Gartner Reveals Five Social Software Predictions for 2010 and Beyond

Gartner Reveals Five Social Software Predictions for 2010 and Beyond

Analysts Share Best Practices for Embracing Social Networking at Gartner Portals, Content and Collaboration Summit 2010, 9-11 March in Baltimore and 15-16 September in London

STAMFORD, Conn., February 2, 2010 — ? Gartner, Inc. has revealed its key predictions on the use of social software and collaboration in the enterprise. These predictions focus on offerings ranging from team collaboration to dynamic social networking applications that offer rich profiles and activity streams.

“A lot has happened in a year within the social software and collaboration space. The growing use of platforms such as Twitter and Facebook by business users has resulted in serious enterprise dialogue about procuring social software platforms for the business,” said Mark R. Gilbert, research vice president at Gartner and co-chair of the Portals, Content and Collaboration (PCC) Summit. “Success in social software and collaboration will be characterized by a concerted and collaborative effort between IT and the business.”

Gartner offers five key predictions for social software: 

By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20 percent of business users.

Greater availability of social networking services both inside and outside the firewall, coupled with changing demographics and work styles will lead 20 percent of users to make a social network the hub of their business communications. During the next several years, most companies will be building out internal social networks and/or allowing business use of personal social network accounts. Social networking will prove to be more effective than e-mail for certain business activities such as status updates and expertise location.

“The rigid distinction between e-mail and social networks will erode. E-mail will take on many social attributes, such as contact brokering while social networks will develop richer e-mail capabilities,” said Matt Cain, research vice president at Gartner. “While e-mail is already almost fully penetrated in the corporate space, we expect to see steep growth rates for sales of premises- and cloud-based social networking services. “

Gartner recommends that organizations develop a long-term strategy for provisioning and consuming a rich set of collaboration and social software services, and develop policies governing the use of consumer services for business purposes. Companies should also solicit input from the business community on what collaboration tools would be most helpful. 

By 2012, over 50 percent of enterprises will use activity streams that include microblogging, but stand-alone enterprise microblogging will have less than 5 percent penetration.

The huge popularity of the consumer-microblogging service Twitter, has led many organizations to look for an "enterprise Twitter," that provides microblogging functionality with more control and security features to support internal use between employees. Enterprise users want to use microblogging for many of the same reasons that consumers do to share quick insights, to keep up with what colleagues are doing, to get quick answers to questions and so on.

“However, it will be very difficult for microblogging as a stand-alone function to achieve widespread adoption within the enterprise. Twitter's scale is one of the reasons for its popularity,” said Jeffrey Mann, research vice president for Gartner. “When limited to a single enterprise, that same scale is unachievable, reducing the number of users who will find it valuable. Mainstream enterprises are unlikely to adopt standalone, single-purpose microblogging products.

Through 2012, over 70 percent of IT-dominated social media initiatives will fail.

When it comes to collaboration, IT organizations are accustomed to providing a technology platform (such as, e-mail, IM, Web conferencing) rather than delivering a social solution that targets specific business value. Through 2013, IT organizations will struggle with shifting from providing a platform to delivering a solution. This will result in over a 70 percent failure rate in IT-driven social media initiatives. Fifty percent of business-led social media initiatives will succeed, versus 20 percent of IT-driven initiatives.

Enterprises will need to develop entirely new skill sets around designing and delivering social media solutions. Until this happens, failure rates will remain high. A dearth of methods, technologies and tools will impede the design and delivery of social media solutions in the near term. But long term, enterprises will realize that social media is not a "hit or miss" activity naturally prone to high failure rates, and that a calculated approach to social media solution delivery must be an IT competency. At that point, post 2012, the social software market growth will accelerate as will the overall impact of social media on business and society.

Within five years, 70 percent of collaboration and communications applications designed on PCs will be modeled after user experience lessons from smartphone collaboration applications.

As we move toward three billion phones in the world serving the main purpose of providing communications and collaboration anytime anywhere, Gartner expects more end users to spend significant time experiencing the collaborative tools on these devices. For some of the world, these will be the first or the only applications they use. The experience with these tools for all who use them will enable the user to handle far more conversations within a given amount of time than their PCs simply because they are easier to use. Just as the iPhone impacted user interface design on the desktop, the lessons in the mobile phone collaboration space will dramatically affect PC applications, many of which are derivatives of decades-old platforms based on the PBX or other older collaboration paradigm.

