Bruce MacVarish Notes

Aggregating Value

Peter Kim has a short post describing the guiding principle of :

Aggregate or Be Aggregated

Peter writes:

"Functional integration of ecosystems is emerging as the path towards maximizing value creation within our increasingly digital world. To own an industry leadership position, you need to own the experience.

Aggregate or be aggregated. Keep this in mind as you encounter offers to publish and syndicate your content, explore new opportunities for customers/members/users, and consider how your relationship will be monetized by the company that's helping you out."

The principle reminded me of an earlier post on the value of aggregating communications where I wrote:

The enterprise is shifting from a space/file software model to a time/stream based software model where the real-time interactions of business users have a past, a present and a future.   

New value for business users - and revenue for enterprises - will come from aggregating, analyzing and filtering these interaction signals enabled by the real-time web.

I agree with Peter.  Value creation is found in aggregating content, streams, interactions and conversations for users in a more useful and powerful way than competitors.  

Ranking Attention in Realtime

Bitly, the company that basically ushered the world into short links on sites like Twitter, is playing around with a new service, launching it under its “Bitly Labs” umbrella.

It’s called Realtime, and is available at http://www.rt.ly

Here’s what we know:

Realtime (http://rt.ly) is an internet attention ranking engine, giving you powerful tools for analyzing what the world is paying attention to right now. You can filter and explore activity on the social web by topics, phrases, domains, social networks and more.

(via TheNextWeb.com by Drew Olanoff)

Nike+ Fuelband

 

There is new, untold value when offering innovative experiences for users that help them monitor, analyze, share and shape behavior.

 

Cooperation Flows

I've posted before of the shift toward conversations and relationships within the enterprise and how new value and productivity would come from flow based collaboration apps.

I believe the enterprise is:

• Being redefined around people - not tasks or processes
• Improving productivity by unlocking people's conversations and relationships - not focusing on transactions
• Delivering new value through the flow of my many, loosely coupled interactions of cooperation - not tightly coupled, structured constraints of collaboration.

I found alignment and agreement with these points when reading JP Rangaswami's insightful summary of how workflows of the past are different from collaboration flows of today.

 

JP writes:

"Workflows, like trains, worked in well-defined, closed systems.

Collaboration flows, on the other hand, are like rivers and oceans.

As the Cluetrain guys said, markets are conversations. The oceans and rivers of collaboration flows include all these conversations. The conversations themselves are manifestations of relationships, some bilateral, some multilateral. Sometimes they lead to transactions, surfaced by the capability as seen in the context.

What are these conversations? There’s nothing special about them. Here’s a loose classification of the types of conversations one would see in the workplace:

• Questions needing answers (Hey, how do I do this? Here’s how. Where can I find this? Here it is. Who really knows this? Here’s who)
• Sharing of experiences (I just installed this app, and it was *useless*. Here’s why. I just read this book and it was *fantastic. Here’s why)
• Feedback (I really found your answer helpful. I couldn’t have done this without you.)
• Social filtering (I rate this answer more than the others. I think you should see this so I will +1 it or Like it or RT it.)
• Status reporting (I’m here doing this, I’m there doing that)
• Alerts potentially needing action (If THIS then THAT, coming from a litany of sources)

...and a little later...

These conversations have been going on for aeons. But there’s one major difference. And that is this: the conversations are recorded. Persisted. Archived. So they’re auditable. Searchable. Findable. Besides this, there are other significant differences:

• The conversations are made visible immediately , in real-time
• They come wrapped in context, auto date and time stamped, author identified, location mapped, topic tagged
• The context can be enriched by other participants
• They’re channel- and device-independent; conversations can start in one medium, move to another. They can start on blogs, move to twitter, move to synchronous sound.
• They’re time- and space-shiftable. Synchronous and asynchronous. Mobile in design.
• They work on “publish-subscribe” networked models rather than broadcast and hierarch

I'm also reminded of this comparison of Collaboration vs. Cooperation by @shiftctrlesc and a number of posts by Stowe Boyd about cooperation, flows and the future of work.

As a result of the above, while JP makes a distinction between workflows and collaboration flows, I believe we should make the same type of distinction between collaboration flows and cooperation flows.

For me, the enterprise is being rebuilt around people, conversations and relationships powered by many, many loosely coupled interactions and cooperation flows.

