Is there a future for email?

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French company, Atos, cause a stir recently by repeating again its intention to ban internal email from 2014 that was announced earlier in the year. There has been a fair bit of misunderstanding on the Web about this so I suggest you read this BBC interview with ATOS CEO, Thierry Breton, that explains his thinking behind this strategy.

Most of the critical responses to this idea have expressed an incredulous attitude towards the idea of eliminating what most people consider to be a critical business tool (remember the reaction to the BlackBerry outage a few months ago?). In some respects, many of the arguments against banning email are reasonable:

  • Can you ban email if your customers and clients are using it? (to be fair to ATOS, they aren't planning on banning external email).
  • Rather than banning email, users just need to manage their inboxes better.

However, on balance I think there is good reason for aiming to effectively ban email. But rather than outlawing it, we need to reinvent how we utilise email as a software protocol and also the ageing paradigm of the inbox, particularly where the assumed effectiveness is built on false assumptions around utility and information ownership. At a software level, email offers a number of important features - such as:

  • Interoperability and extendability.
  • It can work offline (although this is becoming less important).
  • For the sender, it costs no more to send messages to 1 or many people where ever they are.
  • Both sender and receivers can store and organise copies of messages exchanged independently of each other.
  • Email addresses act a simple proxies for identification.
  • Email accounts can be created for individuals, groups and also non-human systems.

These features provide a great deal of utility, although we can look at each feature and find many negatives too - for example:

  • Email standards and extensions aren't implemented homogeneously, so users may have problems reading or processing an email.
  • When you go online after an extended absence, your inbox is flooded with new messages.
  • People send many messages that for the receiver are just transient or ambient information - but your inbox treats them as all the same.
  • The independent nature of email messages contributed to fragmentation of the information chain, making it hard to know who knows what and people who should know made end up getting left out of the loop.
  • An email address doesn't actually tell you anything about the user, who they are or why you should trust that identity.
  • High volumes of automatically generated notification emails from non-human systems contribute to information overload.

In summary, we can say that email works as a pragmatic solution, but not without creating numerous problems for individual users and organisations a like. As a result there many solutions out there that help us to deal with everything from email processing to email data management. Some solutions are technical in nature, like help desk ticketing software or records management systems, but others focus on the user as problem and attempt to fix individual behaviours. But ultimately none offer a way of making email the perfect tool and it will take a leap to improve how we communicate and collaborate.

So, what is stopping us taking this leap? Thinking about this from a social experience design perspective, I think there are four key issues that need to be addressed to create something better than the email we use today:

  1. Move to open work as the default. Email provides users with a simple system of directing messages at people - this falls into a mental information sharing model of open only by exception that is the default in most organisations, but it is also supported by a false perception that email is owned by the sender and private if we restrict the names included on the To, CC and BCC lists. Of course, this doesn't mean we stop supporting some private communication entirely!
  2. Everything is Miscellaneous. Centrally designed information systems that enforce fixed, common models for organising information and work process don't work. These were designed with good intentions, but they aren't effective and only encourage the use of personal information stores.
  3. Collaborate by staying apart. We need the same ease of interoperability between different social business software platforms that email offers - I shouldn't be forced to use your system, when I have my own, and neither should you.
  4. Who are you? We need to shift from email addresses as identifiers towards a model where organisations can offer a better user identifier and profile that will enable messaging to take place through the right channel or system.

Its entirely possible that email protocols will continue to play a role in this new environment, but I think it will also depend on other Web 2.0 protocols like Activity Streams, Open Social, and ATOM. This actually hints that the death of email will come incrementally, if we wait for the technology to rise up and present better alternatives. In practice, the tide of data created by other social business software tools will make the traditional email inbox an unsustainable proposition.

The water is rising slowly right now, but don't doubt that the inbox will need to be reinvented at some point - the question is really when and how, not if.

BTW if you found this interesting, you might enjoy this presentation, Architected for Collaboration.

Image credit: Inbox Art CC BY-SA

How DEC NSW teaches its staff about using social media in the workplace

The Department of Education & Communities in NSW has published a range of materials during 2011 addressing various aspects of social media and how people working in this department can and should make use of it. Above is a video introduction to their internal microblogging tools, Maang.

Their social media policy has links to more resources, including an An introduction to Digital Citizenship for the workplace.

Confluence 4.1 makes it even easier to be a wiki ninja

Back in September, with the release of Atlassian Confluence 4.0, I thought the new text editor was one of the particular highlights of this major version update.

Now with the release of 4.1 this week, there are further improvements to the new rich text editor including:

  • Build richer pages, faster with Autoconvert (it automatically embeds content like Confluence pages, YouTube videos, Skitch images, Flickr photo streams, Vimeo videos, and Google maps when you paste a link). 
  • Enhance documentation with Image Effects (see the screenshot). 
  • Make bulk changes to pages with Find & Replace.

As well as enhancements to Confluence, the fast pace of ongoing improvements to Team Calendars also continues.

Finally, don't forget to get your Confluence Origami Necktie, a fashionable quick-reference guide. Make it, snap a pic and share it on Twitter with the #confluencetie hashtag :-)

My panel discussion about KM on Sky News' Technology Behind Business

Last week I was invited by Nigel Freitas to participate in a panel discussion about Knowledge Management (KM) for Sky News Australia’s Technology Behind Business show.

Technology Behind Business examines trends and analyses key IT concepts. Each week an expert panel focuses on one type of technology or strategy, explaining its use without the jargon, outlining the pros and cons and providing tips for all types of businesses. The panel in this episode included Felicity McNish from Woods Bagot and Gerhard Voster from Deloitte.

You can watch the entire panel discussion on the Sky News Website.

