DOCSLIB.ORG

Research Magic Quadrant for Social Software in the Workplace

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Research Magic Quadrant for Social Software in the Workplace Research Publication Date: 25 October 2010 ID Number: G00207256 Magic Quadrant for Social Software in the Workplace Nikos Drakos, Jeffrey Mann, Carol Rozwell Successful enterprise vendors are beginning to stand out, while others are leveraging their strength in adjacent markets in order to increase their appeal. © 2010 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity" on its website, http://www.gartner.com/technology/about/ombudsman/omb_guide2.jsp WHAT YOU NEED TO KNOW A minority of early adopters are deploying social software products across their organizations. Others are actively investigating products with broader functionality, targeting use cases connected with internal teams, communities and employee networks. To focus more sharply on products that are achieving traction, we have raised the bar on customer feedback and testimonials in the inclusion criteria in this year's assessment. The market is attracting different kinds of vendors, including many specialist vendors that compete with vendors already established in adjacent markets. Buyers still need to be guided by a deep understanding of their own priorities. For most buyers, the hardest part is not making the technical choices but establishing business value, deciding on acceptable risk, designing appropriate governance frameworks, and overcoming culture and behavior obstacles. MAGIC QUADRANT Figure 1. Magic Quadrant for Social Software in the Workplace Source: Gartner (October 2010) Market Overview This section outlines the trends we have observed in the past 12 months. Early adopters — typically those with a high proportion of professional employees, such as those in the services or technology industries — are going ahead with enterprisewide deployments of Publication Date: 25 October 2010/ID Number: G00207256 Page 2 of 27 © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. social software for employee teams, communities and networking. In most other organizations there are pockets where some technologies, such as wikis, blogs and team rooms, are well established. Mainstream experimentation has moved from wiki and blog deployments to trials of social networking, tagging and microblogging (see "Survey Says E-Mail Rocks; Social Networking Used by Some, Rejected by Few, Investigated by Most"). Most organizations are still grappling with finding the right balance between risk and reward when: considering employee access and engagement with external social networking sites; setting up communities to capture informal knowledge; and discovering "freemium" tools, such as Yammer, in their organizations. Even when there are reasonable expectations of business value, these are hard to quantify in a way that would justify such deployments in opposition to those who fear time wasting, loss of quality control and system abuse. Usability and user experience design are playing as big a role in encouraging acceptance and use of these tools by employees as they do in the consumer space — at least to the extent that each individual employee has a choice as to whether to use a particular tool or not (that is, where its use is discretionary and not mandated). Buyers and initiative leaders are failing to appreciate these important factors. Vendors have a long way to go before they can "bring the consumer experience in enterprise tools," as one of the vendors has put it. A system modeled on the consumer social Web can also take advantage of the "free training" users are getting from consumer tools. Technology innovation continues with more being done on browser-based productivity suites, activity feeds and microblogging engines, widget import and export with application stores to access and manage them, "in document" collaboration, native mobile clients, at least for iPhone and BlackBerry devices, and social analytics tools. It is already evident that functional boundaries between different products are constantly shifting and that there are very few "pure" products. Most offer a blend of different capabilities, and we expect that successful products will continue to assimilate new functionality. Buyer choice is increasingly determined by existing relationships and licensing agreements, added value from preintegration with related offerings, and channel and service partners. One of the "adjacent" offerings that is often preintegrated with products in this market is that of content and document management. User-contributed content also has a life cycle (creation, storage, organization, distribution and archiving) and vendors that can leverage existing offerings or experience can be more attractive in some cases. While the best of the specialists retain usability, simplicity and some functional superiority, these can be overshadowed by second- and third-generation products from established vendors that promise "good enough" social capabilities but with integrated horizontal workplace platforms or vertical business applications. We are concerned that a focus on just good-enough social capabilities from various stack vendors will translate too often to "not good enough" benefits to encourage further innovation and adoption. Time and time again, we hear of organizations that have rolled out "social" capabilities as an infrastructure play, rather than working with the business to supercharge the performance of selected special ad hoc teams. Projects focused on specific activities and defined business outcomes are the ones that will deliver the highest return on investment. Notable Absences Some vendors came very close to being included in this market assessment and, although they have not met all the formal inclusion criteria, they should still be of interest to readers of this report. Each of the vendors in this section may be a good option for internal team, community or networking deployments today and may be included in a future version of this Magic Quadrant if they meet all the formal criteria — especially those that relate to having a product generally available — and have achieved a certain level of market traction. Publication Date: 25 October 2010/ID Number: G00207256 Page 3 of 27 © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Alfresco is best known for its Java-based open-source document management offering. The Alfresco content management suite includes Alfresco Share, which combines an extensive set of capabilities for virtual teams, profiles, activity feeds and document libraries. Box.net is an online content-sharing service that is aimed primarily at small