Shared Services refers to the provision of a service by one part of an organization or group where that service had previously been found in more than one part of the organization or group. Thus the funding and resourcing of the service is shared and the providing department effectively becomes an internal service provider. The key is the idea of ‘sharing’ within an organization or group.
Background
As the title suggests, this is the third and final part of my Lessons Learned series and where I’ll propose the business model I’ve come up with. Here’s my previous related posts:
Monitoring the social software market. Using Radian6, I would create a Topic Profile including keywords for social software vendors / providers like Socialtext, Atlassian, Blogtronix, MindTouch, Cynapse, Liferay, Vignette…
Filtering out and tagging relevant buzz about product features and directions across the market
Offering free service exporting tagged content and publishing on blog
Offer monthly fee-based services where I would:
Net out tagged content with respect to product features and publish on permission-based site (Say for example there’s a few posts about “permissions”. I would then write a 1-liner describing the “permission feature” and link to the original supporting content published Step 1.3)
Offer hourly, or, tiered fee-based services where I would:
Collaborate with respective social software vendors’ / providers’ (Customers’) Product Managers to determine which features described in Step 2.1 should be elaborated
Engage with original content authors and elaborate on product features selected in Step 3.1
Privately share results of Step 3.2 with respective Customer Product Managers
Collaborate with respective Customer Product Managers to determine which features described in Step 3.3 require further assistance / services
Other variations
I could resell Radian6 Seat licenses – governed by certain permission restrictions and share my Topic Profiles for those:
Customers whose only pain is the cost of Radian6 (who can then determine later on if they want Steps 2 and/or 3)
Potential colleagues who would collaborate on Steps 1, 2 & 3
Thoughts?
What do think? If you’re a social software vendor/provider, is this a service that may be of interest to you? Do you currently have a Product Manager? If so, is your Product Manager able to keep up with the social content? Do you see the any value in consolidating the redundancy? Do you see where it really is just a matter of per·spec·tive? Where …
one piece of content can yield dividends for many investors
I’d love to hear from you folks in the field & prove there is a way we all could succeed at doing more with less.
per·spec·tive n. Subjective evaluation of relative significance; a point of view.
Perspective
Background
In an earlier post, How to infuse Social Content 2.0 into your social software lifecycle, I reiterated a common theme I noticed in Gartner’s Magic Quadrant for Social Software. That theme basically stated that many social software providers’ ability to execute may suffer due to their lack of resources, or, size does matter – according to Gartner. To address this issue, I posted my Trial offer to test the Social Content 2.0 Circle of Life where I proposed the services of a new player – the Community Product Manager. And finally, after receiving some much appreciated feedback, I followed-up with my Lessons learned from Social Content 2.0 Circle of Life – Part 1 where I clarified the distinction between a Community Manager, Product Manager and a Community Product Manager. In this post, I’ll focus on what I discovered during that trial week by presenting some concrete examples and how I think it fits into the big picture.
A fleck of paint
Recently, there’s been a lot of news about Space Junk;
In June 1983, the windscreen of the U.S. space shuttle Challenger had to be replaced after it was chipped by a fleck of paint measuring 0.01 of an inch that impacted at four kilometers per second.
So here’s my fleck of paint: For the purposes of discussion, I purposely selected trivial content in order not to distract from the point I’m trying to articulate. For now, you’ll have to trust me about the volume of content flying around in cyberspace 🙂
It’s really a matter of perspective
Here’s some content I found using Radian6 during the trial period and a few different perspectives:
Scenario 1: Broadcast of new feature to anyone listening for Socialtext
Tweet from pascal_venier on Feb 28, 2009 02:48 PM
Studying Socialtext wiki automatic “Email notification of Recent Changes” to your inbox. A nice feature. http://twurl.nl/ypcmoj…
Perspective
Possible reaction
Anyone connected to Socialtext
May retweet
Competitor’s Customer
Compares to current experience and may contact support, or, retweet
Competitor’s Community Manager
May need to ask Support about feature and if it exists, may tweet their own spin
Competitor’s Community Product Manager
Compares to current feature-set & if it exists then tweets their own spin else documents 1-line User Story. For example: “As someone interested in the contents published on a particular wiki, I’d like to receive email notifications of updates on a scheduled basis, so I don’t have to visit the site to ensure I have the latest content.”
