Mad Men and the UNIX Wars

Unix Wars

I’ve been cleaning out my closets and finding some real gems.  I came across my old ad portfolio a few days ago.

With all the increasing tension between transparency and privacy and the role of Internet freedoms, it’s hard to believe there was once a time not too long ago that computers didn’t “talk” to each other.  So-called “closed systems” enabled large manufacturers to secure unfair advantage in the market for hardware, software, and services.  Entire walled garden ecosystems surrounded the largest technology vendors in the world.  The UNIX operating system changed all that.  I remember when the  “UNIX Wars” cropped up when I was working with AT&T on the company’s (ill-fated) foray into the computer market.  I was the liaison between the client, our account team, and our creatives at Ogilvy & Mather to explain the significance of UNIX to, well, the world. (Lucky me!)  I recall we had about a million dollar media budget (in ’88 dollars) to brand AT&T’s special version of UNIX: System V.

These were the days pre-Internet where influence and power had to be levied with massive spend.  AT&T could afford it at the time.  We ran this 1988 full-page ad in the Wall Street Journal, The New York Times, and the Washington Post to flex muscle in the negotiations AT&T was having with its ecosystem and to position it against its rivals.  There’s a great narrative for all you deeply geeky readers on what happened behind the scenes by Christopher Kelty in his book, “Two Bigs – The Cultural Significance of Free Software.”

I’m an avid Mad Men fan.  As I watch the series, I wonder if it will approach the period of time I was in advertising (the 80s). When I joined the advertising world, computer advertising was the #3 spending category.  IBM launched the PC in 1981 and it created a bonanza of new media spend for large agencies, as well as publishing media empires that seized the opportunity to track the industry and attract the newly minted print dollars.

Who remembers the thump of PC Magazine in its heyday?

 

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“I just want to say one word to you. Just one word…” Elastics

nickMy daughter is graduating college next week, and I’ve been thinking about all the advice this next generation will get from relatives and friends.  In the 60s, Benjamin (Dustin Hoffman in The Graduate) received well-intentioned advice from Mr. McGuire, a family friend, to pursue the plastics industry.  Plastics and U.S. manufacturing conjure up an image of the industrial age economy we once knew.  Well, 45 years later, all that has changed.  Plastic is out and “elastic” is in.

I caught up with my former colleague Nick Vitalari yesterday at the third annual Austin IT Symposium.  Nick and Hadyn Shaughnessey who covers innovation for Forbes wrote, The Elastic Enterprise: the New Manifesto for Business Revolution.  The book is well-researched with conclusions drawn from over 80 interviews with leading companies practicing open, elastic strategies. Essentially, the books lays out how enterprises will have to re-conceive “how we scale and operate businesses in the 21st Century.”  Based on five core “dynamics,”  the book simplifies and makes crystal clear how large enterprises will need to transform.  The book is a quick read, highly accessible and chock full of great examples. Pick it up for a flight or download it to your favorite e-reader.

The Symposium agenda was centered around the issues CIOs need to understand to embrace the Elastic Enterprise. A special thanks to my friend Keri Pearlson and the Austin SIM chapter for an invite to the event.

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Yes, this is a public shaming. Sorry. (Not really).

Really Microsoft?

MSFT Enterprise

Did you just DM me TWICE?  I will tolerate this from Russian spammers, porn stars, and the occasional life coach, but I will not sit quietly while you damage your brand @MSFTEnterprise.  MSFT has always in the upper right “most likely to fail” quadrant for me with Social because the company has always been late to the party, buys its way in, and has never demonstrates it groks the Zeitgeist of social.

NEVER, never DM an influencer unless you want to have a real, human conversation.  Otherwise, you’ve just set yourself up for reinforcing entrenched beliefs.

Learn how to use Twitter.

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Social Business Summit Series 2012 – Last Event NYC

360 degree views of Manhattan from the Tribeca Rooftop.

Dachis Group will be concluding its 2012 Social Business Summit (SBS) Series with a final event scheduled for September 12 in New York City.  The series is designed to educate, inspire, and otherwise evangelize the good news about Social Business worldwide.  Sponsored by IBM, the series provides a series of leading practitioners and thought leaders who provide unique views on their experiences and insights on where the social phenomenon is today and where it is headed.  The day will feature in-depth TED-style talks that will cover how the social phenomenon is changing the landscape for commerce worldwide.  Special emphasis will be placed on the growing role big data and social analytics play in providing the measurement needed for brands to compete in an increasingly open marketplace.

