There was an article in HBR earlier this week by Cal Newport that proposes an alternative to email in the form of 'Office Hours'. As an analyst covering email technology, collaboration and the associated behavioral change, there are several concerning factors associated to the Office hours concept. After searching for a way to contact Newport and finding that he does not have any social media presence, just a contact for PR and honorarium, I decided to write an open letter addressing these concerns.
In a few short years, our relationship with technology has profoundly changed. The confluence of two major technology trends: the availability of cloud applications and marketplaces and the ubiquity and availability of mobile devices, has enabled us to connect with employees, customers, partners and suppliers across many different modes, email, presence, SMS, app messaging, social media and so on. I do agree with Newport when he says we need some way to coordinate and connect with colleagues…
Coupa Just Announced They Will Acquire Contractually, Looking to Disrupt the Contract Lifecycle Management Process
Earlier today Coupa announced that they are acquiring Contractually in order to build on the Contract Authoring functionality and provide customers with a Contract Lifecycle Management solution that is impressive from both a UI and Collaboration standpoint. The unified suite will be entirely in the cloud and should bode well for Coupa.
IDC's Quick Take
Some procurement applications include some contract lifecycle management (CLM), but many users tend to author contracts in Word with the usual version control and redlining issues, use another application to "sign" the contract, and then attach the finished contract in the procurement application for management through the lifecycle of the document. Coupa's January 14, 2016 announcement to acquire Vancouver, Canada based company Contractually disrupts that disjointed process…
There are a number of interrelated trends that are interacting and inter-operating to underpin the change and disruption that is occurring to alter the way we interact, transact, connect and collaborate. The pressure to deliver differentiation as a means of competitive advantage is a critical driver for the changing nature of experiences across customers, partners, and suppliers. The ability to link customer experience (CX), workforce, commerce, business networks, and innovation together in order to deliver a holistic view of digital and social transformation is at the epicenter of the differentiation. Technology is at the core of the linkages that need to be made, but it is far from simply implementing some new software/hardware, automating processes, and learning a new workflow.
This week we will discuss the main drivers that influence the way we are thinking about future potential touch points for customers, employees, partners and suppliers. Next week we will discuss the top 10 predictions that were derived from these drivers. The on-demand webcast is available for those that cant wait until next week :)
Perpetually Connected Consumers Require a Heightened Level of Interaction and Have Increasingly Accelerated Response Expectations
Customers no longer "behave."…
The pressure to deliver differentiation as a means of competitive advantage is a critical driver for the changing nature of experiences across customers, partners, and suppliers. The IDC EXPERIENCES Survey 2015 highlights the notion of "experience" and how initiatives are maturing and coming together around five core components: customer experience, workforce, commerce, business networks, and innovation (products and services). The ability to link those experience components together in order to deliver a holistic view of digital and social transformation is at the epicenter of the differentiation. The survey shows that providing a consistent experience across multiple engagement channels is a key focus for companies as well as the means to ensuring that employees, business partners, and suppliers have a unified view of interactions.
With many organizations characterized as a post-industrial enterprise, business modernization can provide a stronger way to discuss the ensuing transformation. Technology is at the core of the linkages that need to be made, but it is far from simply implementing some new software/hardware, automating processes, and learning a new workflow. The changes that need to take place to deliver this differentiation are much more fundamental and alter the way work gets done, the type of work that is…
The basic building blocks of social business, content, and community are still creating opportunity for change and disruption. However, the market for collaboration and social technologies has changed dramatically over the past 18 months. The confluence of personal productivity and increasingly agile business models is also shifting the way we think about work, the way we do work, and the people that do that work. Users are quickly becoming more comfortable with transitioning their personal productivity behavior into the work environment, particularly in how they interact with business applications. Social medial platforms like Facebook have been strong contributors to this behavioral change.
The announcement of Facebook at Work this week has ignited discussion around the ongoing value of dedicated corporate-sponsored enterprise networks (ESNs). The Facebook at Work solution is in private pilot with a small number of enterprise companies. Facebook will look to target global companies with over 100 employees. The information sharing model is such that the company news feed will only be accessible by users in that company on that instance. A company will 'own' all of the information…
The confluence of personal productivity applications and tools with increasingly agile business models are shifting the way we do work and the way we think about work. In order to anticipate these changes and enable the workforce in real time and in-context, organizations need to consider some combination of software based collaboration as well as a more social and mobile enabled workflow to augment existing business processes.
"Productivity" relies on access to information, people and data as well as the cooperation and collaboration of those people to gain context around process or decisions. Connecting people to people to information is the ultimate goal but as the working environment covers many more collaboration modalities and disparate devices, content and information is equally disbursed in additional repositories. In addition, organizations' are increasingly impacted by the need to produce more in terms of…
Social networking is among the megatrends currently revolutionizing the consumer and enterprise IT space. The concept has enjoyed tremendous adoption rates and become mainstream in the consumer space across Gulf countries such as the UAE, Qatar, Kuwait, Bahrain, and Saudi Arabia, with strong Internet penetration and a young, tech-savvy population serving as the key drivers. In addition, the increasing demand for ubiquitous access to information and the growing collaboration needs of users are also contributing to this uptake. (Originally published September 24, 2014.)
The utilization of social networks among consumers has attracted the attention of some enterprises in the Gulf region, but the strong consumer adoption has not translated into expected increases in business. Most of the organizations we speak to remain unconvinced of the benefits of social enterprise technologies, and as such, they are only investing in certain parts of the solution. IDC's worldwide studies reveal that the mostly used components of the social enterprise concept include online…
Collaboration helps to achieve shared goals and increase productivity. The resultant increase productivity can positively effect revenue through a reduction in operating cost. While most organizations agree an increase in productivity through collaboration, they still rely on Email as the primary means of communication.
In order to understand how the market for email has become the base for other collaboration modalities we need to understand how collaboration itself has changed. For a long…
Today, Community software provider Lithium Technologies, announced they are to acquire Klout for an undisclosed sum. The acquisition adds further fuel to the argument that the addition of context to a community is critical to enable an ongoing relationship with customers, partners and suppliers. Joe Fernandez, Klout CEO, will join Lithium’s executive team, reporting directly to Rob Tarkoff, and will continue to run the Klout operation as its General Manager and a Senior Vice President at Lithium. All Klout regular employees are also expected to join Lithium. The intent is to integrate Klout as quickly as possible into some target use cases particularly in strengthening customer profiles and to help drive appreciation of customer loyalty behavior.
Since its inception in 2008, Klout has worked to build an algorithm to illicit the influence score (out of a total of 100) of an individual across a number of social media networks. Initial market skepticism of this influence scoring mechanism isolated the conversation around the value of Klout from a reputation and relevance standpoint. This is because "influence" cannot be accurately measured across a broad and horizontal set of social media assets. That said, the premise of understanding…
The current software industry shift from up-front, inflexible, license contracts to subscription, consumption-based models is shining a spotlight on the shortcomings of systems and software industry business models that were designed around the way in which the software business ran 20 years ago. Furthermore, the business model transitions that software companies are attempting today will take place over the course of many months or years. Jive Software is one of many companies that are both transitioning into this new model as a company and supporting their customers to make the transition.
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