to midsize businesses and departments of larger ones. It combines user-friendly document-centric capabilities (including online viewers, Web documents and desktop synchronization) with collaboration and networking (including discussions, comments, tasks, tags and activity feeds). It is also integrated with add-ons from third-party services, such as Google Apps, NetSuite, SAP StreamWork, Zoho, eFax, FedEx and salesforce.com. BroadVision launched Clearvale, a software-as-a-service (SaaS) business networking offering. At one level, it offers a comprehensive set of capabilities for collaboration and social networking within an organization. Beyond this, however, Clearvale can also be used to create networks of networks that work across different businesses. BroadVision is exploring a franchise model that can enable third parties to use Clearvale as a cloud-based "shell" to combine social networking with other custom/premium applications. Cisco Quad is a modular platform for social collaboration. It combines a broad set of capabilities, including rich profiles, social metadata and video sharing, all on top of a common content store and "pluggable" framework that integrates with other instant messaging, voice, conferencing and video services. As of October 2010, it was in limited availability. Cornerstone OnDemand offers Cornerstone Connect, with a broad set of collaboration and business social networking capabilities. It is most often deployed as part of its SaaS talent management solution, for which Cornerstone OnDemand is better known, in an integrated environment that combines performance management, learning and collaboration. FatWire Software offers
Load more

Recommended publications
  • Secure Implementation of Blogs, Wikis, and Second Life
    Project Code: MQP-BXT-0701 Secure Implementation of Blogs, Wikis, and Second Life A Major Qualifying Project Report Submitted To the Faculty of Worcester Polytechnic Institute In Partial Fulfillment of the Requirements for the Degree of Bachelor of Science Written By: Approved By: Angela L. Burrows Prof. Bengisu Tulu, Project Advisor Stephen J. King Stefan R. Rashkov Date: February 29, 2008 Sponsored By: Roland Cloutier Howard Hantman EMC Corporation TABLE OF CONTENTS Abstract ................................................................................................................................ i Executive Summary ..............................................................................................................ii Acknowledgements ............................................................................................................ vii Authorship ........................................................................................................................ viii 1 Introduction ................................................................................................................ 1 1.1 Problem Statement ........................................................................................................ 2 1.2 Objectives ....................................................................................................................... 3 2 Background ................................................................................................................. 4 2.1 EMC Background ...........................................................................................................
    [Show full text]
  • Collaboration and Social Media-2008
    Research Report Collaboration and Social Media-2008 Taking Stock of Today’s Experiences and Tomorrow’s Opportunities Geoffrey Bock Steve Paxhia The Gilbane Group June 9, 2008 Gilbane Group Inc. 763 Massachusetts Avenue Cambridge, MA 02139 USA Tel: 617.497.9443 Fax: 617.497.5256 [email protected] http://gilbane.com With Thanks to Our Sponsors Platinum Gold Silver ©2008 Gilbane Group, Inc. i http://gilbane.com Collaboration and Social Media — 2008 Table of Contents With Thanks to Our Sponsors .................................................................................. i Our Perspective ................................................................................. vi How American Companies Use Social Media ....................................... i Tracking Social Media ............................................................................................. 2 Adopting Social Media .............................................................................................. 5 Social Media Profiles .............................................................................................. 10 A Social Media Roadmap ....................................................................................... 30 Customer Stories ............................................................................. 32 Awareness at Earth Knowledge ............................................................................. 33 EMC Documentum eRoom at Bechtel ................................................................... 36 EMC Documentum eRoom
    [Show full text]
  • Onapp Admin Guide
    2.0 Admin Guide 2.0 Admin Guide Contents 0. About This Guide ............................................................................................... 5 1. OnApp Overview ................................................................................................ 6 1.1 Servers ................................................................................................................... 6 1.2 Networks ................................................................................................................ 7 1.3 Templates .............................................................................................................. 8 1.4 Virtual Machines .................................................................................................... 8 1.5 Scalability .............................................................................................................. 8 1.6 Availability and Reliability .................................................................................... 8 1.7 Security .................................................................................................................. 9 1.8 API and Integration ............................................................................................... 9 2. OnApp Hardware & Software Requirements ................................................. 10 2.1 Hypervisor Servers ............................................................................................. 10 2.2 Control Panel Server ..........................................................................................
