Posts Tagged ‘Enterprise’

GroupSwim Takes Collaboration Software to CloudCamp

March 20, 2009

Jari Koister, CTO ofGroupSwim,  presented and participated in a panel at CloudCamp in Cologne, Germany.  The camp was organized in conjunction with the Webhosting Day, one of Europe’s largest events for that sector. In addition to GroupSwim, a number of leading cloud computing companies presented, including Martin Buhr of Amazon, Michael Crandell CEO of Rightscale and Kristof De Spiegeleer Cloud Visionary of SUN, and founder of Q-Layer which was acquired by SUN.

It was interesting how strategies and products have evolved over the last 12 months, and how many more example of applications of cloud computing exist today. At GroupSwim, we leverage cloud computing to provide scale, reduce cost and enable innovation in our product.

My biggest take ways were:

  • It is really starting to happen and large enterprises are seriously considering using cloud computing.  The most realistic areas of early adoption are primarily the SaaS level applications and the infrastructure level.
  • Hosting companies are trying to figure out what to do to avoid being out-maneuvered by new cloud computing solutions.
  • Large IT companies like SUN and HP are trying to reposition their products as private cloud products. It is clear there is quite some work to be done in articulating both the positioning and value of such products.
  • There is an opportunity for companies that try to reduce the complexity of applying cloud computing.  However, it will be a difficult to generalize such solutions for anything except those systems that  adhere to standard blueprints.

I think CloudCamp is a great format for companies who want to use cloud computing, learn and share experiences. The Camp is a mix of presentations, unconferences and panels and provides for a great way to share ideas in this new and exiting space.  Here are the slides I presented.  Let me know what you think.

Sunny Forecast for Cloud Computing in the Enterprise

December 18, 2008

CLOUD COMPUTING

Cloud computing is the latest hot topic on the internet marketplace. Many start-ups are using or are considering using cloud computing. Furthermore, many companies are rushing to position themselves as cloud computing companies. With this post, I discuss what I believe cloud computing means for enterprises looking to use them as well as what is means for cloud computing businesses catering to enterprises.

There is a fuzzy understanding of what is meant by cloud computing. Cloud computing commonly denotes the general usage of services that are provided over the internet, rather than hosted within organizations. If we apply this general definition, many services that have existed for years are cloud computing services. Examples include products such as salesforce.com and groupswim.com. What has happened, however, is that more infrastructure services are becoming available as services, and this is having a huge impact on software and SaaS companies.

The picture below illustrates the distinct layers within cloud computing. At the top, we have services for consumers and enterprise users; we call this the Software-as-a-Service (SaaS) layer. The component layer below includes specialized services provided as API’s or widgets used by the SaaS layer. Further down we have development platforms (sometimes denoted Platform-as-a-Service) that enable companies to develop and deploy services in the cloud. These development platforms are themselves services that require minimal or no installation of software at the site of the users. Finally, we have the infrastructure layer which provides resources to the layers above or even to installed software solutions. The most commonly known example is probably Amazon AWS, which is a service that provides storage and processing capabilities. GroupSwim uses Amazon’s file storage service S3 for certain types of information storage and EC2 for certain processing tasks.
cloudlayers1

Cloud computing will be a significant force in advancing offerings on the internet in the coming years. Cloud computing increases the efficiency and speed that companies (in particular small companies) can bring products to market. Capital and upfront expenses are significantly lower and cease to exist as barriers for new ideas and solutions. Cloud computing will enable the development of new services and solutions that have previously been viable only in theory. It will also make it possible to realize functions and features that have previously not been viable for economic or practical reasons.

OPPORTUNITIES

Many companies already use cloud computing services. If you are a start-up using large amounts of storage, it would be stupid not to use services such as Amazon S3. If you need to boost computing resources during peaks or for background processing, it is difficult to justify not using virtual servers such as those offered by Amazon’s EC2. There is a very clear drive and opportunity for new software and services companies to use cloud computing to lower costs, enable new solutions and accelerate time to market.

