Monday
Mar302009
blueKiwi's bK2009 ... The Sociology of Productivity is a Core Design Principle
Monday, March 30, 2009 at 12:48PM
(cross-posted at the FASTForward blog)
.
In November of 2008, Stowe Boyd and I were invited to speak at the soft launch of blueKiwi 2009, an innovative collaboration platform which is one of the leading European providers of Enterprise 2.0 social computing business software. Stowe began the evening's presentation with an overview of the high-level impacts of the web on human activities, I brought that down somewhat closer to the ground by providing a perspective on the impacts of interconnection and networks on organizational and management dynamics, and Carlos Diaz, the President and CEO of blueKiwi, gave the audience an excellent overview of blueKiwi's value proposition and the design and new features offered by the 2009 version.
blueKiwi has now revamped its web site to signal the launch of the bK 2009 version and value proposition, and is "coming out" with bK 2009 at this week's Web 2.0 Expo in San Francisco.
Last week I caught up with Carlos and co-founder Christophe Routhieau, CTO and software architect, in order to go into deeper detail as to why blueKiwi promises both innovation and pragmatic value as a social business collaboration platform.
We started off by covering a bit of history about blueKiwi's roots and how the platform came into being just as the Web began to have major impact on the knowledge-based workplace. Carlos and Christophe were already successful web entrepreneurs in France. Carlos and his brother Manuel co-founded the web agency groupeReflect and Christophe joined the agency in 2000, and the team managed it successfully through several business cycles, eventually selling it to Emakina, an interactive marketing agency. Carlos and Christophe stated that they believe it was useful and important to the early success of blueKiwi that they are coming to the issues of collaboration and social computing from the web rather than from a starting point in the pre-web information technology world (the traditional software world).
The initial version of blueKiwi was conceived and built prior to the advent of the domain known as Enterprise 2.0 in response to client organizations that wanted to use Web 2.0 capabilities inside their organizations to communicate more spontaneously and efficiently. So they and their early clients understood that people were growing into using the Web, and wanted to use that knowledge and understanding to inform the core design principles, functionality and usability of the first version of blueKiwi, which was built and implemented at one of their key clients, Dassault Systems.
Given that all the serious Enterprise 2.0 platforms claim to focus on the sociality now seen as central to effective responsiveness and organizational agility and effectiveness, I asked them what differentiates bK2009 from some of the other leading Enterprise 2.0 collaboration platforms. For me, this is where things start to get really interesting and what I find exciting about what blueKiwi has to offer. Starting from the vantage point of the Web 2.0-savvy user, they have designed and built blueKiwi to be user-centric whilst responding to the business issues that require the building, distributing and and deploying of business-focused knowledge ... the essence of social business computing, in my opinion.
In effect, bK2009 is centered on the building, nourishing and sustaining of business-focuesed relationships. Carlos and Christophe pointed out that they had learned something important during what we called the 2nd wave of uptake of blueKiwi ... most collaboration systems start from the point of view of technical capabilities and do not make it easy, or overlook, the building and growing of relationships. In the past, users of collaborative platforms had to go about building their business relationships, both internally and externally, outside of the collaboration system / platform. bK2009 is first and foremost a means of building valuable and value-added relationships in the course of doing one's work ... it can enable, contain and manage all the activity in a business ecosystem.
.
.
.
Digging a bit deeper, I asked them what they thought was unique about blueKiwi. Carlos and Christophe believe that not only is their product design different from competitors, but they are very enthused about breaking new ground with the "economic model" offered by blueKiwi. The feel that with bK 2009 they are breaking new ground in two ways.
First ... all collaboration platforms offer spaces where people can connect, gather, share and exchange information. Thus far, the mainstream approach has been to offer spaces where people can connect and gather, and then share content ... information about issues, problems, and areas of interest, and as people exchange and collaborate, useful knowledge is built. bK2009 turns this upside down, or around (you choose). It is designed on the principle that the collaborative space is there for content and its distribution, and the individual user then chooses which groups she or he wishes to engage with. Thus, any individual user can be a member of the groups they have chosen to interact with. And of course it has a Twitter clone as one of its features.
.
.
.
.
.
What eventuates is a network of interaction around pertinent content, and thus over time an ecosystem around issues in which engagement is de facto defined by the users' interest and willingness to engage. This then leads to the ability to watch and quantify the volume of interactions and obtain a better, and visible , understanding of the value that is being created (responsiveness, innovation, deepening understanding and so on).
.
.
.
