. It has become time for social media workgroups to get  integrated back into the enterprise organization, where it will have to conform to enterprise practices and systems , just like HR, ot IT or marketing.

Inside many companies today, there is heated debate as to where social media belongs in the organization. Whoever runs SM will shape SM. If it is marketing, than marketing social media may flourish at the expense of recruiting, or IT.

Blurring Boundaries will argue the case for a social media department--not answering to marketing or any other department--but equal to it, with it's own budget and measurable quarterly goals to attain.

4. If social media gets braided into the enterprise, who does it change the enterprise and how does that enterprise change social media?

Predictions are always a little dangerous because guesswork is involved, but I see the use of social media in business as becoming an everyday practice, as about unique or newsworthy as using a telephone.

Social media is at the end of a disruptive period and just now entering an Era of Normalization, where people will stop talking about the new conversational tools and just start using them to do their jobs with the same diversity as they use email.

A good chunk of this book will examine five companies: IBM, Intuit, Microsoft, Oracle and SAP. But I am looking for stories from companies of over 1000 employees that will help me answer these questions for readers of my book.

If you have a suggestion, please email me.


Google Buzz, Blurring Boundaries & drawing in Scobles

February 12, 2010 · 4 comments in userville

I have never failed to notice the irony that I use more products from Apple and Google than from any other company. The irony is that these are among the two least social companies in end user technologies, and I spend much of my life arguing the case for social media in business.

It is why I tell companies that before they get to social media, they need to make great products. Despite a couple of possible stumbles in recent days, both these companies consistently bring innovative and brilliants stuff to market, stuff that I soon find I simply cannot live without.

Earlier this week Google Buzz, yet another social network platform was introduced to near immediate and unanimous disaffection in the social media community. The problem was that it grabbed and shared user contact data when a user joined. Google was make a decision for users that a great many of us did not like.

It took less than 48 hours by my count, from when the first complaints appeared in social media, to Google reversing its decision and changing what was automatically shared.

With a few commendable exceptions, Google--like Apple--has not much joined the social media conversation and I have speculated that when Google or Appple stumble they will regret that.

But here was Google, doing the ultimate social media company thing: it listened and responded and changed. It let users decide what was good for the users. It did not argue back. It did not get marketing to start a campaign to change people's minds, it simply listened, responded and adjusted course.

This  sort of customer participation in products and company policies blurs the lines between customer and company. It lets those who use products collaborate with those who make them and is the core theme of the new book I've started working on.

I played with Buzz last night. I found it neat in quite a few ways. Of course there was my friend @scobleizer dominating every nook and cranny of it, but that's what Robert does. He likes to be in the front of the line when something new and shiny and social comes to market, and then he likes to generate buzz.

I'm different. I hold back. I let others decide what's cool and trendy and I wait to see what is likely to be  enduring. I'm obviously partial to Twitter and that will remain my primary social network, not because of it's feature set and certainly not because it is the most reliable platform.

It's where most of my social media friends hang out. If I ever leave Twitter, it will because they left Twitter. My guess is there are more laggards like me than there are early adopters like Scoble.

But for Buzz to get me to pack up out of Twitterville and move to Buzz, converting Scoble is a very important first step.

BlurNotes: Sean O’Driscoll, MS MVP & Ugly Babies

February 10, 2010 · 7 comments in Blurring Boundaries,Social Media,userville

[Sean O'Driscoll [l] with unidentifiable beer-drinking blogger. Photo by Jim Storer]

[NOTE: I am interviewing people for my new book Blurring Boundaries, about enterprise online communities. While I hope to report on many communities. I plan to go into particular depth with  five companies: IBM, Intuit, Microsoft, Oracle and SAP.]

Sean O’Driscoll is co-founder and of Ant’s Eye View, a Seattle-based consulting firm that helps large companies with the strategic and planning aspects of social customer engagement. He was at Microsoft for 15 years, where he is best-remembered for developing MVP [Most Valuable Professionals] a small, highly active network comprised of Microsoft's most passionate product users.

MVP goes back to 1992, predating both Sean and social media. It was started by people in Microsoft's support organization to reward product champions. They used the conversational technologies of the time, CompuServe and Usenet newsgroups.