The NYC event will be held at the popular trendy Three Sixty° at Tribeca Rooftop.  Speakers include longtime friend of Dachis Group, Daniel Debow, VP  Salesforce Rypple; as well as Perry Hewitt, Harvard University, Chief Digital Officer; Social Business Council member  Tiffany LaBanca, News Corporation Senior Vice President, Internal Communications; and Melva Benoit, Fox Broadcasting Company and MundoFox, Senior VP, Analytics Innovation Research and Strategy.  Of course, an  Armada of Dachis Group luminaries including Jeff Dachis, Erik Huddleston, Dave Gray, Dion Hinchcliffe, and Lee Bryant will be presenting as well, along with IBM’s Matt Collins, Vice President Marketing, Collaboration Solutions and Social Business.

If you’ve not made it to one of the prior SBS events, get your request in.  Other events have overbooked early, and we expect the Manhattan event to sell out early.  These events are a nice combination of formal presentation and informal casual conversation and mingling among social business friends and fans.  Hope to see you there.

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Social Maturity at Scale: From Evangelism to Execution

It takes a village to raise a tectonic shift in the way companies communicate and operate at scale.  No, it will take a network of connected villages.  And it will take  over a decade to get past the early adoption phase for social business transformation inside large enterprises.  A few threads and blog posts are prompting me to write a few thoughts on where we are in the evolution of social business maturity.  The one that most notably hit home for me was Luis Suarez’s Willy Loman, Death of a SocBiz/E20 Evangelist post this week: Dear Social Business Evangelist Where Art Thou?

We discussed Luis’s post internally in the  Council, and it falls on the heels of another conversation we had recently regarding the perception that internal social business transformation is failing or has failed in many companies.

This poll is very informal, and granted, we have a survey bias in that  all Council members are working hard to bring social transformation to their enterprises.  Yet, there are ZERO failures reported and even the 25% of the members who indicated they feel they’re way behind are not “giving up.”  All our members recognize this is a long haul and are putting in place the mechanisms to realize a fully-integrated social business in thought and deed.

 

Some Council member comments:

“If this is failure, I couldn’t handle success.”

“On the other side of the hype curve is a plateau, not a canyon.”

“No. Not at all. Do we have 100% adoption in the company and every single employee conducting every single work activity in a social way? No.   Have we changed the way a significant number of people in the company (let’s say somewhere between 30% and 50%) look to solve their problems, voice the opinions, raise ideas to places they could have rarely reached before?  Yep. Have we impacted employee engagement scores in a positive way?  Yep.  Is the cost vs. the benefit so prohibitive that is gives execs pause to consider the ROI more closely?  Not even remotely. They are bought in to the value. Are execs sharing openly and daily? Nope.  Some are trying though…some better than others.       Are execs supportive of the conversation taking place and willing to jump in occasionally when the attention level and criticality warrant doing so?  Yep. Can I keep up with the demand of people requesting consulting about ideas on how to leverage “social” in their business areas in ways we never even considered?  Barely.”

“+1 to [Council member] in his comment about changing “measure” to “observe”. I would ask the naysayers if they’ve ever heard about Lean. Social tools and their usage patterns are allowing us to collaborate more effectively and to make work visible so it can be improved. Activities. Connections. Flowpaths. Improvement. These are the four “rules in use”. On a factory floor, improvement comes from the ability to see how activities interconnect to get parts out the door. I would argue that a fundamental, basic problem with knowledge work as most people do it is that it went underground with desktop productivity and email. It is completely invisible. With the use of social tools and their integration into the flow of “real business transactions” (such as Chatter, etc…) – that’s how we make the work visible so we can improve it. That’s where I see value in companies like mine; It is certainly not in, ‘hey ya’ll, we have a blog, documentation wiki, and micro-sharing activity stream so now we’ll be more profitable.'”

“Without our [social software platform], there is simply no way that our corporate culture would have had the major shift it has in the last four years. And that shift has allowed [Council company] to completely transform our business from [a dying model to a thriving one].”

“+1 to [Council member’s] ten-year adoption, as I always see it as our long journey towards a high mountain range. After nearly 2 years of ground works, I consider we are just passing the first base-camp – the “awareness” camp.  We start to see some paths leading us toward the 2nd camp, but not the whole path to the end.. not yet. Yes, we haven’t reached the end and we are not able to measure where we are, but we know we are in progress – step-by-step.”

“This is no different than adoption of a new technology that changes the way we work dramatically, and how we communicate.  I bet that the history of email adoption in the past is no different, and had the same resistance.  Changing the way we communicate, which has been done for decades, and people who have lived for decades in that mode in not going to happen overnight.   When people come to work, they want to be productive, and want to understand how communicating in a different manner will achieve their end goals.  I believe this is at least a 5 year journey… I have worked at multiple companies, and when the top leadership makes a direction change, or wants to align multiple fragmented divisions together, that change takes 5 years or more since it is about changing the culture, how people work with each other, and they want to align themselves to the new strategy.  Also, people changes are made to enable faster traction.  In the social journey, if we don’t give the same importance, have top leadership backing, and put the right people in the right place, the journey will be slow, and organic.  I am a strong believer and proponent of this social journey, and I see success down the line!