So, where lies the opportunity for enterprise computing? Enterprises spend a lot of money purchasing software licenses and hardware. Licenses are often purchased upfront to cover all or a large part of the staff, even if it will take significant time (months or years) before all employees will effectively use the software. Licenses tend to include all functions just to ensure all bases are covered and reduce the number of purchasing processes, which in themselves can be expensive and time consuming. Purchased software often needs additional hardware, and the cost of implementing the systems is significant. According to some analysts, the average time to deploy an application to a division within a larger enterprise is 6 months or more. Clearly, there is a huge opportunity to deploy new applications within an enterprise more efficiently and more economically.

CONCERNS

If cloud computing is so great, what are the concerns from an enterprise perspective? Security is frequently questioned. The questions surround whether cloud services can be trusted to store data, do they have backup policies, what kind of SLA do they provide and so forth. From a web perspective, many cloud computing services are just as safe as any banking solution; communication is encrypted, transactions are monitored etc. To some extent, it boils down to whether a service can be trusted to handle your data or not. From an enterprise perspective, there is also a requirement on audit trails, backups, disaster recovery etc. that may not be clearly articulated by cloud computing vendors today.

Clearly cloud computing service must provide auditing and security functions that enables customer organizations to protect themselves against malicious users. They also must provide easy-to-use and understandable permission structures to make information management efficient. I expect this to be an area where cloud computing services will improve significantly within the next year or so.

There is also a concern about losing control over business critical data. Data is stored in a data center where the customer will most likely not have physical access. Could computing services give the customer confidence that they can easily and at any time be able to retrieve all their data? At GroupSwim, we are experimenting with letting customers inject their own storage solution into a SaaS environment. Whether this is the most efficient way of making concerned customers comfortable remains to be seen. The point is that the customers need to feel that they can select the solution they are comfortable with and that they can manage their data at will.

Availability is of course a question that come up. It would be surprising if it hadn’t as we are talking about mission critical enterprise systems. Cloud services are built to be up 24/7, and one could and should assume that a reputable cloud provider can do at least as well as internal IT .  I believe concern will diminish as users see that availability of these service is in fact satisfactory.

It also must have crossed the minds of enterprise buyers that they depend on the viability of the cloud computing vendor more than on a software vendor. If a software is installed in-house, the software will still work even if the company behind it fails; there will be no immediate urgency to switch to another product in many cases. With cloud-computing services, it is clearly more complicated. This emphasizes that cloud computing companies must have a viable business model, which may or may not imply that free services are riskier than those that charge. It also enforces the ability to easily get enterprise data in and out of a system in case a migration becomes necessary.  In the end, the complexity of migrating is probably the same.

WILL ENTERPRISES ADOPT CLOUD COMPUTING?

We believe cloud computing will become an integral part of the infrastructure of many enterprises. In most instances, it will manifest itself as the usage of a SaaS application. But we also believe that using various infrastructure level resources on the internet will be irresistible even for enterprise customers. The economic and tactical benefits are too good to ignore. As cloud computing companies position themselves to become enterprise-grade cloud computing services, they will improve both internal and external security mechanisms to make CTO’s and CIO’s feel more comfortable with using their services. Cloud computing companies will enable customers to have greater influence on where their data is stored, and how it can be accessed. I expect cloud companies to present very clear ways of migrating data for customers to avoid lock-in and in the unlikely event of a cloud company shutdown. As these aspects of cloud computing services develop, I strongly believe cloud computing will become an integral part of enterprise systems in the future.

User Adoption Key for Software ROI

October 15, 2008

I sat through a very interesting presentation yesterday.  The topic was how the software industry has fundamentally changed and that services is a growing part of software company revenue, whether they like it or not.  Customers expect solutions these days and aren’t interested in having a disk shipped to them and wishes for good luck.  While this is interesting, the key takeaway for me was a statistic on achieving enterprise software success.

According to a study done by the Sand Hill Group and Neochange, the most critical factor (70% listed as number 1) for software success and return-on-investment is effective user adoption.  Software functionality came in at 1% surprisingly, with organization change at 16% and process alignment at 13%.  This is a remarkable result.  You can have the best software in the world, with the most sophisticated features, analytics and integration, blah blah blah, but if people don’t use it, it isn’t going to add value.  I can’t tell you how many RFPs and software selection processes I’ve been involved with in prior lives that focus almost exclusively on tiny little, “knat’s ass” features that few people if at all will ever use.  This study shows that focusing so much on features is missing the boat entirely.