When Sean took the reigns in 2002, Microsoft was facing an unprecedented  challenge, not from a competing software company, but from a groundswell movement in the developer community. It was called open source and it would soon permanently disrupt the packaged software industry.

Sean was a member of the Microsoft strategic team designated to explore solutions.

He spent a month studying Linux online communities.Like Microsoft's they were mostly centered around technology and support issues. Like Microsoft, question got answered usually promptly and well.

But he noticed a "radical disparity in customer return rates." In Microsoft spaces, people came,  got what they wanted and left. In open sources spaces, people kept coming back. They stuck around and shared information, ideas and anecdotes.

In Sean's view, return rates were indicative of community health. "On the whole Linux communities were substantially healthier than on Microsoft spaces,:" when measured by return rate, Sean concluded.

This led him to his Ugly Baby Principal.

If you happen to be an American Idol TV show fan, you probably already know that from time-to-time, the show features, as Sean put it, " a whole lot of singers who really suck. Some of them know they really suck, but don't care." They love to sing. But, a significant percent of these bad singers don't  know they really suck."

If you ask them, many would say that their parents had always told them they could sing.

That, Sean observed, is because parents will overlook dramatic faults in their kids.

He felt this was what Microsoft was on product functionality and engineering was missing about the Linux groundswell.

"We simply didn't understand that the Linux community was fired up not on product aspects but on emotions. They didn't care if their kid was ugly, it was their baby and everything it did was beautiful," he said. "We were trying  to compete on functionality, not realizing open source popularity was emotional."

This was not something that Microsoft could easily combat. "We couldn’t change our culture. We were a mind company not a heart company," he told me, and the Linux movement was heart-based

The best Microsoft could do was to tap into fans of Microsoft technology. Sean sought out and recruited 300 of the company's most passionate users. It's important to note that their passion--and loyalty was not for the Microsoft. They are not company evangelists and at times they have actually been among Redmond's harshest critics.

Their loyalty is to the technology and to the people who use it. The are users themselves and it seems to be their nature to want to help other users. They are motivated by recognition, not rewards such as points or tee shirts.

"The fact that MVPs are extremely helpful to Microsoft as a company is just a lucky side effect," Sean said. Not only do MVPs provide superior tech support to other users, they provide an extremely high-quality of feedback on design, features and functions and they do it dynamically all the time.

The MVP social network is not a replacement for phone-based support, which is live, has one-on-one dynamics and hold the hands of the most frustrated end users.

But web-based MVP support has a very special asset. It is public. Other see the support being given.  They see people helping people. In phone support the only time you seem to hear about incidents are the disasters, not the successes.

The fact remains, however, that at the end of the day cultures are more difficult to change than products and market strategies. Microsoft is a culture built on engineering. It makes products designed by committees.

It simply cannot replicate the emotions and passions that lovers of ugly babies generate.

MVP, at least, has allowed Microsoft at least to understand the value of passionate users and community sharing . Not only that but MVPs have probably helped Microsoft refine and improve the products they bring to market.

Since Sean left, MVP has grown to 4000 users worldwide. What remains to be seen is if the community can scale to 50,000 to 60,000 users and if it does, will Microsoft  turn itself inside out so that communities of passionate users will change the companies process of making products, policies and programs that least will get more people to love their ugly babies.

New Book Title ‘Blurring Boundaries’

February 4, 2010 · 6 comments in BlurryLines,Social Media,tech business,userville

This is my third try with this new book. That's not nearly as bad as it may sound.

Scoble and I tried seven names before we came up with Naked Conversations. I don't even have a proposal yet, never mind a publisher or publishing date, so there is still lots of time.

But having a working title, even one that may change a few times, makes it easier to talk about my book. And the process of name requires me to focus thoughts on what this book is about in the simplest, clearest possible terms.

So let me try again:


Blurring  Boundaries

--How Online Enterprise Communities improve  products, markets & profits


This is a book about large enterprises and how their dedicated social networks are lowering the borders between them and their customers and partners. It is an attempt to address the lingering questions of social medias business value as well as where and how social media teams and programs fit into existing business practices.

