Tag Archives: market

Yammer Bangs On oneDrum

This entry was cross-posted from Meanders: The Dow Brook Blog.

Yammer logoYammer announced on Wednesday that it has acquired oneDrum, a UK-based provider of file sharing and collaborative editing tools for Microsoft Office users. Financial details of the acquisition were not disclosed. oneDrum’s technology and people will be integrated into Yammer.

In a briefing on the acquisition, Yammer CTO and Co-Founder, Adam Pisoni, stated that the deal was done to quickly accelerate movement toward Yammer’s primary strategic objective – to be the social layer, spanning key enterprise applications, in which its customers (and their extended business networks) get work done.

Yammer’s action is consistent with its strategy to release usable, but not ideal, functionality and then improve upon it as quickly as possible. Yammer introduced the homegrown Files component into its suite late last year. With oneDrum’s technology, Yammer will be able to improve its Files component by enabling syncing of files to desktop folders and mobile devices, as well as automatic sharing of new and updated files with other members of Yammer groups. As usual, Yammer seeks to occupy the middle ground, offering file sharing functionality that has some of the necessary enterprise-grade security and manageability that consumer Web services lack, while retaining as much ease-of-use as possible. Yammer’s ability to balance complexity and usability is what differentiates it from the majority of the other enterprise social software offerings in the market.

The current file creation and editing capabilities available in the Pages component of Yammer will be nicely complemented by the introduction of oneDrum’s ability to co-create and co-edit Office files (Excel and PowerPoint now, Word in development) with others. Many may interpret the addition of this capability, together with the added file sync and sharing functionality, as an indirect attack on Microsoft SharePoint by Yammer. Pisoni clearly stated that Yammer will continue to offer customers integrations with SharePoint, as well as with Box, Dropbox and other content repositories. He did, however, acknowledge that while Yammer is not intentionally targeting SharePoint, many of its customers see their Yammer networks negating existing SharePoint use cases.

Yammer’s real target appears to be email, which offers a single place where people may communicate, share content and get work done. Pisoni spoke about the symbiotic relationship between content and conversation in social networks, as well as the blurring line between content and communication. The former is clearly demonstrated by the frequency in which enterprise (and consumer) social interactions are anchored around a specific piece of content, whether that be a traditional document, blog post, wiki entry, status update, audio snippet, photo or video. The latter is evidenced by the growing enterprise use of blog posts, wiki entries and, especially, status updates to share content (and explicit knowledge) in small chunks, rather than waiting to gather it in a document that is distributed by email.

Pisoni’s assertion that the distinction between content and communication is blurring is interesting, but less persuasive. Much of the asynchronous communication within organizations is still only secondary to the content that is contained in attached (or linked) files. Corporate email use as a transmission mechanism for documents is a clear, common example. Yammer’s vision for decreasing email volume appears to involve using oneDrum’s support for real-time chat between individuals working together in an Office document (Excel and PowerPoint only at present) as a means to blend content and communication to help people get work done faster. It will be interesting to see if Yammer network members adopt this envisioned way of working as an alternative to entrenched communication and content sharing norms.

oneDrum was not well known in the U.S., as it was a very small vendor with a beta status offering. However, it appears that Yammer has made a good acquisition that will help the company, and its customers, address the changing nature of business organizations and work. The devil, of course, is in the details, so we will have to watch and see how well Yammer assimilates its first acquired company.

Lotusphere 2011: IBM at a Crossroads

This entry was cross-posted from Meanders: The Dow Brook Blog

I was fortunate to attend Lotusphere 2011 (#ls11) last week in its entirety, quite by accident. I was scheduled to leave after the official program for analysts ended at Noon on Wednesday, but Mother Nature buried Massachusetts in about 18 inches of snow that day. My flight home was canceled, and I was rebooked on another one leaving Friday night. As a result, I was able to have some additional meetings with IBM executives and other attendees, and to soak in more conference sessions.

Attending the entire conference enriched me with perspective on several areas of both Lotus’ and IBM’s larger business strategy and offerings. I will summarize what I learned in this post, with the goal of perhaps exploring some of the individual topics further in subsequent posts.

IBM and Social Business

To the surprise of many in attendance, a strong, vocal embrace of the concept of social business came not only from all the Lotus Vice Presidents, but from a senior corporate-level IBM executive as well. SVP of Marketing Jon Iwata spoke at a keynote session entitled “Becoming a Social Business”. While he eloquently  and passionately spoke about how IBM is rapidly becoming a social business itself, he also told a story that revealed a strong, and nearly unanimous, level of initial resistance from the company’s senior leadership team.