Cross posted from the Headshift | Dachis Group Asia Pacific blog.

If you are interested in this topic, I've written a reasonable amount about it over the years including a couple of book chapters and magazine articles - most of it accessible through my archive.

Of course, robust discussion on what KM is and if it failed is most welcome! ;-)

Claudio Ciborra's From Thinking to Tinkering: The Grassroots of Strategic Information Systems

Claudio Ciborra’s “From Thinking to Tinkering: The Grassroots of Strategic Information Systems” (in The Information Society 8: 297-309) is still (or even more) relevant today, as it was in 1992. Here are some of his ideas:

  • Cherish local knowledge and everyday experience
  • Value open experimentation, prototyping by end-users and design tinkering
  • Establish systematic serendipity, don’t aim for sequential execution in systems design
  • Strive on emergence, except failure

Sounds still familiar, right?

Yes.

How to show leadership with intranets? Continuous improvement and simple ideas

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The other day I blogged about 3 Intranet Truths.

Looking at my first Intranet Truth ("No two intranets are the same. If they are, you are doing something wrong - stop benchmarking and start leading") its worth reflecting on the first two themes from Step Two Design's Intranet Innovations 2011 awards:

  • A culture of continuous improvement; and
  • Innovations that are based on very simple ideas

One of the examples they share that embodies these themes is computer animation house, Framestore:

The intranet team created a tool to project manage the visual effects they produce for movies such as the Harry Potter series. Built in-house and displaying data from a third party system, the company’s artists can access tabbed views of complex data about every scene and shot.

Framestore's success isn't based on nice to have features or "best practices" blindly copied from others, but by designing an intranet solution specifically for their users. If you want to replicate their success, show leadership by focusing on learning from their method not their design.

You will also see this same mindset in the way Headshift | Dachis Group approaches our projects, including examples such as Reynolds Porter Chamberlain.

A way of work, not just shiny new tools and fun

Kelli Carlson-Jagersma... social strategy team at Wells Fargo... [says they are]

...expending the bulk of its efforts on identifying use-cases for internal social networking tools and running small pilots in the enterprise to test different solutions and learn what benefits social can bring to the enterprise.

"It's not so much focusing on the tools as the use-cases," said Carlson-Jagersma. "What I mean by that is, what is this problem we are trying to solve? Unless we make it a lot easier for people to do their jobs, or create so much efficiency in the work they're already doing, or somehow integrate communications, having a tool such as NewsGator or Chatter or Jive just adds more noise or something more for us to have to do. So, right away we've been taking a step back and looking at the use-case."

One use-case Wells Fargo is considering is in the area of support centers. "With our service and support operations located all over our geographic footprint, we need to be able to collaborate virtually. We are evaluating current business processes and how can we use social tools to enhance collaboration--not replace what we're doing, but make it more connected and even more efficient." she said.

Carlson-Jagersma added that once the business needs have been identified, only then will her team consult with the business and pilot a social networking tool--or tools, because a combination of solutions is being considered--to implement companywide.

"I think of using social as a way of work, not just as a shiny new tool and something fun."

Kelli Carlson-Jagersma from Wells Fargo talks about their need led approach to workforce collaboration and evaluating software options. Nice to see this approach being championed, although isn't this how everyone approaches internal social business software projects?

The Yammer enterprise "social suite", with Ticker, Pages, and Files

This is a long anticipated play by Yammer to expand the foot print of its platform. I haven't had a chance to play with these new features just yet, so can't comment on the user experience or maturity of the new tools. However, I am wondering how this will affect Yammer's business model in respect to the enterprise and government sectors - the more it adds, the more chance that a purely viral deployment approach will bump into other enterprise applications and systems, which may result in the need for a more formal adoption and procurement approach.

UPDATE: Alan Lepofsky provides a more detailed review and point of view.

Forrester - is enterprise social software still in the early adoption phase?

Enterprise 2.0 is a hot topic as business executives and IT leaders seek ways to bring social technologies into their business. But hype aside, are we close to seeing a social revolution in business? Not so fast. According to our recent survey of 4,985 US information workers, we find that we're still at the very beginning of social software use in business. The employees currently using the technology are early adopters of technology — individuals with high incomes and positive attitudes about technology — who are mostly testing the waters at this point. Thus, content and collaboration professionals rolling out enterprise 2.0 strategies and technologies need to understand how social tools are currently being used before they map out their long-range plans. This report outlines who is using enterprise 2.0 technologies, how they're using them, and the policies businesses need to put into place to support them.

Interesting survey results from Forrester. I've been reviewing some the details shared in coverage on RRW, CMSWire and CIO Asia.

Forrester aren't exactly saying don't bother, but rather the message is that only a few groups of savvy users are seeing the benefits. Interestingly, these standout groups include Generation X and also the the busiest people within a company. In fact, while on one hand Forrester's data suggests social business software isn't critical to users, those users are more productive than non-users. Perhaps they aren't considered critical because critical mass hasn't yet been achieved in the surveyed organisations.

I'm also encouraged by this advice:

Forrester says that while it's good to provide a range of social tools that give workers flexibility, it's more important to find the tools that best address the needs of your workforce. Be sure to evaluate vendors based on how well their technologies address these issues instead of the size of their offering.

This reflects my own opinion that wide spread viral adoption inside organisations is very rare. In fact, I'm talking to more and more organisations where viral adoption has stalled with a group of early adopters - while this is often seen as demonstrating the potential, it doesn't actual help them to move forward to get that all important critical mass.

I also believe that getting social business right can also be a source of competitive advantage, while other organisations continue to experiment (and even fail). The uneven adoption of enterprise social software can therefore be treated as an opportunity at this point.

Anyway, how well does Forrester's survey reflect your experiences?