There are three key effects stemming from this approach:
1. there is an inherent, and ongoing, flexibility in creating and participating in ("on the fly", said Carlos) any given group (reminiscent of Clay Shirky's"ridiculously easy group-forming ) - the individual is always in a sense at the centre of an information ecosystem in which she or he is by definition an integral part,
2. thus, an organization's productive social networks are developed out of the interactions between individuals (I call this the "natural sociology of knowledge work"), which in effect reproduces the dynamics of blogging or using LinkedIn or Facebook, and
3. bK 2009's profiles reveal an individual's contributions in a dynamic and interactive way ... an user creates his or her profile, but others can add to it (a la reputation systems) and finally, the bK 2009 platform offers up various analytics on the types and foci of any user's inter-activities.
.
Second ... as blueKiwi has evolved through its second wave of client installations, what it learned was the practical logic of Metcalfe's Law of Networks, whereby the value of a network is proportional to the square of the number of connected members of the network (debate continues, as you will note in the links and citations at the bottom of the Wikipedia entry). To date, the standard model of pricing for social computing / social business platforms involves fees based on the number of seats or users. The more users, the larger the fee, and the fewer the users, the less the fee. So, many organizations begin with pilots, or make decisions about enhancing collaborative capability that involve decisions about the difficulty and costs of customization of their installation of Sharepoint or IBM Lotus Connections.
Back to Metcalfe's Law ... blueKiwi believes that organizations should realize that collaboration in connected networks is the way work will be done all the time in the near future, that organizations should seek to enroll and engage the entire organization in the use of the collaborative platform. Thus, the fees to use bK2009 are based on the levels of user activity each month. As activity increases the value to the organization increases, and accordingly blueKiwi's revenues from that client increase. Conversely, if there is no activity, there is no revenue to blueKiwi.
This is essentially like pricing a utility, like paying for electricity or water ... so, if eventually all or almost all knowledge work is going to happen on a collaborative platform, it makes sense that the platform and its capabilities be seen as one of the organization's necessary utilities. As activity increases and the value to the organization increases, so should the price paid for the capabilities that help create the value. Technology is thus not a cost per se, rather the activity the technology enables reflects the price and value of the utility, and the users determine the ROI.
.
.
.
.
.
Regarding its positioning in the Enterprise 2.0 market space, Carlos stated that bK 2009 is coming from the position of having "nothing to defend". What does he mean ? He means that, for example, Sharepoint or IBM Lotus have fundamental technology assumptions and massive installations to defend, whereas blueKiwi is a new player, one that is coming from origins in / on the web as opposed to previous, pre-web IT design principles and architecture. They (blueKiwi) watched consumer behaviour on the web, Dassault Systems asked them to help build a system for more spontaneous, efficient and effective exchanges of information and knowledge, and the result after several years of intense design, development and deployment is a collaborative platform that in my opinion more closely mirrors the natural sociology of knowledge work than any other platform about which I know. The fundamental design principle stems not from the "technology" that supported existing work processes, whereby the design and architecture of the technology drives the way(s) users operate it (or try to do so), but from how people exchange and use information and knowledge.
bK 2009 is a "social technology" .. a couple of other capabilities reinforce this position. bK 2009 enables users to plug in and use a range of widgets so that they can take advantage of a wide range of pertinent socially-generated information and knowledge (this is closely aligned with some of my previous mutterings about mass customization / mass personalization of knowledge work). As both Carlos and Christophe stated, the ultimate goal is have organizations recognize that bK 2009 is effectively a layer over the organization's existing IT architecture, and that it can and should operate as a strategic complementarity to existing databases, enterprise search engines, security functions and so on. It's a social technology, and blueKiwi wants existing and future client organizations to see its design and capabilities as offering a "Social Hub" that complements an organization's existing industrial-strength information technology architecture and investments.
Over and above the offering for large enterprises considering Enterprise 2.0 possibilities, blueKiwi is also now offering bK2009 Pro Edition for small and medium-sized organizations, for a flat (and affordable) fee. An interesting wrinkle ... it allows such organizations to invite external members of its value web to join and interact. So, effectively it is providing these organizations with what they would today seek to accomplish by setting up a Facebook group (effectively side-stepping any potential hassles with Facebook privacy or Facebook owning all the member data). Neat !
I was impressed by this company and its people when I spent time with them, and I remain impressed. Can you tell ?
.
.
In November of 2008, Stowe Boyd and I were invited to speak at the soft launch of blueKiwi 2009, an innovative collaboration platform which is one of the leading European providers of Enterprise 2.0 social computing business software. Stowe began the evening's presentation with an overview of the high-level impacts of the web on human activities, I brought that down somewhat closer to the ground by providing a perspective on the impacts of interconnection and networks on organizational and management dynamics, and Carlos Diaz, the President and CEO of blueKiwi, gave the audience an excellent overview of blueKiwi's value proposition and the design and new features offered by the 2009 version.
blueKiwi has now revamped its web site to signal the launch of the bK 2009 version and value proposition, and is "coming out" with bK 2009 at this week's Web 2.0 Expo in San Francisco.