Another conflicting signal was the marketing strategy revelation that the Social Business positioning (and budget) is buried inside of IBM’s Smarter Planet initiative, which will potentially minimize the impact of the social business message to IBM customers and the broader market. The nested positioning suggests to me that there are still those among IBM’s leadership that are not ready bet the company on social business.

Lotus Software Portfolio Integration

The Lotus division has executed very well to make parts of the Project Vulcan vision introduced last year at Lotusphere real and available to customers. The general session presentations made it clear that Lotus Notes is intended to be the primary interface through which IBM’s integrated collaboration and social functionality will be exposed. However, IBM also articulated and demonstrated that its “Social Everywhere” strategy, which was presented at Lotusphere 2010, is very much alive and well. That was done by talking about and showing the following integrated solutions.

Exceptional Web Experience

The Exceptional Web Experience solution is made tangible in software through the Customer Experience Suite (CES), which was launched in November 2010. The CES combines portal, content management, commerce, forms, analytics, and other software assets from multiple IBM brands into an offering that enables the rapid design, monitoring, and customization of customer-facing websites.

At Lotusphere, IBM demonstrated momentum for this young initiative by featuring customer testimonials as a key piece of a general session entitled “Client Panel – Exceptional Web Experience”, as well as in individual breakout sessions. These customer presentations communicated specific business performance and ROI results attributable to CES use. This data was great to see, and it made a compelling argument for the CES. It also left me wishing that we had comparable data regarding the use of IBM social software inside of organizations.

Exceptional Work Experience

IBM does have a parallel initiative to the Exceptional Web Experience in the works, but has not yet announced a solution bundle for it. The Exceptional Work Experience initiative will focus on enabling social collaboration within organizations. It most likely will feature software assets from various IBM brands, including Lotus (Connections and Quickr) Enterprise Content Management (Content Manager and FileNet), Websphere (Portal), SPSS, Cognos, and Coremetrics.

At Lotusphere 2011, IBM used the term “Exceptional Work Experience” in session labels and in content presented during sessions, but never defined an offering. As a result, some customers that I spoke with were confused about IBM’s strategy for supporting social business within organizations. IBM will need to quickly clarify that strategy and announce a holistic, enabling solution along the lines of the Customer Experience Suite to better support its customers’ efforts to transform internal operations in line with social business principles.

Social Content Management

IBM sowed confusion in another area as well at Lotusphere 2011. In a breakout session given by IBM employees, entitled “Extending Social Collaboration with Enterprise Content”, IBM introduced a new positioning for its combined enterprise social and content management capabilities – “Social Content Management”. This is a market positioning statement, not a branded solution, that features integration between Lotus social/collaboration applications and technologies from IBM’s Enterprise Content Management group. The presenters defined Social Content Management as seamless content creation and collaboration, in social & ECM environments, supported by open standards.

In reality, there was little new other than the category label, as both the vision and specific technology integrations presented were a rehash of Lotusphere 2010 content. The session presenters articulated and demonstrated how organizations can manage content created in social software (Lotus Quickr and Connections) with the same IBM technologies currently used to manage documents (IBM Content Manager and FileNet).

The one new piece of information in this session was a bit of a shocker – IBM does not believe that CMIS is usable in its current state. The session presenters said that the CMIS standard is not mature enough yet for them to use it to provide the depth of integration they can with proprietary connectors. Therefore, for now, IBM will continue to integrate its social and content management technologies via proprietary code, rather than using the open standard (CMIS) that the company’s own definition of Social Content Management prescribes. This is especially surprising because IBM is one of the founding members of the OASIS CMIS Technical Committee, along with EMC and Microsoft.

Enhancements to Individual Lotus Collaboration Offerings

IBM’s strategy is to create multiple points of integration between its social, collaboration, and content management offerings (among others), but it will continue to sell individual products alongside the solution bundles it is creating. The company announced a number of upcoming functional enhancements to its products at Lotusphere 2011.

Lotus Connections

Lotus Connections 3.0 was released in on November 24, 2010, bringing enhancements in the areas of social analytics, Communities, stand-along Forums, mobility, and cloud delivery. IBM executed well on this release, bringing to market everything it had announced at Lotusphere 2010.