@Liferay Our business problem… “News” both organizational and departmental. Need to display “all-in-one” and “by department”.. thoughts?…
Perspective
Possible reaction
@Liferay (Perhaps Community Manager)
Depending on their role, may forward to Support, or, Development
Anyone listening for Liferay
May retweet & contact Support too
Competitor’s Customer
Compares to current experience and may retweet & contact Support too
Competitor’s Community Manager
May need to ask Support about feature and if it exists, may tweet own spin
Competitor’s Community Product Manager
Compares to current feature-set & if it exists then tweet their own spin else documents 1-line User Story. For example: “As an author, I’d like to publish hierarchical content, so that groups based on the hierarchy have permission to read it.”
Scenario 3: Blog post targeting sought after project management features and referencing a few social software players
The Best and Worst Project Management Apps posted Feb 08, 2009 05:17 AM
… But there are a number of organizations that command large amounts of cash who need to procure project management systems for their divisions around the world. This includes NGOs, Government Agencies, International Schools, Non-Profits and more. In these harsh economic times, businesses should be looking for ways to tap into new markets. Most emerging economies still have nearly 100% room for growth, if only developers take into account their needs and circumstances.
Do any project management products exist that are ready to serve this multi-billion dollar sector?…
Anyone associated & listening for any of the above organizations
Compares to current experience and may comment, tweet, or, contact Support too
Competitor’s Customer
Compares to current experience and may comment, tweet, or, contact Support too
Competitor’s Community Manager
May need to ask Support about features and possibly comment/tweet their own spin
Competitor’s Community Product Manager
Compares to current feature-set & possibly comments/tweets their own spin else documents 1-line User Story for each missing feature. This example is really about architecture: “As an emerging market decision-maker for social software selection, I need a self-hosted solution, so my users need only intranet access since Internet access is not always available.”
Do you see the pattern?
Assuming the organization has a Community Manager then there may be an overlap in responsibilities with a Community Product Manager. However, this can be easily addressed with a little bit of collaboration. However beyond the overlap, a Community Product Manager could potentially extend the above scenarios by:
Reviewing User Stories with their counter-part Product Manager & determine any course of action
Engaging with the source and/or user community to elaborate and document the feature requirements
Supporting the Product Manager in the feature development lifecycle thereby completing the Social Content 2.0 Circle of Life (see post title)
Panning the River of News for gold
However, the most important pattern that emerged and lesson I learned was the one of Perspective. No doubt, even with the help of Radian6’s River of News, there’s a lot of work involved in mining for gold nuggets in cyberspace. But the beauty of striking these nuggets is that they’re environmentally friendly – they’re reusable! As illustrated in this post, one piece of content can yield dividends for many investors. It’s just a matter of perspective.
Up next
My next post will propose a Community Product Manager business model. I’d love to hear any of your ideas and will be more than happy to attribute and share them here.
Reflection
Do the above scenarios and quotes help in providing concrete examples of where a Community Product Manager can add value to your development process? Do you need more? Do you have any examples of your own you could share with me?
Disticntion between a Community Product Manager and a Community Manager
Can’t justify business case for that role
Community Product Manager versus Community Manager
Despite my attempt at defining the former, most thought I was offering the services of a Community Manager. To be clear, my understanding of a Community Manager is based on Chris Brogan’s post Essential Skills of a Community Manager. Here’s a quick summary: Community Managers
are like a good party host mixed with a fine restaurant host.
must be experienced communicators
are ambassadors and advocates in one
are bodyguards and protectors
must build actionable reports
cultivate internal teams for further support
On the other hand, there’s Pragmatic Marketing’sProduct Manager definition which can be illustrated as;
Pragmatic Marketing Framework
In my opinion, while a Community Product Manager is in between these two roles, it’s much more aligned with the Product Manager’s, except, it’s outside the development organization’s firewall. Which means, a Community Product Manager could potentially assist the Product Manager with the highlighted areas illustrated above.