Last week I caught up with Carlos and co-founder Christophe Routhieau, CTO and software architect, in order to go into deeper detail as to why blueKiwi promises both innovation and pragmatic value as a social business collaboration platform.
We started off by covering a bit of history about blueKiwi's roots and how the platform came into being just as the Web began to have major impact on the knowledge-based workplace. Carlos and Christophe were already successful web entrepreneurs in France. Carlos and his brother Manuel co-founded the web agency groupeReflect and Christophe joined the agency in 2000, and the team managed it successfully through several business cycles, eventually selling it to Emakina, an interactive marketing agency. Carlos and Christophe stated that they believe it was useful and important to the early success of blueKiwi that they are coming to the issues of collaboration and social computing from the web rather than from a starting point in the pre-web information technology world (the traditional software world).
The initial version of blueKiwi was conceived and built prior to the advent of the domain known as Enterprise 2.0 in response to client organizations that wanted to use Web 2.0 capabilities inside their organizations to communicate more spontaneously and efficiently. So they and their early clients understood that people were growing into using the Web, and wanted to use that knowledge and understanding to inform the core design principles, functionality and usability of the first version of blueKiwi, which was built and implemented at one of their key clients, Dassault Systems.
Given that all the serious Enterprise 2.0 platforms claim to focus on the sociality now seen as central to effective responsiveness and organizational agility and effectiveness, I asked them what differentiates bK2009 from some of the other leading Enterprise 2.0 collaboration platforms. For me, this is where things start to get really interesting and what I find exciting about what blueKiwi has to offer. Starting from the vantage point of the Web 2.0-savvy user, they have designed and built blueKiwi to be user-centric whilst responding to the business issues that require the building, distributing and and deploying of business-focused knowledge ... the essence of social business computing, in my opinion.
In effect, bK2009 is centered on the building, nourishing and sustaining of business-focuesed relationships. Carlos and Christophe pointed out that they had learned something important during what we called the 2nd wave of uptake of blueKiwi ... most collaboration systems start from the point of view of technical capabilities and do not make it easy, or overlook, the building and growing of relationships. In the past, users of collaborative platforms had to go about building their business relationships, both internally and externally, outside of the collaboration system / platform. bK2009 is first and foremost a means of building valuable and value-added relationships in the course of doing one's work ... it can enable, contain and manage all the activity in a business ecosystem.
.
..
Digging a bit deeper, I asked them what they thought was unique about blueKiwi. Carlos and Christophe believe that not only is their product design different from competitors, but they are very enthused about breaking new ground with the "economic model" offered by blueKiwi. The feel that with bK 2009 they are breaking new ground in two ways.
First ... all collaboration platforms offer spaces where people can connect, gather, share and exchange information. Thus far, the mainstream approach has been to offer spaces where people can connect and gather, and then share content ... information about issues, problems, and areas of interest, and as people exchange and collaborate, useful knowledge is built. bK2009 turns this upside down, or around (you choose). It is designed on the principle that the collaborative space is there for content and its distribution, and the individual user then chooses which groups she or he wishes to engage with. Thus, any individual user can be a member of the groups they have chosen to interact with. And of course it has a Twitter clone as one of its features.
.
..
..
What eventuates is a network of interaction around pertinent content, and thus over time an ecosystem around issues in which engagement is de facto defined by the users' interest and willingness to engage. This then leads to the ability to watch and quantify the volume of interactions and obtain a better, and visible , understanding of the value that is being created (responsiveness, innovation, deepening understanding and so on).
.
..
There are three key effects stemming from this approach:
1. there is an inherent, and ongoing, flexibility in creating and participating in ("on the fly", said Carlos) any given group (reminiscent of Clay Shirky's"ridiculously easy group-forming ) - the individual is always in a sense at the centre of an information ecosystem in which she or he is by definition an integral part,
2. thus, an organization's productive social networks are developed out of the interactions between individuals (I call this the "natural sociology of knowledge work"), which in effect reproduces the dynamics of blogging or using LinkedIn or Facebook, and
3. bK 2009's profiles reveal an individual's contributions in a dynamic and interactive way ... an user creates his or her profile, but others can add to it (a la reputation systems) and finally, the bK 2009 platform offers up various analytics on the types and foci of any user's inter-activities.
.
Second ... as blueKiwi has evolved through its second wave of client installations, what it learned was the practical logic of Metcalfe's Law of Networks, whereby the value of a network is proportional to the square of the number of connected members of the network (debate continues, as you will note in the links and citations at the bottom of the Wikipedia entry). To date, the standard model of pricing for social computing / social business platforms involves fees based on the number of seats or users. The more users, the larger the fee, and the fewer the users, the less the fee. So, many organizations begin with pilots, or make decisions about enhancing collaborative capability that involve decisions about the difficulty and costs of customization of their installation of Sharepoint or IBM Lotus Connections.