    [Show full text]
  • Metrics That Matter Social Software for Business Performance Metrics That Matter
    Metrics that Matter Social Software for Business Performance Metrics that Matter Contents Introduction: When will social software prove itself? | 1 Current approaches to social software will likely fail | 2 Creating and retaining leaders | 3 Social software is essential to meet the challenge of constant change | 6 Extreme performance improvement is achievable | 9 Companies must focus to move the needle on business performance | 12 Long-term benefits of social software are transformative | 20 Conclusion: Social software is worth your time | 23 Appendix | 24 Note: Social software tools considered in this paper include wikis, blogs, microblogs, discussion forums, social networks, social book- marks, tagging, crowdsourcing, and prediction markets. Only internal-facing solutions (Socialcast, Socialtext, Traction, etc.) were in scope, excluding their external-facing equivalents (Twitter, Facebook, etc.). Social Software for Business Performance Introduction: When will social software prove itself? ENIOR executives are skeptical of the that business performance improvements are Svalue of social software. Their reluctance is possible: OSIsoft1 realized a 22% improvement understandable but self-defeating. Social soft- in average time to issue resolution through ware has the potential to address operational the customer support team’s use of Socialtext2 “pain points” and significantly wikis. Alcoa Fastening enhance business perfor- Systems3 experienced a 61% mance in the short–term and reduction in time spent transform it in the long–term. Companies that on compliance activities Companies that embrace embrace this through the use of Traction this opportunity will have a opportunity will Software.4 Both companies distinct advantage over their have a distinct believe these improvements competitors; skeptics will would have been impossible likely finish last.
    [Show full text]
  • Online Research Tools
    Online Research Tools A White Paper Alphabetical URL DataSet Link Compilation By Marcus P. Zillman, M.S., A.M.H.A. Executive Director – Virtual Private Library [email protected] Online Research Tools is a white paper link compilation of various online tools that will aid your research and searching of the Internet. These tools come in all types and descriptions and many are web applications without the need to download software to your computer. This white paper link compilation is constantly updated and is available online in the Research Tools section of the Virtual Private Library’s Subject Tracer™ Information Blog: http://www.ResearchResources.info/ If you know of other online research tools both free and fee based feel free to contact me so I may place them in this ongoing work as the goal is to make research and searching more efficient and productive both for the professional as well as the lay person. Figure 1: Research Resources – Online Research Tools 1 Online Research Tools – A White Paper Alpabetical URL DataSet Link Compilation [Updated: August 26, 2013] http://www.OnlineResearchTools.info/ [email protected] eVoice: 800-858-1462 © 2005, 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013 Marcus P. Zillman, M.S., A.M.H.A. Online Research Tools: 12VPN - Unblock Websites and Improve Privacy http://12vpn.com/ 123Do – Simple Task Queues To Help Your Work Flow http://iqdo.com/ 15Five - Know the Pulse of Your Company http://www.15five.com/ 1000 Genomes - A Deep Catalog of Human Genetic Variation http://www.1000genomes.org/
    [Show full text]
  • Ultra-Large-Scale Sites
    Ultra-large-scale Sites <working title> – Scalability, Availability and Performance in Social Media Sites (picture from social network visualization?) Walter Kriha With a forword by << >> Walter Kriha, Scalability and Availability Aspects…, V.1.9.1 page 1 03/12/2010 Copyright <<ISBN Number, Copyright, open access>> ©2010 Walter Kriha This selection and arrangement of content is licensed under the Creative Commons Attribution License: http://creativecommons.org/licenses/by/3.0/ online: www.kriha.de/krihaorg/ ... <a rel="license" href="http://creativecommons.org/licenses/by/3.0/de/"><img alt="Creative Commons License" style="border-width:0" src="http://i.creativecommons.org/l/by/3.0/de/88x31.png" /></a><br /><span xmlns:dc="http://purl.org/dc/elements/1.1/" href="http://purl.org/dc/dcmitype/Text" property="dc:title" rel="dc:type"> Building Scalable Social Media Sites</span> by <a xmlns:cc="http://creativecommons.org/ns#" href="wwww.kriha.de/krihaorg/books/ultra.pdf" property="cc:attributionName" rel="cc:attributionURL">Walter Kriha</a> is licensed under a <a rel="license" href="http://creativecommons.org/licenses/by/3.0/de/">Creative Commons Attribution 3.0 Germany License</a>.<br />Permissions beyond the scope of this license may be available at <a xmlns:cc="http://creativecommons.org/ns#" href="www.kriha.org" rel="cc:morePermissions">www.kriha.org</a>. Walter Kriha, Scalability and Availability Aspects…, V.1.9.1 page 2 03/12/2010 Acknowledgements <<master course, Todd Hoff/highscalability.com..>> Walter Kriha, Scalability and Availability Aspects…, V.1.9.1 page 3 03/12/2010 ToDo’s - The role of ultra fast networks (Infiniband) on distributed algorithms and behaviour with respect to failure models - more on group behaviour from Clay Shirky etc.