Can’t justify business case for that role
In an earlier post, How to infuse Social Content 2.0 into your social software lifecycle, I reiterated Gartner’s findings that many social software providers / vendors may suffer from lack of resources. And while I received a bit of flack for the “size matters” point, I still believe the Community Product Manager role need is there – to some degree, which I’ll save for another time.
Up next
In my next post, I’ll focus on the content by presenting some concrete examples of what I discovered over the past week & how I think it fits into the big picture.
Reflection
As always, all comments are welcome.
Thanks again to those who shared their thoughts and a special thanks to Alora Chistiakoff over at Social Computing Magazine for suggesting a few concrete examples will help clarify matters.
More on infusing community and product management for social software development. Read on and email me at steven@stevenmilstein.com if you want to participate in my free trial offer.
Circle of Life
Background
I recently posted How to infuse Social Content 2.0 into your social software lifecycle where I mentioned 38 social software companies reviewed in the Gartner Magic Quadrant. I then went fishing for Comments by tweeting all those names and more (see tags listed below), with a link to the post. Good, or, bad, almost immediately, three of them left comments plus one sent an email plus another responded with a few tweets. I’m guessing that means their listening for their brands. I’m also guessing that the others may either not be listening, or, are too busy to get engaged – even with the post being resyndicated at Social Computing Magazine the very next day! As a result, I feel its time to stop blogging about it and start delving deeper into my theory.
Definitions
Social Content 2.0: Content derived from the spontaneous, effortless, contagious and insightful use of social software. This content flows independent of the networks, platforms and tools themselves and is solely driven by the interests, concerns, opinions and experiences of the community and their desire to contribute.
Community Product Manager: A new type of product manager whose primary task is to listen, engage and represent the stakeholders outside the software development organization and help communicate this nurtured Social Content 2.0 into the agile development process.
Social Content 2.0 Circle of Life: Harvesting Social Content 2.0 from both the outside and inside of the organization to feed further development and support of it’s products and/or services, in turn producing it’s next generation.
Tools supplied by Radian6
I’ll be using Radian6‘s social media monitoring solution to harvest the social content.
Free Trial Offer Iterative Process
Select social software vendors based upon their interest, ability to assign owner on the inside to collaborate with me and timeliness in replying to my offer
Configure Radian6 for social software market place and filter for selected vendors
Discover the content and it’s contributors for five business days
Analyze trends, keywords, level of engagement for five business days
Blog about market-level results on my site
Blog about vendor and product level results on vendors’ extranet, intranet, or some other private space
Service Offering – Post Trial Offer Iterative Process
Collaborate with traditional product manager representing outside stakeholders
Participate in development process as required
Engage with community contributors as required
Reflect with respective community contributors
Trial offer
So how pragmatic can a Community Product Manager be? If you’re a social software vendor and prepared to collaborate with me, let’s measure the fruits of our labour. To be clear, my resources are limited, as I’m sure yours are too, and I cannot possibly agree to help everyone that responds. So if you’re as serious about this stuff as I am, then please do not hesitate to respond and lets get going. You can email me at steven@stevenmilstein.com.
SERVaaS – Service as a Service?
If all goes well, then I hope to have a better understanding of the demand for Community Product Managers and the viability of offering the above services. Once I have a few customers in place, then taking it to the next level is already the subject of sleepless nights in Montreal and will have to be saved for another post down the road.
Reflection
What do you think? Are you in development? Do you think there’s a place in the software development lifecyle for Community Product Managers? Or, are you a stakeholder on the outside yearning for a(nother) voice on the inside? Either way, please comment, share with a colleague, customer, developer and help get those email requests coming in.