In my prior two books, I've championed the tools of social media. I have argued that their business use was early and disruptive; that measurement was early and primitive. Over time, I argued, the early disruption would come to an end and that standards for measuring value would become more refined and easier.

My overwhelming focus in writing more than one million words about social media has looked at public venues such as Twitter, Facebook, YouTube and the rest. So have the traditional media and most of the burgeoning social media community. It's where so much action has been. There's conflict, adventure, celebrity walk-thrus, natural disasters and occasional sexuality.

It makes good copy, and yes, it also makes good business.

But where most of us have not looked is behind the firewalls of some of the world's largest organizations; companies with tens of thousands of corporate customers and partners; companies whose products are in the hands of hundreds of millions of end users who depend upon those products to conduct a majority of the world's business.

It turns out that there is a great deal of downright exciting social media action going on in the bellies of some of the biggest--and perhaps most boring--of technology enterprises.

The result are networks of online communities, built by huge enterprises for developers, customers, partners and employees to come together and share information and ideas. These private and semi-private social networks rarely have discussion of lunch menus and in my research I didn't find a single flirtation.

But I do see real business going on. I see new marketplaces that independent analysts say have values in the tens of billions of dollars. I see ideas and information being shared at high speed and with great accuracy in communities that are usually under a half-dozen years old but have attracted tens of millions of users.

This book will explore online enterprise communities. Much more than my previous books, the primary focus will be on business-to-business, which it turns out, has developed pretty much in the same way as business-to-consumer and peer-to-peer communities.

Blurring  Boundaries will examine in depth six enterprises:  IBM, Intuit, Microsoft, Oracle, SAP and possibly SAS. I will report on the history, structure and issues of their online social networks. I will look at how these communities are changing or have changed business models and strategy for the better during a period of great economic pressure.

The title is inspired by a conversation I recently had with Mark Finnern who runs the community-championing mentor program at SAP. He talked about how customers, and partners had played extraordinary roles in improving products used by SAP customers, as well terms of use and standards. "The lines between companies and customers are blurring," he told me. "Instead of exchanging goods and services for money, we now collaborate and everybody wins."

A few days later Scott Gulbransen at Intuit, a company serving consumer and small business markets told me just about the same thing, despite clear differences between how Intuit and SAP's communities are organized and who they serve.

This book will explain that online community collaboration is shortening product development and improving product functionality and design because the people who use them are talking directly with the people building them. They are likewise, reducing time-to-market and marketing costs.

Online enterprise communities are also bring sanity to Terms of Agreement, product standards, developer certification programs, appropriate community behavior by allowing those who must adhere to these governing factors contribute to the rulebooks as they are written.

Blurring Boundaries also examines the issues of where social media teams and online communities belong on an enterprise org chart. Almost invariably, social media in corporations, began as skunkworks projects, places where small teams of bright people were allowed to experiment. Allotted small budgets, they were protected from the sea anchors of labyrinthine enterprise processes so that they could move with greater agility than systems in place would allow.

But they have grown fast and that speed is accelerating with millions of community members participating and billions of dollars of value in the marketplaces being created, the managers who recently disdained social media projects as having no real business value are now struggling with the inevitable process of assimilation. Each of these companies has dealt with this issue in different ways. This book will examine each and compare the results.

Blurring Boundaries will not answers the ubiquitous question of where's the ROI of social media. That question remains as daunting to answer as placing ROI on email or a telephone.

But it will show that there is real business value being generated because of  online enterprise communities. And that billions of dollars in products and services are being generated as a real result.

People will walk away understanding that social media in business is at the end of it's early disruptive phases and is now entering the longer period in which use of the tools are normalizing, are becoming part of business practices and are valuable centers for the modern enterprise.




  



TLE Notebook: Intuit’s Scott Gulbransen

February 1, 2010 · 1 comment in Living Enterprise,Social Media,tech business,userville

Intuit is one of at least five companies that I plan to profile in depth for my new--still nameless--book. The others are essentially big business-to-big business players.

But Intuit is business-to-small business and consumer. My particular interest is the small business side an area generally considered to be too fragmented, limited in budget and late to adopt to be a profitable area to serve.

Yet, every small  business needs to manage its books and tax records and Intuit is the overwhelming supplier of automated products in this area.