Frames and the Personal Cloud

Forrester's Frank Gillett recently published a new report on the growth of tablets titled "Tablets will rule the future Personal Computing Landscape"

Of specific interest to me was Frank's view on how tablets and a new form of personal computer they call "frames" will interact with the personal cloud.

"We predict a new form of PC, called frames, that will rise as a result of tablets and other technology innovations and why tablets will cannibalize laptops but not the new forms of desktop PCs."

This graphic illustrates the interaction between personal mobile devices like phones and tablets with (i) a desktop "frame" for productivity and creation and (ii) the personal cloud.  

I like the vision ... and believe in the opportunity of synchronized, brokered and context-aware personal cloud services that power today's and tomorrow's mobile devices.

Human Behavior as the start of Social Design

Jenn Webb interviewed Paul Adams in prep for Web 2.0 Expo scheduled for later this month.  

The interview is well worth a read. You should also keep an eye out for Paul's forth coming book titled "Social Circles" (I've already pre-ordered).   

One of many interesting quotes from Paul's interview includes: 

"Our (mobile) phone, or whatever we carry around with us, will probably be our primary source and producer of social media data, so it's important that when we use it, we're not burdened by its place in the ecosystem — for example, by seeing constant privacy controls or too many invasive alerts."

Paul Adams, Global Brand Experience Manager, Facebook

For me, it is interesting to think about his reference to "whatever we carry around with us will probably be our primary source of social media data".  

What about you?

 

Dare to Share in the Enterprise

From the Socialcast Blog:

 

True Value to be found in Sensing Relevance

"Context, the weaving together of interrelated conditions that brings meaning to why a person is doing something, is the key to delivering relevance.  

The only thing of true value in a user-controlled medium is relevance." 

@jonathanmendez , Display's Matching Problem

 

I agree with Jonathan and like his vision for integrating the emerging "sensing wave" to deliver on the opportunity of relevance-aware advertising.  

If we distill Jonathan's statement of "weaving together inter-related conditions that brings meaning" down to the key technology or product elements, I think we have something like:

1. Sensors to capture a user's declarative and ambient actions, reactions, environment, intent, attention and sentiment data.
2. A Context Engine to aggregate sensor data
3. An Analytics layer to derive meaning from the Context Engine data stream
4. A Preference & Policy based Filtering Layer to deliver a real-time, relevance-aware stream of content based on a user's rules and context.

So you end up with something like:

 

Sensors + Context + Analytics + Filter => Relevance

 

It seems to me, there's been too much focus on "context" and not enough focus on the source of true value for users to be found in "relevance".

Games @ Work

I wanted to refresh my thinking on the Guiding Principles of Game Design @ Work from my earlier post. 

 

The Guiding Principles for Games @ Work were focused on making it easy for collaboration leaders and business users to:

1. Define clear boundaries, shared problem(s) and a community of collaborative business users

 

2. Assign satisfying tasks or roles that enable business users to excel and be part of something "Bigger"

 

3. Build nonmonetary incentives into a game economy to strongly motivate individuals to accomplish group aims.

 

4. Deliver hyper- transparency of information about users' skills and teams’ real-time performance 

 

5. Create a virtual economic marketplace for information and collaboration

 

6. Open multiple real-time sources of information and communication upon which to make decisions

 

7. Structure as a project-oriented organization that can easily be disbanded and reformed based on tasks and skills

 

8. Recognize individual, group and company achievements in a clear, specific way

 

9. Open visibility into all skills / project / social networks of communication across an organization

 

10. Adapt multiple, purpose-specific communications mediums to improve speed and efficiency of collaboration. 

 

With a little vision, strategy and design, it is not hard to see how game design principles will be shaping the future of communication and collaboration applications.

 

Trust Deficits in Social Networks

"Social networks have something of a trust deficit, which will either limit or make “more expensive” its ability to offer new services.  The product teams at social networks have proven their ability to offer compelling services in exchange for personal information, but our research shows that people place a relatively low value on their social information. 

For social networks to offer products in exchange for higher value information such as health records, physical location, or email/IM history, they will need to offer even more compelling products, services and outcomes to consumers."

Timothy Morey,

Frog Design,

Who do we trust with our personal data