There are several factors contributing to effective user adoption that include:

  • Training
  • Change management strategies and tactics
  • Executive support
  • Software ease-of-use
  • Etc.

I’m very encouraged by this as a predictor for GroupSwim’s success.  We have built an incredibly easy-to-use application that is fun to use.  Our customers and analysts have told us this time and time again.  It is a fact that GroupSwim is easy to use and requires no training.  If you believe this, we have half the requirements covered without spending a dime.  If our customers and prospects use the application to change how they work or interact with their customers and partners, they get LOTS of value while expending very little effort or capital.  I hope to see more studies like this in the future :)

Zack Whittaker from ZDNet Reviews GroupSwim

October 4, 2008

Zack Whittaker, who writes for the Enterprise Alley on ZDNet, did an extremely detailed review of GroupSwim.  We really appreciate all the time he put in.  It is a great review and worth a read.

Customer Entry – GroupSwim Improves Communication Around the Enterprise

September 23, 2008

This post was written by one of our customers (BridgeVine). It is from their blog and describes how they are using GroupSwim. Enjoy.

“Marco”

“Polo”

“Marco”

“Polo”

Too often, office communication is like a child’s game of “Marco Polo” with executives calling out blindly with initiatives or projects, and only some of the team hearing the details or reporting back on progress.

Every company suffers from “communication dissonance,” that random feeling of disconnectedness that comes from not trusting that everyone is on the same page. How may of your employees know all of your company initiatives? How often do employees get stuck using old forms or contracts? How can you monitor what remote teams are doing to collaborate on projects or programs?

GroupSwim, a great online tool, helps bring together the various forms of communication across your company and foster team awareness of issues, large and small.

My company is using GroupSwim for a Intranet Portal in order to keep everyone connected. We have two offices and a variety of remote workers, each of which has different ways to connect to our network. When that happens, we can’t always trust that having information available to the network is the same as having information available to all of our team members.

So, GroupSwim offered us a single point of virtual contact for keeping people informed and keeping information at the fingertips of all of our team members. People can log on, read updates and special messages, get progress reports on current projects, see achievement towards our corporate goals, get the latest phone list or office supply forms, even submit suggestions to our e-suggestion box.

GroupSwim offers much more, though, than just a repository for information and basic file sharing. GroupSwim has functions like a blog or electronic bulletin board where users can start discussions, contribute to projects, and collaborate on any number of programs within the company. It’s a moderated function, so managers can stay in tune with what’s going on in the enterprise.

One of the core tenets of The Business Perspective is finding low or no cost online services to improve productivity or efficiency in your business. GroupSwim offers big value, as they include a free trial, and their monthly fees are very affordable for all businesses.

I recommend GroupSwim for you to try, and I’ll keep people posted on how it works at our company in future editions of The Business Perspective.

Jott Move from Free to Premium – Bait and Switch or Good Business?

September 17, 2008

This is cross-posted with ReadWriteWeb where I will be occasionally writing on the Enterprise Channel.

Many Web 2.0 companies have either tried to make money on their product or wish they could. Jott is an example of one that took the plunge and moved to a paid model following a successful beta and “free” period. I spoke with Jott CEO John Pollard to learn how they did it and how it was going.

Jott is a great tool if you haven’t tried it. It is a voice-to-text service where you call a number on your phone, dictate a note, schedule a meeting, or write a to-do and the service transcribes your voice into the appropriate message type; it even creates an object on Outlook automatically. The service had been in “beta” status and completely free. Recently, they came out of beta and rolled out a paid model with multiple plans for different usage and features. Other sources have discussed the details of the service so I’ll leave it be. Jott still has free service, but put it together so if you are a frequent Jott user, you’ll be very tempted to upgrade. The upgrade itself is less than $4 so I suspect many people will go for it.  Jott has a variety of plans to choose from including free, basic, pro, pay-as-you-go, etc.