“IT organizations should continue to procure leading-edge smartphones for testing and to accumulate knowledge on how the collaboration applications on such devices accomplish business tasks,” said Ken Dulaney, vice president and distinguished analyst at Gartner. “As more organizations consider replacing deskphones with cell phones, they may wish to anchor their collaboration tools also on the cell phone.”

Through 2015, only 25 percent of enterprises will routinely utilize social network analysis to improve performance and productivity.

Social network analysis is a useful methodology for examining the interaction patterns and information flows that occur among the people and groups in an organization, as well as among business partners and customers. However, when surveys are used for data collection, users may be reluctant to provide accurate responses. When automated tools perform the analysis, users may resent knowing that software is analyzing their behavior. For these reasons, social network analysis will remain an untapped source of insight in most organizations.

Before undertaking a social network analysis, Gartner recommends that the organization ensure that it has the trust and buy-in of the people it hopes to include in the analysis in advance. Issues of privacy and confidentiality must be addressed and a determination needs to be made regarding how the information will be used and communicated. Establishing the ground rules upfront will encourage more open and honest participation and reduce the resistance to ongoing relationship monitoring.

More information can be found in the report “Predicts 2010: Social Software Is an Enterprise Reality” which is available on Gartner’s Web site at http://www.gartner.com/resId=1243515.

About Gartner Portals, Content and Collaboration Summit 2010
The Gartner PCC Summit 2010 focuses on workplace technologies, such as portals, content management, social networking, mashups, online communications tools, eDiscovery, search technologies, Web 2.0 and emerging collaboration tools. Analysts will explore how these technologies are a key element in raising overall organizational productivity and employee impact, and how enterprises must change to get business results at the annual Gartner PCC Summit 2010, being held 9-11 March in Baltimore and 15-16 September in London.

Members of the media can register for the Summit in Baltimore by contacting Christy Pettey, Gartner PR, at christy.pettey@gartner.com. For further information on the Baltimore Summit, please visitwww.gartner.com/sus/pcc. Paid attendees can save $300 off the standard rate when you register with priority code PCCMEDIA.

Members of the media can register for the Summit in London by contacting Laurence Goasduff, Gartner PR, on +44 (0)1784 267195 or at laurence.goasduff@gartner.com. For further information on the London Summit, please visit http://europe.gartner.com/pcc.

You can also follow the event on Twitter at http://twitter.com/Gartner_inc and using #GartnerPCC.




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Clay Shirky: Doing work, or Doing Work? | blog@CACM | Communications of the ACM

In a keynote delivered to this year's ACM conference on Computer Supported Cooperative Work (CSCW) External Link, author and academic Clay Shirky External Link captured this question in a distinction between work and Work. (Capital-W) Work is what we have considered for years: your boss tells you to do something, you do it, and you get paid. By contrast, (little-w) work is motivated by inherent interest and generally unpaid. Think of the difference between an Encyclopedia Britannica editor doing Work, and a Wikipedia editor doing work during spare hours. Big Work drives the economy; little work drives the Internet. Big Work builds skyscrapers; little work generates a half million fanfiction stories about Harry Potter External Link.

Clay argued that user testing techniques developed over the past 25 years for Work no longer apply for work. We shouldn't be asking, "Can you complete the task?" but rather "Are you motivated to do it in the first place?" Excel needs usability testing because people are forced to use it for Work; technology for work instead needs to understand users' underlying motivations.

Facebook directs more online users than Google

A big part of the Facebook experience is how friends and family share Web links to interesting news stories, photos, videos and Internet sites.

This "friend-casting" of information has helped propel Facebook into a major force in directing traffic around the Web.

According to Web measurement firm Compete Inc., Facebook has passed search-engine giant Google to become the top source for traffic to major portals like Yahoo and MSN, and is among the leaders for other types of sites.

This trend is shifting the way Web site operators approach online marketing, even as Google takes steps to move into the social-media world.