    [Show full text]
  • Enterprise Collaboration & Social Software
    Enterprise Collaboration & Social Software June 2013 INDUSTRY REPORT INSIDE THIS ISSUE Enterprise Collaboration & Social Software 1. Introduction INTRODUCTION 2. Market Trends This report focuses on technologies for collaboration and socialization within the enterprise. A number of forces are currently playing out in the enterprise IT 3. Competitive Landscape environment that are creating an inflection in the adoption and deployment of social and collaboration technologies. This significant uptrend has provided strong 4. M&A Activity growth for the sector and is driving a substantial amount of M&A and investment activity. This report includes a review of the recent M&A and private investing 5. Private Financings activities in enterprise social and collaboration software, particularly within the areas of group collaboration & workspaces, private social platforms, project and 6. Valution Trends social task management, event scheduling, web collaboration, white boarding & diagramming, and other related technologies. We have also profiled about 50 emerging private players in these subcategories to provide an overview of the 7. Emerging Private Companies breadth and diversity of the players targeting this sector. OVERVIEW Socialization and collaboration technologies are currently reshaping the established enterprise collaboration market as well as creating whole new categories of offerings, especially around private social platforms. In addition, many other enterprise applications such as CRM and unified communications are heavily transformed through the incorporation of new technologies including group messaging & activity feeds, document collaboration, and analytics. Much of this change is being driven by the consumerization of IT and the incorporation of social technologies. As businesses look to leverage the benefits of improved “connecting” and “network building” that employees have experienced with Facebook and other social solutions, a convergence is occurring between the enterprise social software and collaboration markets.
    [Show full text]
  • Which Wiki for Which Uses
    Which wiki for which uses There are over 120 Wiki software available to set up a wiki plateform. Those listed below are the 13 more popular (by alphabetic order) wiki engines as listed on http://wikimatrix.org on the 16th of March 2012. The software license decides on what conditions a certain software may be used. Among other things, the software license decide conditions to run, study the code, modify the code and redistribute copies or modified copies of the software. Wiki software are available either hosted on a wiki farm or downloadable to be installed locally. Wiki software Reference Languages Wikifarm Technology Licence Main audience Additional notes name organization available available very frequently met in corporate environment. Arguably the most widely deployed wiki software in the entreprise market. A zero- Confluence Atlassian Java proprietary 11 confluence entreprise cost license program is available for non-profit organizations and open source projects aimed at small companies’ documentation needs. It works on plain DokuWiki several companies Php GPL2 50 small companies text files and thus needs no database. DrupalWiki Kontextwork.de Php GPL2+ 12 entreprise DrupalWiki is intended for enterprise use Entreprise wiki. Foswiki is a wiki + structured data + Foswiki community Perl GPL2 22 entreprise programmable pages education, public Wikimedia Php with backend MediaWiki is probably the best known wiki software as it is the MediaWiki GPLv2+ >300 wikia and many hostingservice, companies private Foundation and others database one used by Wikipedia. May support very large communities knowledge-based site MindTouchTCS MindTouch Inc. Php proprietary 26 SamePage partly opensource and partly proprietary extensions Jürgen Hermann & Python with flat tech savy MoinMoin GPL2 10+ ourproject.org Rather intended for small to middle size workgroup.