Scott said Intuit has 50 million individual and small business users. It started its online communities about three years ago and today has 3.5 million active users. About 400,000 are small business users. Both numbers are growing.

Last week, I talked with Scott Gulbransen, a senior PR/Social media manager for Intuit's TurboTax group. It was an overview, the first of what will be a series of talks with Intuit, its customers and third-party developers.

Like other companies, Intuit did not wake up one morning and devise a grand strategy for online communities. In fact, it was more an outgrowth of issues that would keep company officials awake at night: how to migrate from a company whose products sold off retail shelves to one whose products are downloaded from the internet.

Scott didn't say it, but in the early-to-middle 2000s, Intuit lost luster as an innovator and some wondered if the company would remain as an independent entity. The company started to fumble with an online strategy and as it did, Scott told me,  "a sense of community was woven into corporate DNA."

Like SAP, the communities are part of a larger something that both companies call "ecosystems." Both companies see the ecosystem as core to corporate strategy, but they've structured them differently.  SAP has folded its network of communities into an Ecosystem and Partners Group, Intuit's communities are assigned to product groups and operated separately from each other.

Still, it assembles into an ecosystem strategy. At Intuit, developers collaborate at the back end, telling each other how to make applications succeed. And the strategy makes traditional command and control approaches obsolete.

“An ecosystem makes you get out of the way. You build a platform and enable. At the end of the day everybody benefits. Your marketplace becomes a living breathing thing,” he said.

Despite these different approaches, the outcome seems to be the same. The lines between company, customers and third-party vendors and partners get blurred as products, services, policies are developed, delivered and refined in transparent, collaborative style, somewhat ad hoc style. While marketing may be responsible for communities, these communities have diminished the importance of traditional marketing tactics of drum rolls announcing releases and updates. Stealth modes make no sense in collaborative environments where companies ask customers how to make the products better.

While the company built these communities, and they host them on company space,  Intuit does not presume to run these communities from what Scott told me.

The lines between customers and the company have became less clearly defined. Third-party vendors who might previously have been regarded as competitors or irrelevant, became partners.

The key issue in the communities "is no longer what's good for Intuit," Scott said, but "what's best for the customer." Coincidentally, it turns out that what's best for the customer is almost always best for Intuit in the long run.

To understand the core benefit to Intuit, Scott quoted Scott Cook, Intuit founder and chairman “In the moment feedback is a huge gift to companies. You want to do everything you can to foster more and more. This was not possible 30 years ago.”

The communities created a partnering process for product development and for helping each other, sometimes without an Intuit representative being involved at all.  The communities become a "connection platform," one where ideas and information are shared and spread faster than was previously possible.

Scott feels that the social networks have a special value for small business practitioners. "Running a small business can be lonely. The biggest obstacle is to connect with others like yourself."

Intuit can help proprietors find others like themselves and because its online, they do not need to take time away from their operations to attend a workshop or events.

The social networks also serve as development platforms, giving independent software developers unprecedented access to a community of millions of small business operators and you can affordably address them as property owners, or dry cleaners or coffee shop proprietors.

"If you can build for QuickBooks, then you have a massive market opportunity," Scott told me.

One such example is Propertyware.com which helps smaller property owners and operators to manage cost and flow of rental properties. It lets small landlords better manage their properties, understand profits, cash flows. The company has no brick and mortar, but exists exclusively in the cloud.

Through a variety of services including Intuit Marketplace and old-fashioned email newsletter, Intuit has given this small virtual company the ability to speak to Intuit's customer base.  When Propertyware acquires a new customer, that customer can go directly to Propertyware to purchase additional products. Intuit is fine with that. The customer benefits and Intuit's value to that customer goes up.

One other place that SAP and Intuit seem to agree. Online communities do not reduce the need for face-to-face meetings between people who primarily know each other through online communities. They increase it.

Both companies host a series of social events for their most passionate community members. It seems there still is a business value to handshakes, smiles and occasional hugs.

[NOTE: Do you have a story about Intuit or any other enterprise social network? Please let me know. This book is in the early phases of development. And I can use the wisdom of this crowd. Leave a comment or send me an email.]