Some experts say social media could become the Internet's next search engine.

"People are spending less time navigating the Internet on their own and are now navigating the Internet based on their friends' recommendations or their friends' activities," said Dave Yovanno, chief executive of Gigya Inc., a Palo Alto firm that offers social-media services. "That's one of the big trends we started picking up on probably four or five months ago."

For years, Web content creators had to worry whether they had the proper level of search-engine optimization to make sure search engines listed them among the top results. Now, they have to consider what companies like Gigya offer - social-media optimization.

F.A.Z.-Community

"Coca-Cola ersetzt Pressebereich durch Social-Media-Newsroom". Die Schlagzeile, die in der vergangenen Woche über Twitter lief, zeigt den Wandel in den Kommunikationsstrategien vieler Unternehmen, um das - wie Coca-Cola es formuliert - „steigende Bedürfnis von Journalisten, Bloggern und Markenfans" nach aktuellen Informationen zu bedienen. Unternehmen können über die sozialen Medien jetzt plötzlich direkt mit vielen Menschen in Kontakt treten. „Durch die Vernetzung mit Social-Media-Plattformen wie Twitter und Facebook eröffnet Coca-Cola den Dialog mit Gatekeepern, Multiplikatoren und Markenfans im Web 2.0", sagt Christian Cordes, Kommunikationsdirektor des Getränkekonzerns.

Coca-Cola ist daher durchaus kein Einzelfall. Der Autohersteller Daimler denkt ebenfalls über einen Social-Media-Nachrichtenraum nach. „Bereits 2009 haben wir unsere Social Media Aktivitäten auf der Startseite der Daimler-Homepage an prominenter Stelle zusammengefasst. Weitere Schritte werden folgen. Nur so viel: Da wir immer auch ein Kommunikationsziel verfolgen, sind wir an einer Lösung interessiert, die über eine reine Aggregation der Social Media Aktivitäten hinausgeht", sagt Uwe Knaus, zuständig für die Internet-Kommunikation des Autoherstellers.

Mobile phone operators' war on Apple apps - Times Online

Together, the alliance has more than two billion customers. Handset makers Samsung, Sony Ericsson and LG are also believed to be supportive. The announcement will be made tomorrow at the Mobile World Congress in Barcelona.

The operators hope making it simpler for software developers to create apps will help them compete with Apple.

The applications market is fragmented, meaning that developers must pick and choose who they work with, or else reformat their programs numerous times.

Apple hijacked a lucrative revenue stream when it set up its App Store, which has seen more than three billion apps downloaded to iPhones in little over 18 months. Rival app stores from BlackBerry and Google have also sprung up.

As the industry’s focus shifts from hardware to software, Gartner, the research firm, predicts that spending on handset apps — including games, maps and office tools — will hit $6.2 billion (£4 billion) this year as the volume of downloads rises to 4.5 billion from 2.5 billion last year.

Home | Wholesale Applications Community

  • Will establish a simple route to market for developers and provide them with access to a customer base of over 3 billion customers.
  • The alliance aims to unite a fragmented marketplace by involving players from all related industries to create a community based on openness and transparency to the benefit of all.
  • We believe our model presents the most compelling format on the market where developers will thrive and customers will reap the benefits of greater choice.
  • Wow, als wäre es abgesprochen, setzen die wichtigsten Mobilfunkprovider weltweit in der App-Entwicklung auf eine offene und transparente Community - sagen sie jedenfalls. Superspannend.

    'The consumer is boss' - Mar. 10, 2008

    4. We organized around innovation. To get organic growth, we needed to innovate. Innovation enables expansion into new categories, allows us to reframe businesses considered mature, and creates bridges into adjacent segments. By running a disciplined development, qualification, and commercialization process, we have proved that we can manage a large portfolio of innovations in various stages of development. Innovation is at the core of our business model.

    5. We began thinking about innovation in new ways. We started from the premise that it is possible to run an innovation program in much the same way we run a factory. There are inputs; they go through a series of transformative processes, creating outputs. It is possible to measure the yield of each process, including the quality, the end product, and the financial and market results. We also developed tools and know-how to manage the risks of innovation.