This is about me taking a traditional role in software development and creating its counterpart on the customer side to improve communications between all stakeholders. This is where Product Manager meets Community Product Manager.
Social Content 2.0: Content derived from the spontaneous, effortless, contagious and insightful use of social software. This content flows independent of the networks, platforms and tools themselves and is solely driven and by the interests, concerns, opinions and experiences of the community and their desire to contribute.
Gartner Magic Quadrant for Social Software (Oct 2008)
The social software state of affairs
According to Gartner’s Magic Quadrant for Social Software, there is not one software company in the Leaders quadrant and only Microsoft & IBM in the Challengers quadrant. That means, there’s lots of room for improvement in today’s social software offerings.
Based on these excerpts, almost 40% of the players have size issues when it comes to their ability to execute:
AskMe-Realcom: The impact of the June 2008 merger between AskMe and Realcom on the company’s direction and product evolution will take time to work through.
Atlassian: The company’s size (currently 190 employees) and reach can limit its ability to handle growth and meet the demands of large global organizations.
Awareness: Despite doubling to 50 employees during the last year, Awareness is still a relatively small organization.
blueKiwi Software: Despite some growth in 2008, blueKiwi is a small company with about 30 employees, limited resources and no activity outside Europe.
Blogtronix: The company’s small size, small partner network and limited enterprise deployments limit its ability to execute.
CustomerVision: CustomerVision has limited market presence, is very small in size (18 employees) and has a limited “ecosystem.”
Drupal: Acquia is a small and new organization with an unproven ability to execute.
eTouch: eTouch is a small company (15 employees) with limited ability to execute.
EMC: EMC has a document- and process-centric view of collaboration, with little support for informal communities in its current eRoom product.
EPiServer: The company has almost no presence outside Europe.
FatWire: Although TeamUp is being deployed independently, its primary short-term appeal will be among existing FatWire customers and creative marketing teams or media agencies dealing with rich media content.
Google: Weaknesses in social interaction support and group information organization, moderation and expertise location will need to be addressed before the product is suitable beyond content authoring and sharing.
GroveSite: The company’s small size (15 employees) limits its ability to execute.
Huddle: Huddle is a small U.K.-based company, with a limited ability to execute, and no large-scale deployments (beyond 2,000 users per site).
IBM: Whether justified or not, perceptions of complexity and dependencies on other IBM products such as Domino, WebSphere or DB2 will make it more difficult for IBM to reach customers outside its existing customer base.
Igloo: Igloo is a small company that needs to attract a broader customer base beyond its handful of customers in Canada and the U.S.
Jive Software: Although growing, Jive Software’s size will inhibit its ability to establish a clear positioning as an enterprise vendor.
Josh: The company is very small (16 employees) and has limited exposure outside Europe.
Leverage Software: Leverage is still a small organization (40 employees), with activities mainly in the U.S.
Liferay: Commitment from the vendor and the Liferay communities to the collaboration and social software market is still unproven.
Lithium Technologies: It offers limited support for team collaboration via document/content creation and sharing, and no informal project support.
LiveWorld: It has limited authoring, document sharing or team collaboration support.
Microsoft: There are functional gaps including social tagging and bookmarking, social search and an improved wiki (although some of these are offered by Microsoft as open-source components through its Codeplex community).
MindTouch: Despite doubling to 26 employees in 2008, MindTouch is still a small and young organization that has yet to prove its ability to serve enterprises.
Mzinga: The company has little experience with internal employee collaboration beyond talent development and social learning.
Novell: Product visibility beyond the existing Novell customer base is limited.
ONEsite: Despite the Social platform acquisition, ONEsite is still a small organization with just over 50 employees.
Open Text: Despite capability enhancements in Livelink ECM – Extended Collaboration and the RedDot product line, some gaps will remain (for example, rich profiles, social tagging, social analytics and mobile support) until the release of new social computing offerings currently in production.
PBwiki: The company is small (30 employees).