8 Key Points to My New Book

January 30, 2010 in Blurring Boundaries,userville

One of my exercises in starting a new book is to create two sentences. The first tells you what the book is about and the second tells you who it is for. The challenge is to constrain yourself to two sentences.

I'm not there yet. It would be nice, because once I get there, figuring out the Title/subtitle would not feel like such a daunting task.

As I've written before, I use this blog as a sandbox, for my books, a place to play and experiment. A place to see what does and does not work. Over half the books I planned to write have never gotten beyond this sandbox. Almost all writers go through similar exercises, the difference being that mine occupies a public space. And my hope is that you give me some feedback that will help guide me forward.

So, here are a few thoughts I have on what this book is about. I offer them randomly. It helps me just to put them down on virtual paper. It would help more if you chose to give me some feedback.

  1. Almost every corporation today is dealing in some way with social media. Almost any department of any company can use social media tools and I've dealt with that issue previously. This new book looks only at online enterprise communities, built by a few, usually very large enterprises. I will spotlight at least five: IBM, SAP, Microsoft, Oracle and Intuit and use my blog and Twitter to actively search for additional enterprise community examples and anecdotes.
  2. Enterprise communities are usually part of enterprise ecosystems, an historically vague term that predates social media. It refers to the global infrastructure of partners, customers and companies. Every large enterprise uses the term, but it is very often just a concept that looks like a lifeless org chart with lots of dotted lines. But when you insert online communities into the ecosystem it gives it a heart, one that pumps life into the ecosystem, making it more resemble the biological kind. This section will probably be called "The Tinman's Heart," in reference to the Wizard of Oz character.
  3. Some online communities are huge. SAP has about two million active users as part of an ecosystem that Ray Wang at Altimeter Group says is a marketplace worth about $80 billion. Intuit's series of very loosely joined social networks may be the most viable small business marketplace anywhere. I believe that these marketplaces simply could not exist without these online communities. My research for this book will either prove or disprove that opinion.
  4. Online communities almost invariably have small cores of passionate champions coming from all sectors of the online community. They play key roles in all the online communities I've looked at so far, but these roles and styles vary greatly from, say Microsoft MVPs to SAP Mentors or the contributors that Intuit assembles periodically a few times each year. Founding companies give these community leaders recognition, but what seems to drive them is a passion to share what they know with other community members. [This section may be called, It's not the stoopid tee-shirt]
  5. A key issue to address is the role of the founding company in the social networks they create. This section, tentatively called I lost my command & control. Just what do I do now?"
  6. Another thread will be a look at the blurred line between companies, customers and partners. Both Intuit and SAP have given me countless examples of how online communities and ecosystems have changed traditional perspectives of buyer v seller v vendor into something more fluid and interactive. These days, there is an interdependence between companies, customers and partners. They count on each other for better products. They thrive or fail together and this changes the entire dynamics of the relationship and how products, support, design and policies develop.
  7. Social media serves as an accelerant for the sharing of ideas and information. Even during these tough and formative times for enterprise communities, participants are getting smarter faster than has been previously possible. As the economy turns around, this will put social media closer to the center of the company and help businesses come back faster and at lower cost.
  8. This book will deal with the issue of business value for social networks. This does not mean that there needs to be an ROI for communities, but this book will look long-and-hard at how social networks are being braided into the fabric of traditional business, which they so recently disrupted.

These ideas are neither sequential, nor are they organized. They are the beginning of my understanding the two sentences of what this book is about and who will want to read it. I am missing a good deal and I am sure that some of what I've just written needs greater clarification.

It's a work in progress, so tell me what you think. Oh yeah, one more thing, got a good name for it?

1st Notes on a New Book

January 27, 2010 in Blurring Boundaries,userville

Yesterday, I announced that I was dropping out of The Living Enterprise book project to write about enterprise communities from an independent perspective. Today I woke up and discovered that once again my toes are against the base of a mountain.

The mountain is a new book project. My toes are at the base, because I am starting anew and this post is the first baby step. At this moment, this new book has not title, no outline, no table of contents, or publishers proposal.

I have hundreds of interviews in front of me, dozens of chapter drafts, leads to pursue, dead ends to hit.