The next release of Connections, due in Q2, will introduce Communities and Forum moderation capabilities, a photo and video gallery with sharing features, idea blogs, and the integration of Communities with ECM repositories. Additional functionality, including an Event Aggregator that brings events from other enterprise applications into Lotus applications’ activity streams, shared walls and calendars in Communities, in-context viewing of documents on the Home page, and improved adoption tracking metrics and reporting, will be released later in 2011 (most likely during Q4.)

The most important announcement concerning Lotus Connections made at Lotusphere was not about home-grown functionality. IBM announced a partnership with Actiance (formerly FaceTime) that will immediately make available to IBM customers the Actiance Compliance Module for IBM Lotus Connections. This module will enable organizations in regulated industries to define and apply social media policies, as well as monitor social content in real-time for compliance with those policies. It was important for IBM to fill this gap in Connections functionality, because Big Blue has many customers in the financial services sector, and other  regulated industries, that have taken a very cautious approach to adopting social software. The Actiance partnership should help increase IBM’s sales of Lotus Connections to marquee customers.

Lotus Quickr

There was relatively little news regarding Lotus Quickr at Lotusphere 2011. It was most often mentioned as an integration point with Lotus Connections, IBM Content Manager, and FileNet. There was a breakout session on “What’s New in Lotus Quickr Domino 8.5”, but it merely rehashed the new features that were made available six months ago (on September 13, 2010.)

No new functional updates were announced for the J2EE version of Quickr either, nor was a product roadmap presented for either Quickr flavor. This heightens my suspicion that Quickr will be rolled into Lotus Connections in the next year or two. I believe IBM would do so sooner, but cannot because too many of it’s current Quickr customers have not yet purchased or deployed Connections.

LotusLive

IBM’s cloud-based collaboration service, LotusLive, gained new functionality in 2010, including iNotes email, the Communities module from Lotus Connections, and integrated third-party applications from Skype, UPS, Tungle, Silanis, and Bricsys. The LotusLive team also created new functional bundles as distinctly-priced offerings.

There were several new announcements regarding LotusLive made at Lotusphere 2011. IBM will be delivering its Symphony suite of office productivity tools as a service in LotusLive. This will enable users to collaboratively create, read, and edit word processor, spreadsheet, and presentation documents across organizational firewalls. Symphony is currently available as a Tech Preview inside of LotusLive Labs and will be made generally available later this year.

There were also several partnerships with third-party vendors announced at Lotusphere that will enable LotusLive users to execute important business processes in the cloud. The most prominent is a partnership with SugarCRM, which will make its sales tracking functionality available via LotusLive by Q2 of this year. A similar partnership with Ariba will allow LotusLive customers to procure and sell goods to other businesses. Finally, a partnership with Expresso immediately enables users to edit both Symphony and Microsoft Office documents within LotusLive, rather than the file’s native application.

The LotusLive team has executed well, delivering functionality promised at Lotusphere 2010. However, adoption of the offering has not reached the scale that IBM had anticipated it would by now. Listening to LotusLive customers speak on two different occasions revealed that smaller enterprises are using the offering to run mission-critical parts of their businesses, while larger enterprises are very cautiously  experimenting at the moment, if they are embracing the offering at all. 2011 will be a make-or-break year for LotusLive in terms of customer adoption.

Conclusion

I left Lotusphere 2011 with mixed feelings. The IBM Corporation has embraced social business, but is still hedging its bet. The Lotus division has executed well on previously announced strategy in the last year, but the impact of its more integrated offerings will be minimal unless other IBM divisions – Global Business Services in particular – step up to help customers become more collaborative, social businesses. The functional build-out of most of the individual Lotus products has continued at a good pace, but the development paths of some those offerings are less than clear to customers.

2011 could be a watershed year in IBM’s century-long history. However, we may ultimately look back and say that it was a year of missed opportunity. The outcome will depend on IBM’s success or failure in becoming a social business itself and aligning its resources to help customers transform as well.

Jive Software Announces Management Team Changes

This entry was cross-posted from Meanders: The Dow Brook Blog

Jive Software has just announced that Christopher Morace will become SVP of Business Development. Morace will retain product marketing oversight and responsibility, but step aside from product management duties. He will be replaced as SVP Product Management by Patrick Lin, who is leaving VMware to join Jive.