In short, the era of evangelism is over and we should all be rejoicing that the suits are showing up.  One of our members said, “I’m sending the suits.”   At the core of the transformation, however, is the ideals that innovator/disrupters like Luis Suarez and many more of my e20 friends have championed from the beginning: transparency, collaboration/sharing, authenticity, and even trust.  Trust may be the most difficult challenge for the 21st century enterprise, and I sometimes wonder if all companies can succeed here.  (See this exceptional post on “Relational Trust” by Peter Stoyko that explains this elegantly.)  But, at the end of the day, the planks of humanizing the enterprise will succeed, along with the commercial interest all profit-oriented enterprises have in generating returns for their stakeholders.

The directive for all evangelists has moved from enlightenment to engagement.  The drive to deliver social engagement at scale is the next crusade.  I’m interested to see the role that gamification companies such as Badgeville and Bunchball will bring to the social business sector, as well as innovative metrics and dashboards that are being developed such as Moxie Software is creating for its clients  that measure and report on business outcomes vs. platform activity.  As the customer marketing (heretofore social media/SCRM) data begins to pour through the pipes in the firewall, the ability to measure and make sense of that social engagement will be even more profound.  The development team here at Dachis Group is building a formidable arsenal of tools and services to measure this kind of engagement at scale, as well.  (Sign up!)  We are still in the early stages of the transformation that so many of us predicted and, to some degree, made happen.  The challenge for every company is to stop trying to homogenize the market and rather celebrate the diversity of approaches that exist to succeeding with social business.  Each enterprise has its unique opportunity to succeed in this space, and it still takes the courage and creativity of the Intrapreneur to identify these opportunities, spur adoption of these new principles, and ferret out the next one.  So, the evangelist’s job has become more serious and less pious.  And that only means we are succeeding and growing, in real business terms. Everybody take a bow. And put on your suit.  This is happening.

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Social Business by the Numbers

While the blustering goes on in the blogosphere, I thought I’d (ahem) cut to the chase and get serious about the Social Business opportunity in, well, spreadsheet terms. I popped into a little discussion  between Adam Holt at Morgan Stanley and Tony Zingale and Bryan LeBlanc  of Jive Software (JIVE).   Although specific business gains directly related to Social Business can’t always be divulged by large companies for a variety of reasons, we can take a look at the category as an investment play  and make some judgments about its viability.

To that end, here are a few key points CEO Zingale and CFO LeBlanc made to the investor community:

  •  What’s different about the social business category is there are multiple entry points for a sale.  The sale could come from IT, Sales, Marketing, Customer Support, HR, Corporate Communications or more often than not a  Business Unit.  < Key learning: this is different in software investing.  Buyers abound.
  • The Social Business story has reached a tipping point.  No longer are sales “missionary” sales.  There are line item budgets for social business software, and large RFPs are on the market from F1000 companies who are investing in these platforms.    Further, every software company is now incorporating social into its product suite, albeit mostly still relegated to “silo” functional software for specific departmental needs (Sales, HR, etc.)
  • Social Software is not a “replacement” category of software like  Salesforce was with Seibel or Workday is with various ERP modules.  This is not a cloud v. on premise alternative. (Jive sells both on and off premise).
  • The deals are larger.  Jive closed three million dollar plus deals in the fourth quarter of 2011.  Large institutions in various industry segments (PwC, Thomson Reuters, and Ace Insurance) chose Jive  to introduce a new way of working to their firms.
  • Social Business software delivers real value to every knowledge worker in the enterprise. The market opportunity exceeds that of traditional enterprise software which typically serves a discrete business unit function (manufacturing, HR, finance, sales, etc.).

The JIVE call has some interesting nuggets about how JIVE is uniquely poised to compete against the other two main competitors in the enterprise space: IBM and Microsoft, but the essence of the story is about the legitimization of the social business category for the institutional buyer.  More importantly, this investor story is not even about technology and tools. It’s about organizations behaving differently by connecting and engaging with constituents.  The tools will come and go, but the behavioral change is a paradigm shift well worth the early entry.

Jive management took the company public on  December 13.  Since then, the stock has doubled and Jive’s market cap is $1.24B. Institutions hold 82%, so lots of pension funds are betting (not gambling) that social business is real. I’ll side with Wall Street on this one.