But, if I am at the beginning of a lengthy climb, I am better equipped than I was at the start of previous endeavors. First off, I have a satchel full of notes and ideas that come from dozens of conversations with SAP folk whose stories and insights will be helpful.

I've also started exploring elsewhere.

While writing this post, Intuit's Scott Gulbransen, a TurboTax PR guy, has sent me some links and intros, so that I can start exploring what they have done with communities that embrace independent developers and small businesses.

Adam Christensen, an IBM communications officer who helped me with Twitterville has agreed to help me with this new effort, and IBM has done some remarkable work with enterprise communities.

Sean O'Driscoll, who started Microsoft"s pioneering MVP community has agreed to talk with me on how it all started and what it has succeeded--or not--in achieving for Microsoft.

It's a start. I'm counting on you, dear crowd members, to be the source of more.

Let me tell you a few random thoughts that will be at the nexus of this book, whatever it will be called:

  • This book will examine business-to-business social media efforts, mostly online social networks.
  • It will explain through as many stories as possible how social media projects began as a skunkworks, but are now showing real business value. While social networks may not deliver many dollars directly to the bottom line, significant revenue is being realized because of social media.
  • It will look at how large organizations are dealing with the difficult problem of where social media fits into a traditional organization's structure. Should it be part of marketing? Should it be part of corporate communications or should it have it's own box on the organizational chart?
  • The blurring of lines between companies, partners and customers. Social media has made it clear that community members more often thrive or wane together, showing that success is shared and the health of your customers matters to your company's bottom line.
  • Stories, stories and stories. I am, by nature, a story teller. I don't write books that look like white papers between hard covers. I tell about people in business who use technology to either achieve success or fail in trying to do so. I believe that if I tell you a lot of stories, about blogs or Twitter or, in this case, enterprise communities, then it will give you ideas on how you can use that information in your work.

This is as far as I've gotten on the project so far. But Hell, it's only 10 am of Day 1. Please tell me what you think. Does this interest you? Do you have an idea that would make this a better book?

I have used crowd sourcing as much as any author I know and I have greatly appreciated the result in my two previous books. I hope once again, the people I meet in social media will help me write a better book.

Please start sending those cards and letters in. I'm eager to share my view with you from further up the mountain.

Changing direction on the new book

January 26, 2010 · 2 comments in Living Enterprise,Social Media,tech business,userville

As you may know, I’ve been working on a new book called, “The Living Enterprise,” in collaboration with Mark Yolton, head of SAP’s community networks and Zia Yusuf, formerly EVP of SAP’s Ecosystem and Partner Group.

The original direction was to explore the SAP ecosystem and the role that its online communities play in making it work so well.  It's a good story, but as I dug in I became increasingly aware that there are other good stories at other companies that I really want to cover as well. These include IBM, Intuit, Microsoft and Oracle as well as other companies and communities you may already know about that I want to learn about.

I have decided to write this new book independently of my co-authors. I continue to respect them and wish them well, but I am at my most comfortable as an independent writer and that is the course that I will pursue moving forward.

My new focus will be from an independent perspective, comparing and contrasting different communities and strategies; giving you ideas of options that may be useful to understand wherever it is that you work.

I will almost entirely talk about large companies and business-to-business strategies, perhaps as a contrast to Twitterville, which covered more small operations than large. Hopefully, it will give readers of the breadth and diversity of social media in business.

Mostly, as always, I will try to assemble some really useful and interesting stories. I remain convinced that the best way to tell business stories is not by putting a white paper between book covers, but by telling you about people; their struggles and dreams and how it impacts their work.

SAP will most certainly be part of my new book. It's a great story that tells you how one of the world's largest companies has figured out how to integrate social media into a modern enterprise to the benefit of its customers and partners as well as itself.

As always, I will crowd source as much of this book as I can. If you have a good story about an enterprise community, please share it with me. It can be favorable or unfavorable. What I am looking for is content that is will be useful or interesting to business readers.

If you have a good story lead, please leave a comment here or email me.