Back to Metcalfe's Law ... blueKiwi believes that organizations should realize that collaboration in connected networks is the way work will be done all the time in the near future, that organizations should seek to enroll and engage the entire organization in the use of the collaborative platform. Thus, the fees to use bK2009 are based on the levels of user activity each month. As activity increases the value to the organization increases, and accordingly blueKiwi's revenues from that client increase. Conversely, if there is no activity, there is no revenue to blueKiwi.
This is essentially like pricing a utility, like paying for electricity or water ... so, if eventually all or almost all knowledge work is going to happen on a collaborative platform, it makes sense that the platform and its capabilities be seen as one of the organization's necessary utilities. As activity increases and the value to the organization increases, so should the price paid for the capabilities that help create the value. Technology is thus not a cost per se, rather the activity the technology enables reflects the price and value of the utility, and the users determine the ROI.
.
..
..
Regarding its positioning in the Enterprise 2.0 market space, Carlos stated that bK 2009 is coming from the position of having "nothing to defend". What does he mean ? He means that, for example, Sharepoint or IBM Lotus have fundamental technology assumptions and massive installations to defend, whereas blueKiwi is a new player, one that is coming from origins in / on the web as opposed to previous, pre-web IT design principles and architecture. They (blueKiwi) watched consumer behaviour on the web, Dassault Systems asked them to help build a system for more spontaneous, efficient and effective exchanges of information and knowledge, and the result after several years of intense design, development and deployment is a collaborative platform that in my opinion more closely mirrors the natural sociology of knowledge work than any other platform about which I know. The fundamental design principle stems not from the "technology" that supported existing work processes, whereby the design and architecture of the technology drives the way(s) users operate it (or try to do so), but from how people exchange and use information and knowledge.
bK 2009 is a "social technology" .. a couple of other capabilities reinforce this position. bK 2009 enables users to plug in and use a range of widgets so that they can take advantage of a wide range of pertinent socially-generated information and knowledge (this is closely aligned with some of my previous mutterings about mass customization / mass personalization of knowledge work). As both Carlos and Christophe stated, the ultimate goal is have organizations recognize that bK 2009 is effectively a layer over the organization's existing IT architecture, and that it can and should operate as a strategic complementarity to existing databases, enterprise search engines, security functions and so on. It's a social technology, and blueKiwi wants existing and future client organizations to see its design and capabilities as offering a "Social Hub" that complements an organization's existing industrial-strength information technology architecture and investments.
Over and above the offering for large enterprises considering Enterprise 2.0 possibilities, blueKiwi is also now offering bK2009 Pro Edition for small and medium-sized organizations, for a flat (and affordable) fee. An interesting wrinkle ... it allows such organizations to invite external members of its value web to join and interact. So, effectively it is providing these organizations with what they would today seek to accomplish by setting up a Facebook group (effectively side-stepping any potential hassles with Facebook privacy or Facebook owning all the member data). Neat !
I was impressed by this company and its people when I spent time with them, and I remain impressed. Can you tell ?
.
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Reader Comments (69)
Hi Jon - first of all your title 'The Sociology of Productivity is a Core Design Principle' is very compelling and brought me right into your superb post !
"What eventuates is a network of interaction around pertinent content, and thus over time an ecosystem around issues in which engagement is de facto defined by the users’ interest and willingness to engage".
My interpretation of your points on three key effects means dynamic profiles ate tied to and interleaved with dynamic content out of the interactions between individuals and “natural sociology of knowledge work” - sounds like smart ethnography to me ;)
Really like you analogy to Metcalfe’s Law and refreshing to see an enterprise social networking player applying it to REAL business practice i.e. "As activity increases the value to the organization increases, and accordingly blueKiwi’s revenues from that client increase. Conversely, if there is no activity, there is no revenue to blueKiwi "
Very nice and lays down the gauntlet challenge to Lotus Connection and Sharepoint platforms and leading players like Jive and Teligent.
"Technology is thus not a cost per se, rather the activity the technology enables reflects the price and value of the utility, and the users determine the ROI."
Very smart move that's sure to shake up Blue Kiwi's competitors even more ;)
"bK 2009 is effectively a layer over the organization’s existing IT architecture, and that it can and should operate as a strategic complementarity to existing databases, enterprise search engines, security functions and so on".
Heady stuff but this this is going to be a tougher sell because I know other players are vying for this position as well ;)
I don't think “Social Hub” has enough teeth for tangible meaning but all in all also I'm also impressed with Blue Kiwi's moxie and business strategy.
(cross-commented at the FASTForward blog)
Thanks, Steve. Yes, it's an interesting product and an interesting company with smart and capable people throughout.
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