    [Show full text]
  • April 2006 Volume 31 Number 2
    APRIL 2006 VOLUME 31 NUMBER 2 THE USENIX MAGAZINE OPINION Musings RIK FARROW OpenSolaris:The Model TOM HAYNES PROGRAMMING Code Testing and Its Role in Teaching BRIAN KERNIGHAN Modular System Programming in MINIX 3 JORRIT N. HERDER, HERBERT BOS, BEN GRAS, PHILIP HOMBURG, AND ANDREW S. TANENBAUM Some Types of Memory Are More Equal Than Others DIOMEDIS SPINELLIS Simple Software Flow Analysis Using GNU Cflow CHAOS GOLUBITSKY Why You Should Use Ruby LU KE KANIES SYSADMIN Unwanted HTTP:Who Has the Time? DAVI D MALONE Auditing Superuser Usage RANDOLPH LANGLEY C OLUMNS Practical Perl Tools:Programming, Ho Hum DAVID BLANK-EDELMAN VoIP Watch HEISON CHAK /dev/random ROBERT G. FERRELL STANDARDS USENIX Standards Activities NICHOLAS M. STOUGHTON B O OK REVIEWS Book Reviews ELIZABETH ZWICKY, WITH SAM STOVER AND RI K FARROW USENIX NOTES Letter to the Editor TED DOLOTTA Fund to Establish the John Lions Chair C ONFERENCES LISA ’05:The 19th Large Installation System Administration Conference WORLDS ’05: Second Workshop on Real, Large Distributed Systems FAST ’05: 4th USENIX Conference on File and Storage Technologies The Advanced Computing Systems Association Upcoming Events 3RD SYMPOSIUM ON NETWORKED SYSTEMS 2ND STEPS TO REDUCING UNWANTED TRAFFIC ON DESIGN AND IMPLEMENTATION (NSDI ’06) THE INTERNET WORKSHOP (SRUTI ’06) Sponsored by USENIX, in cooperation with ACM SIGCOMM JULY 6–7, 2006, SAN JOSE, CA, USA and ACM SIGOPS http://www.usenix.org/sruti06 MAY 8–10, 2006, SAN JOSE, CA, USA Paper submissions due: April 20, 2006 http://www.usenix.org/nsdi06 2006
    [Show full text]
  • Community Administration | Contents | 2
    Community Administration | Contents | 2 Contents Administering the Community................................................................... 7 Setting Up the Community..................................................................................................................7 Enabling New Features in the Cloud....................................................................................... 7 Required Jive Domains and Firewall Rules............................................................................. 9 Setting Up Your Profile...........................................................................................................10 Enabling Personal Insights.....................................................................................................11 Creating a Site Structure........................................................................................................11 Planning Your Community Pages.......................................................................................... 12 Theming Your Community......................................................................................................13 Managing the Support Center................................................................................................ 24 Changing the Name of the Root Space.................................................................................29 Setting the Locale and Time Zone.........................................................................................29 Customizing the
    [Show full text]
  • Web Marketing for Dummies®, 2Nd Edition Published by Wiley Publishing, Inc
    Web Marketing FOR DUMmIES‰ 2ND EDITION by Jan Zimmerman 01_371817-ffirs.indd i 11/5/08 10:14:54 PM 01_371817-ffirs.indd iv 11/5/08 10:14:56 PM Web Marketing FOR DUMmIES‰ 2ND EDITION by Jan Zimmerman 01_371817-ffirs.indd i 11/5/08 10:14:54 PM Web Marketing For Dummies®, 2nd Edition Published by Wiley Publishing, Inc. 111 River Street Hoboken, NJ 07030-5774 www.wiley.com Copyright © 2009 by Wiley Publishing, Inc., Indianapolis, Indiana Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permit- ted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4355, or online at http://www.wiley.com/go/permissions. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, Making Everything Easier!, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affi liates in the United States and other countries, and may not be used without written permission.
    [Show full text]
  • Understanding Wikis: from Ward’S Brain to Your Browser
    06_043998 ch01.qxp 6/19/07 8:20 PM Page 9 Chapter 1 Understanding Wikis: From Ward’s Brain to Your Browser In This Chapter ᮣ Finding your way to wikis ᮣ Understanding what makes a wiki a wiki ᮣ Comparing wikis with blogs and other Web sites ᮣ Examining the history and future of wikis ᮣ How to start using wikis hen Ward Cunningham started programming the first wiki engine Win 1994 and then released it on the Internet in 1995, he set forth a simple set of rules for creating Web sites that pushed all the technical gob- bledygook into the background and made creating and sharing content as easy as possible. Ward’s vision was simple: Create the simplest possible online database that could work. And his attitude was generous; he put the idea out there to let the world run with it. The results were incredible. Ward’s inventiveness and leadership had been long established by the role he played in senior engi- neering jobs, promoting design patterns, and helping develop the concept of Extreme Programming. That a novel idea like the wiki flowed from his mind onto the COPYRIGHTEDInternet was no surprise to those MATERIAL who knew him. The wiki concept turned out to have amazing properties. When content is in a shared space and is easy to create and connect, it can be collectively owned. The community of owners can range from just a few people up into the thousands, as in the case of the online wiki encyclopedia, Wikipedia. 06_043998 ch01.qxp 6/19/07 8:20 PM Page 10 10 Part I: Introducing Wikis This chapter introduces you to the wonderful world of wikis by showing you what a wiki is (or can be), how to find and use wikis for fun and profit, and how to get started with a wiki of your own.
    [Show full text]