The company based these plans largely on user behavior and lots of data. When they started the company, they knew they would ultimately have a free and paid version, but had to learn the rest along the way. For example, they had to find out if their customers were home makers, road warriors, students, professionals, etc.. Some of the factors they experimented with during the beta program included turnaround times, length of recordings, and features. By collecting data around user behavior and usage, they were able to model scenarios and identify trends. They then used focus groups, the Jott user group, and conjoint analysis (a very cool survey technique requiring users to make trade-offs on product features versus price) to come up with the different packages. They were very confident that some professionals wouldn’t want an ad-supported service, and the research confirmed it.

As you can imagine, they overcame significant challenges along the way. While many users understand that Jott has to put food on the table, there were users who were shocked that a company dare ask for money. Personal note: this is both a common and ridiculous sentiment that has grown as more “free” things pelt us, but that is a conversation for another day. John and company decided to be extremely transparent about the process and spent significant time in their forums, hitting the blogs, and using other marketing mechanisms to tell their story and let users know what was going on. John admitted they could improve on the communication front, but did a solid job. The communication philosophy was tell the users what was coming, tell them when it comes and explain why, as many times in as many places as they could.

The company is very pleased with the conversion process so far. Jott is hitting their goals and is on plan. One pleasant surprise is the percentage of people selecting annual plans; John said they are getting 10 times the number annual subscribers that they expected. I’m not surprised as I’m sure a large percentage of Jott users are business customers, and this is the most efficient way to get something expensed; this is pure speculation on my part. John has good advice for other companies embarking on this journey. First, talk to your customers as much as possible. Really talk to them and understand the problem you are trying to solve and how they use the product or service. Second, utilize web-based tools like conjoint analysis to gather quantitative information to make decisions. Finally, try to be transparent and don’t surprise your customers; they hate that. If you build something that people want and value, you can ask them for money and it is good business.

“Getting Things Done” in the Enterprise

September 10, 2008

This is cross-posted with ReadWriteWeb where I will be occasionally writing on the Enterprise Channel.

I recently attended the Office 2.0 Conference in San Francisco. The highlight for me was the first session where Ismael Ghalimi interviewed David Allen, the author of “Getting Things Done.” The book and associated methodology highlight the need to capture and organize ideas and tasks in a structured way. The interesting question for me is how to make it work on an Enterprise or company level.

One theory of Getting Things Done (GTD) is that it is impossible to “really” concentrate on more than one thing at a time. Therefore, a system like GTD helps juggle the competing tasks to organize and prioritize them. As you can imagine, the bulk of the conversation centered on Office 2.0 type tools that can help facilitate this process. David is an avid user of Jott for example. He uses it to capture his thoughts while driving so he doesn’t force his brain to keep a running list. What struck me after listening to him in the keynote and subsequent panel is that the tools are actually the least important part of successfully getting things done. Practitioners of GTD in the Enteprise world probably use an infinite number of tool combinations including Outlook Tasks, Jott, iPhones, Text notes, Lotus Notes, etc.; you get the idea. What is fundamentally more important is the discipline and commitment to do it.

We all have different levels of both and our respective individual success will vary. What I find interesting is to figure out how to make a group practice GTD consistently. There is no silver bullet but the following factors need to be addressed:

  • Management commitment - There is no way that an entire group will practice GTD if the management team is not fully committed and emphasizes it every day. Managers (and team members) need to conduct meetings with GTD principles and plan work in the same way
  • Training - GTD is a clever methodology that leverages alot of common sense. However, if a group is going to adopt it and use it in the course of business, they need training. For no other reason, the need to speak the same language with each other is critical. For example, if I tell you I’m going to put that task in my One Week Action List, you better know what I mean
  • Incentives – People must have incentives to adopt this system in a consistent and lasting way. GTD could be baked into employee’s MBOs, team goals, public recognition opportunities, whatever. There has to be incentives and measurement for true adoption
  • Tools - As I mentioned earlier, the actual tools can vary widly. In the panel discussion I attended, there were several vendors (Enleiten, Mindjet, bllist) who utilize GTD concepts in their products and/or methodologies. There is even a GTD plug-in for FireFox. Whatever tool a company decides to use, they must use it consistently and ensure it fits into how people work. Otherwise, I guarantee it will fail

Does your company practice GTD? How does it work?