These changes to the management team are important because they suggest two things:

1. Jive is still moving quickly toward an Initial Public Offering (IPO) and, perhaps, accelerating their pace toward that goal. By creating a new position (SVP of Business Development) and assigning a proven executive team member (Morace) to the post, Jive is signaling that it is making a serious investment in building partner and reseller channels.

Most enterprise software start-ups do not work to build out their channels until they’ve scaled revenue gained through direct sales to a point necessary to successfully make a public offering. By Jive’s own estimates, the direct sales amount necessary to trigger an IPO is $100 Million. Their creation of a new management team role focused on business development is a clear sign that Jive is nearing that IPO trigger revenue target.

2. The hiring of Patrick Lin reflects the increasing importance of cloud delivery to Jive (and all enterprise social software providers) moving forward. Lin, who had been at VMware for just over 6 years, has deep knowledge of infrastructure and application virtualization technologies and practices. His leading-edge experience will help Jive optimize its social business software offerings for private cloud deployment by customers. Lin’s  virtualization management expertise will also guide Jive in any attempt to build a version of the Jive Engagement Platform that can be hosted in a public cloud (Jive already offers and hosts a SaaS version of its platform.)

Lin is a great addition to the Jive team and not only for his virtualization experience. He has served in product management roles at other companies (VERITAS, Invio) prior to his stint at VMware. In addition, has held product marketing (Invio, Intuit) and business development (Katmango, WebTV) roles, which make him a well rounded executive who can contribute to Jive’s success on many terms.

Considered together, the management changes made by Jive today are a strong indicator that the Enterprise Social Software (ESS) market has reached a new level of maturity and that Jive is pushing it forward. The market continues to expand quickly and customer requirements continue to evolve. Other ESS providers should consider initiating or increasing  investments in channel development. They should also realize that cloud deployments of enterprise software will continue to increase and make appropriate changes to virtualize and optimize their offerings.

Today’s announcement makes me wonder if Jive will be ready for an IPO in the first half of 2011, rather than the later dates previously held as conventional wisdom. What do you think?

More on Microblogging: Evolution of the Enterprise Market

Following my post last week on the need for additional filters in enterprise microblogging tools and activity streams, I participated in an interesting Twitter conversation on the subject of microblogging and complexity. The spontaneous conversation began when Greg Lowe, a well-respected Enterprise 2.0 evangelist at Alcatel-Lucent, asked:

“Can stand alone micro-blogging solutions survive when platform plays introduce the feature?”

I immediately replied:

“Yes, if they innovate faster”

Greg shot back:

“is microblogging autonomy about innovation, or simple elegance? More features usually leads to lower usability?”

And, later, he asked a complementary question:

“is there a risk of Microblogging becoming “too complicated”?”

Is Greg on to something here? Do more features usually lead to lower usability? Will functional innovation be the downfall of stand-alone microblogging solutions, or will it help them stay ahead of platform vendors as they incorporate microblogging into their offerings?

One of the commonly heard complaints about software in general, and enterprise software in particular, is that it is too complicated. There are too many features and functions, and how to make use of them is not intuitive. On the other hand, usability is a hallmark of Web 2.0 software, and, if we make it too complex, it is likely that some people will abandon it in favor of simpler tools, whatever those may be.

But that dichotomy does not tell the entire story. Based on anecdotal evidence (there is no published quantitative research available), early adopters of Web 2.0 software in the enterprise appear to value simplicity in software they use. However, as a colleague, Thomas Vander Wal, pointed out to me yesterday, that may not be true for later, mainstream adopters. Ease-of-use may be desirable in microblogging (or any other) software, but having adequate features to enable effective, efficient usage is also necessary to achieve significant adoption. Later adopters need to see that a tool can help them in a significant way before they will begin to use it; marginal utility does not sway them, even if the tool is highly usable.

Simple may not be sustainable. As I wrote last week in this post, as enterprise use of microblogging and activity streams has increased and matured, so has the need for filters. Individuals, workgroups, and communities want to direct micro-messages to specific recipients, and they need to filter their activity streams to increase their ability to make sense out of the raging river of incoming information. Those needs will only increase as more workers microblog and more information sources are integrated into activity streams.

In the public microblogging sphere, Twitter provides a solid example of the need to add functionality to a simple service as adoption grows in terms of registered users and use cases. As more individuals used Twitter, in ways that were never envisioned by its creators, the service responded by adding functionality such as search, re-tweeting, and lists. Each of these features added some degree of complexity to the service, but also improved its usability and value.