Six Apart (Movable Type): Six Apart’s main focus is not the enterprise, where it has an unproven track record beyond blogging services and technology.
Small World Labs: Although it is a growing organization, it is still small.
Socialtext: Its primary audience is outside the IT department, which makes it easier to strike quick opportunistic deals but harder to close large enterprise deals.
Telligent: Although very good in general community support, there are functional gaps in social network analysis, social search and support for more structured collaboration (such as tasks, simple workflow and projects).
ThoughtFarmer: It is a small organization with a small client base and no evidence of large-scale deployments.
Tomoye: It has limited geographic and vertical-market diversification.
Traction Software: Traction is still a very small organization (10 employees) that needs to grow faster if it is not to be left behind.
TWiki: The governance issues between the TWiki.net commercial organization and the TWiki developer community, and the subsequent creation of a new splinter project (www.twikifork.org) in October 2008 will impact its ability to execute.
Vignette: Collaboration has not been Vignette’s main focus, although it is an important ingredient both in its outward facing Web Experience strategy and for supporting internal collaboration.
Using your browser, Find for the word “employees”. Aside from this last occurance, there should be 12. Now Find “small”. That should add another 2. That means 14 of 38 – almost 40% of the companies Gartner chose, have size issues related to their ability to execute. If you look through the rest of the report, you’ll see that all of them, not just the others listed above, have product issues.
The global financial crisis has resulted in major job cuts – software developers and service providers are not immune. That means that all of them are being asked to do more with less. For many that may mean focusing on customer support and maintenance issues, as opposed to, new features, innovation and growing their market. That makes the 40% even more vulnerable.
Outside-in (see below) and Agile software development processes are proven & accepted methods for getting & validating that customers’ needs are not only being met & delivered, but delivered with high quality. These methods help reduce the risk that precious development & testing time is only spent on features valuable to the business.
Social software, in itself, is vital to outside-in agile software development. The content that flows through these products, like blood through your viens, is intellectual property conceived by the social network. Let’s call that “Social Content 2.0”. This content, this priceless commodity, needs to be injected into the products’ development lifecycle to not only reduce risk but increase its value to the business and its stakeholders. (See my 2 minute video which refers to the various stakeholders.)
Community Product Manager – The missing link
Everyone is low on talent. Many are missing, or, simply can’t afford the connection between the market and development. So why not have an outside-in community product manager for your social software? What does that mean? Traditional product managers work alongside the development team. They are responsible for a multitude of tasks, including gathering, prioritizing, managing and conveying requirements and priorities from their stakeholders to the development team. That’s a lot of stuff for someone to do with decreasing resources. So how about having a counter-part whose sole purpose is to represent the outside stakeholders – like Principle, End Users and Partners. Preferably a Community Product Manager would have some of the following traits:
A software product development background
Customer facing experience
Strong presentation skills
Strong writing skills
Training/mentoring experience
Ability to effectively work remote to keep expenses down and more importantly, timeliness up
So the primary responsibility for the Community Product Manager is to filter, manipulate & translate that Social Content 2.0, derived from the stakeholders, into the language of the product manager and the development team. If everyone gets along, this should not only reduce the workload of the over-burdened product manager but also infuse the community’s Social Content 2.0 into the product’s development lifecycle. This is the aim of outside-in software development.
What do companies like Socialtext, MindTouch, Jive Software, Awareness, Yammer and NewsGator have in common? As providers of messaging and collaboration enterprise applications, they all may be fodder for acquisition in 2009. Gartner analyst Matt Cain says 60 percent of such vendors will get bought or go under, with the recession paving the way for more deals at cheaper prices.
Q. Now what else do you think these companies have in common?
A. Everyone should be highly motivated to welcome the services of a Community Product Manager.
It’s your move
So this is my big plan. I’m going to reach out to the social software development community and offer my Community Product Manager social services.
Reflection
Infusion anyone? Do you think there’s place in today’s economy and social software’s state of affairs for a Community Product Manager?
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