TLE Notebook: Mark Finnern, the SAP Mentor’s mentor

January 18, 2010 · 3 comments in Living Enterprise,Social Media,tech business,userville


[SAP's Mark Finnern. Photo by Shel Israel]

It seems to me that SAP's 75 mentors are the fire starters for much of what happens in SAP's two-million member community network and I told you a little about why in my previous post. And further, they have influence on programs, policies, product and ideas that often spread throughout SAP global infrastructure

For that reason, I'm giving a good deal of attention to the mentors while researching The Living Enterprise. My previous post told you a bit about the organization and today's post looks at the program's founder and leader.

Mark Finnern, is SAP's chief community evangelist. He created, named and orchestrates the SAP Mentor group. It would not be accurate to say he runs the mentors, because they in fact, run themselves. He is more like a spiritual vortex for them. His role is not part of any company devised grand strategy. Rather, his job has sort of evolved as so many social media positions have done in the past few years. In some ways, social media professionals in established businesses are still making it up as they go along.

It started in 2003, when Mark became part of a small handful of SAP professionals assigned to develop a developer outreach program for NetWeaver, then a new software platform that needed to open the company up to a larger number of software developers that had been previously necessary.

This became the Software Developers Network [SDN] SAP's first online social network. Sinc then there have been several new social networks created, all under the SAP Communities Network [SCN] umbrella. Like other enterprises, these communities are public in that anyone can visit them, but they are private in that only community members with a designated userID and password can post content. Free thought and speech is encouraged, but inappropriate content is promptly taken down and repeat offenders can be banned.

Mark was the non-technical member of the technical team that started SDN. "I brought the passion," he told me. He also brought a series of new ideas and played a key role in stitching together a series of communities that meander seemlessly from online to off and from company representative to partner or customer and back again.

SDN's first module was an old-fashioned forum, which pretty much looks and feels like any forum that you may have seen in the last 20 years or so. Mark's first significant improvement was to add blogs to the forums. Blogs were still relatively new, outside of the development community. There were less than 50 of them among Fortune 100 companies in 2004, when these started.

Tim O'Reilly, CEO of O'Reilly Media, an open source champion,publisher and event producer consulted SAP on how to get started and social media and provided the company with it's first online community platform. [As the communities and users grew, with thousands of posts per day, the company would eventually migrate to Jive Software.]

Blogs move faster than forums and the comment structure is more conversational. After Mark and others injected them into SDN, the conversations became a lot more interesting.

But they also raised issues that have been a pain points for most businesses related to social media.  SDN, is an official SAP site. Companies are accustomed to being in command and control of what is said on their own turf. And when you think about it, why shouldn't the company, have the power to review, revision, polishing and filtering.

Blogs just don't work well that way. And on SDN customers were encouraged to post blogs side-by-side with those from SAP employees. This changed the perspective from company to community.

Company concerns probably reached a crescendo when an outside developer posted a blog calling a particular SAP product a failure. Mark's phone started ringing a few minutes later, a higher up ordered Mark to take the post down.

Mark resisted. Deleting it would cost the company credibility. While the internal offline debate continued, something started happening at SDN itself. Other community members began chiming, posting defenses for the product and pointing to several mistruths in the original post.

The result strengthened the product's position as well as SAP's credibility in the developer community. When customers defend a company, it has greater influence than anything a company spokesperson could hope to accomplish.

But it was a two-way street. The community had revealed itself to be credible to the company. If some officials had feared that blogging would allow an unruly mob to light torches, it turned out that those torches would illuminate the truth about a company and its products. It meant that praise could protect SAP and the criticism that did come in would be mostly constructive, helping the company to adjust course when it was wise to do so.

The incident helped SAP to gain credibility with some of the hardest-to-impress people inside SAP. Senior technologists generally speaking tend to be viewed as hard nosed and cynical to any form of hype and SAP's are no different. SAP's Horst Keller, an internationally known German physicist and author was one such senior technologist. After the incident, he posted a blog describing what had happened as  very cool. Mark encouraged him to post more content and Horst complied, opening the door for some of SAP's most respected technology voices to join the conversation.

Mark kept helping to evolve functionality. he encouraged the team to add wikis, which seem to keep better focus than others I've seen. he adapted a system from Reilly media that allowed the company to reward contributions with points based on frequency and quality of contribution.