In the evolution of any software, there is a trade-off between simplicity and functionality that must be carefully managed. How does one do that? One way is to continuously solicit and accept user feedback. That allows the software provider and organizations deploying it to sense when they are nearing the point where functionality begins to overwhelm ease of use in a harmful manner. Another technique is to roll out new features in small doses at reasonable intervals. Some even advocate slipping new features in unannounced and letting users discover them for themselves. Hosted deployment of software (whether on-premise or off-site) makes this easier to do, since new features are automatically switched on for people using the software.

So back to the original question; can stand-alone microblogging solutions fend off the collaboration suite and platform vendors as they incorporate microblogging and activity streams in their offerings? My definitive answer is “yes”, because there is still room for functionality to be added to microblogging before it becomes over-complicated.

Based on the historical evolution of other software types and categories, it is likely that the smaller vendors, who are  intensely focused on microblogging, will be the innovators, rather than the platform players. As long as vendors of stand-alone microblogging offerings continue to innovate quickly without confusing their customers, they will thrive. That said, a platform vendor could drive microblogging feature innovation if they so desired; think about what IBM has done with its Sametime instant messaging platform. However, I see no evidence of that happening in the microblogging sphere at this time.

The most plausible scenario is that at some point, small, focused vendors driving microblogging innovation (e.g. Socialcast, Yammer) will be acquired by larger vendors, who will integrate the acquired features into their collaboration suite or platform. My sense is that we are still 2-3 years away from that happening, because there is still room for value-producing innovation in microblogging.

What do you think?

Filtering Microblogging and Activity Streams

The use of microblogging and activity streams is maturing in the enterprise. This was demonstrated by recent announcements of enhancements to those components in two well-regarded enterprise social software suites.

On February 18th, NewsGator announced a point release to its flagship Enterprise 2.0 offering, Social Sites 3.1. According to NewsGator, this release introduces the ability for individuals using Social Sites to direct specific microblogging posts and status updates to individuals, groups, and communities. Previously, all such messages were distributed to all followers of the individual poster and to the general activity stream of the organization. Social Sites 3.1 also introduced the ability for individuals to filter their activity streams using “standard and custom filters”.

Yesterday (March 3rd), Socialtext announced a major new version of its enterprise social software suite, Socialtext 4.0. Both the microblogging component of Socialtext’s suite and its stand-along microblogging appliance now allow individuals to broadcast short messages to one or more groups (as well as to the entire organization and self-selected followers.) Socialtext 4.0 also let individuals filter their incoming activity stream to see posts from groups to which they belong (in addition to filtering the flow with the people and event filters that were present in earlier versions of the offering.)

The incorporation of these filters for outbound and incoming micro-messages are an important addition to the offerings of NewsGator and Socialtext, but they are long overdue. Socialcast has offered similar functionality for nearly two years and Yammer has included these capabilities for some time as well (and extended them to community members outside of an organization’s firewall, as announced on February 25th.) Of course, both Socialcast and Yammer will need to rapidly add additional filters and features to stay one step ahead of NewsGator and Socialtext, but that represents normal market dynamics and is not the real issue. The important question is this:

What other filters do individuals within organizations need to better direct microblogging posts and status updates to others, and to mine their activity streams?

I can easily imagine use cases for location, time/date, and job title/role filters. What other filters would be useful to you in either targeting the dissemination of a micro-message or winnowing a rushing activity stream?

One other important question that arises as the number of potential micro-messaging filters increases is what should be the default setting for views of outgoing and incoming messages? Should short bits of information be sent to everyone and activity streams show all organizational activity by default, so as to increase ambient awareness? Perhaps a job title/role filter should be the default, in order to maximize the focus and productivity of individuals?

There is no single answer other than “it depends”, because each organization is different. What matters is that the decision is taken (and not overlooked) with specific corporate objectives in mind and that individuals are given the means to easily and intuitively change the default target of their social communications and the pre-set lens through which they view those of others.

UPDATE (03/04/2010, 5:10pm Eastern): A commenter on this post at the Gilbane Group Blog made a really great point about how updates from Social CRM systems change the nature of activity streams. Here is his comment and my reply:

The Impending Enterprise 2.0 Software Market Consolidation

Talk about a trip down memory lane…  Another excellent blog post yesterday by my friend and fellow Babson College alum, Sameer Patel, snapped me back a few years and gave me that spine tingling sense of deja vu.

Sameer wrote about how the market for Enterprise 2.0 software may evolve much the same way the enterprise portal software market did nearly a decade ago. I remember the consolidation of the portal market very well, having actively shaped and tracked it daily as an analyst and consultant. I would be thrilled if the E2.0 software market followed a similar, but somewhat different direction that the portal market took. Allow me to explain.

When the portal market consolidated in 2002-2003, some cash-starved vendors simply went out of business. However, many others were acquired for their technology, which was then integrated into other enterprise software offerings. Portal code became the UI layer of many enterprise software applications and was also used as a data and information aggregation and personalization method in those applications.

I believe that much of the functionality we see in Enterprise 2.0 software today will eventually be integrated into other enterprise applications. In fact, I would not be surprised to see that beginning to happen in 2010, as the effects of the recession continue to gnaw at the business climate, making it more difficult for many vendors of stand-alone E2.0 software tools and applications to survive, much less grow.

I hope that the difference between the historical integration of portal technology and the coming integration of E2.0 functionality is one of method. Portal functionality was embedded directly into the code of existing enterprise applications. Enterprise 2.0 functionality should be integrated into other applications as services (see my previous post on this subject.) Service-based functionality offers the advantage of writing once and using many times.  For example, creating service-based enterprise micro-messaging functionality (e.g. Yammer, Socialcast, Socialtext Signals, etc.) would allow it to be integrated into multiple, existing enterprise applications, rather than being confined to an Enterprise 2.0 software application or suite.

The primary goals of writing and deploying social software functionality as services are: 1) to allow enterprise software users to interact with one another without leaving the context in which they are already working, and 2) to preserve the organization’s investment in existing enterprise applications. The first is important from a user productivity and satisfaction standpoint, the second because of its financial benefit.

When the Enterprise 2.0 software market does consolidate, the remaining vendors will be there because they were able to create and sell:

  • a platform that could be extended by developers creating custom solutions for large organizations,
  • a suite that provided a robust, fixed set of functionality that met the common needs of many customers, or
  • a single piece or multiple types of service-based functionality that could be integrated into either other enterprise application vendors’ offerings or deploying organizations’ existing applications and new mashups

What do you think? Will history repeat itself or will the list of Enterprise 2.0 software vendors that survived the impending, inevitable market consolidation consist primarily of those that embraced the service-based functionality model?

Integration of Social Software and Content Management Systems: The Big Picture

jive-sbs-connected-11198Jive Software’s announcement last week of the Jive SharePoint Connector was met with a “so what” reaction by many people. They criticized Jive for not waiting to make the announcement until the SharePoint Connector is actually available later this quarter (even though pre-announcing product is now a fairly common practice in the industry.) Many also viewed this as a late effort by Jive to match existing SharePoint content connectivity found in competitor’s offerings, most notably those of NewsGator, Telligent, Tomoye, Atlassian, Socialtext, and Connectbeam.

Those critics missed the historical context of Jive’s announcement and, therefore, failed to understand its ramifications. Jive’s SharePoint integration announcement is very important because it:

  • underscores the dominance of SharePoint in the marketplace, in terms of deployments as a central content store, forcing all competitors to acknowledge that fact and play nice (provide integration)
  • reinforces the commonly-held opinion that SharePoint’s current social and collaboration tools are too difficult and expensive to deploy, causing organizations to layer third-party solution on top of existing SharePoint deployments
  • is the first of several planned connections from Jive Social Business Software (SBS) to third-party content management systems, meaning that SBS users will eventually be able to find and interact with enterprise content without regard for where it is stored
  • signals Jive’s desire to become the de facto user interface for all knowledge workers in organizations using SBS

The last point is the most important. Jive’s ambition is bigger than just out-selling other social software vendors. The company intends to compete with other enterprise software vendors, particularly with platform players (e.g. IBM, Microsoft, Oracle, and SAP), to be the primary productivity system choice of large organizations. Jive wants to position SBS as the knowledge workers’ desktop, and their ability to integrate bi-directionally with third-party enterprise applications will be key to attaining that goal.

Jive’s corporate strategy was revealed in March, when they decreed a new category of enterprise software — Social Business Software. Last week’s announcement of an ECM connector strategy reaffirms that Jive will not be satisfied by merely increasing its Social Media or Enterprise 2.0 software market share. Instead, Jive will seek to dominate its own category that bleeds customers from other enterprise software market spaces.