Perhaps most significantly, was that Mark realized that while online communities may reduce barriers of time and geography, it misses one of the magic points of human interaction: the face-to-face meeting.

He started developing events in cooperation with the mentors. It began with  "unconferences," where attendees set the agenda and schedule. These have evolved into what is now called SDN Meets Labs, day-long sessions, usually produced by SAP mentors held all over the world. He added Tee-shirts that often touted community boosting slogans.

When O'Reilly keynoted to 5000 SAP customers at  Tech Ed 2007, he walked onto the dais wearing a tee shirt he had received at a smaller, more intimate Community Day for 350 the day before.

Paraphrasing a famous Clint Eastwood line, it declared, "Go ahead. Make my community day. "O'Reilly looked down at his shirt and commented, Any company that puts this on their tee-shirts, gets it."

Another face-to-face event produced by Mark and the mentors is the SDN Clubhouse. When attendees of Tech Ed or SAPphire, the huge annual conferences conference sessions get bored they can wander into the clubhouse for coffee and conversation. Mark makes having the best coffee at each event a major priority.

Mark told me he doubts the mentors would not have emerged into either so tight-knit or as influential of a community without the face-to-face get togethers.

"The experience of being in a room with people who share the passion, to work together and to solve problems is what gives the mentors their magic," he told me.

It seems to me that Mark's personality, a mixture of passion, intensity and dry humor has much to do with the personality adopted by the mentor organization of 75 people and because of their collective position of influence over both SAP and its community this small group is contributing to the texture, personality, products and policies of a global community of millions of millions of people.

One aspect of the mentors is a common thread of music loving. Mark, for example plays several instruments including the accordion and harmonica. At an event in 2007, attendees were given harmonicas as they filed in. mark entered, playing one, and then the audience joined in which may be the only harmonica-fest in tech sector history.

Keynote speakers for the main Tech Ed speak the day before at the smaller, more intimate Community Day. They are asked to play a musical instrument to precede the main event and set the tone for the gathering.

Over the coming days I will be speaking with additional members of the Mentor group and sharing notes here. They will certainly be included in the book that comes from this effort.

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Blur Notebook: SAP Job Board, A New Example of Lethal Generosity

January 12, 2010 · 1 comment in Blurring Boundaries,userville

I had a great meeting with Mark Yolton, yesterday, one of my two co-authors on The Living Enterprise, a book about SAP's ecosystem. We talked mostly about people in SAP communities who might have cool stories to share for the book.

But Mark also gave me a new example of lethal generosity, a term I've written about previously here and in Twitterville. The concept is based on the observation that the people and companies who are most generous in social media companies are also the most influential. And those who just promote their self-serving agenda very often fail. By being more generous to customers than your competitor, you essentially eclipse them in the eyes of people who would buy or recommend your products or services.

Yesterday, Mark mentioned the SAP Community Network (SCN) Job Board. At first this seemed pretty uninteresting, but as he explained, it got a lot better. Mark, who heads up SAP communities said the company spends a lot of time just observing its community conversations.

Not that long ago, his team noticed a lot of people saying they needed jobs. Simultaneously, others were saying they needed to hire. In fact some of those companies couldn't buy more SAP software because they were short tech staff to install and deploy it.

So SCN created a community job board where friction is reduced and employment holes are filled, thus letting customers buy and use more software. A sweet touch is that SAP doesn't post for jobs on its own job board. It refuses to compete for talent against its own customers and partners.

"If we make customers more prosperous," Mark told me, "we prosper."

But here's the part that makes it lethal generosity, in my view. As far as SAP knows none of its competitors have job boards. If an Oracle customer wants a fast, free way to find quality developers to hire, it would have to switch to SAP. If one of SAP's customer's competitors wanted to access talent, it would have to become an SAP customer for the access.

It was interesting to learn about other plans SAP has to gain competitive advantage by monitoring its own communities to spot early trends. For example, it might notice that there's suddenly a lot of conversation is taking place in and about Turkey or perhaps Brazil indicating that software sales in that country is heating up and it can inform its sales organization to adjust course accordingly.

I've heard very few cases of enterprises using communities to directly impact sales in such a way. It is part of the ecosystem approach that seems to me to integrate social media tools with the entire company's needs.

I like that.