Tools

  • Kaltura and Wikimedia Enable Collaborative Video Creation

    Video is by no means a requirement for collaboration, but its role is expanding.

    When I reported for television stations early in my career, getting a story on the air was—at its best—a truly collaborative effort. Photographers, producers, assignment editors and reporters worked in concert to produce compelling stories. In the editing room, a photographer and I would sit elbow-to-elbow choosing shots, integrating natural sound, and basically creating a visual story.

    Now we’re in a global virtual editing room in which people can edit and produce videos collaboratively regardless of geography. Screenshot_videoeditor Kaltura is open sourcing its collaborative video making software and is partnering with the Wikimedia Foundation. The idea is to bring rich media collaboration to Wikipedia and other wiki web sites. You can check out the beta here. The move combines and extends two collaborative trends: sharing user-generated video and wiki-based collaborative text writing and editing.

    Think of the possibilities. People across the world can capture historic moments and shape history collaboratively through video. People can collaboratively create travel videos as an alterative to the tourism board videos. And in education, the opportunities are limitless. Students can co-create animated content and videos about everything from political science to parapsychology or from anatomy to anthropology.

    In the business realm, companies can generate brand excitement and customer interaction and input by inviting people to co-create videos on motorcycles, hot tubs, books, clothing, skiing…you name it. Within the enterprise, organizations can enhance wikis with rich media. Doing research on a previous product launch? View the collaborative video that your colleagues produced. Taking a business trip to the Mumbai office? View collaborative video on the facility, the local leadership and local events.

    As collaborative and compelling as video wikis (should we call them vikis?) are, how about taking them a step further? The next step would be the ability to collaborate in a real-time mode in which we can interact over voice or video over IP while simultaneously editing and producing videos? Leading digital effects companies in the film industry are already creating value through collaborative, real-time video production using telepresence and videoconferencing. But there are broader possibilities for real-time, consumer-generated video content. After a candidate holds a rally, political junkies who shot video could connect through instant messaging, escalate to VOIP interaction and produce a video on the fly. In the enterprise, people throughout an organization along with business partners could capture a product roll-out globally and produce and publish a video in real-time.

    Integrating Kaltura’s technology with wikis will immediately create broad-scale asynchronous collaborative video editing and production. And the move is a significant step towards real-time collaborative video creation. The possibilities are limitless in that anybody with Web access can participate.

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  • Too Old to Collaborate?

    I was recently briefing senior leaders of a large global enterprise that wants to become more collaborative. They described a common observation: some younger team members are far more collaborative than their older colleagues. The age question constantly comes up—either directly or indirectly—whether I’m briefing senior leaders, working in the trenches of organizations, or speaking to groups. So, it’s time to devote some of this space to exploring age and collaboration.

    Collaboration is by no means new. However, broad consciousness for collaboration and effective tools to support collaborative culture are relatively recent. Collaboration has been a critical success factor for centuries in everything from fighting wars to writing songs. Also, some venerable organizations were built with a collaborative culture from the ground up. The Mayo Clinic is a great example. At the turn of the last century, Mayo was more collaborative than most companies are today. For the first decade, the Mayo brothers performed surgery together, each doctor trading off as the other’s first assistant. The Mayos assembled a cross-functional team of doctors, laboratory experts, business people and communications specialists.

    Since collaboration has been around for awhile, clearly there are plenty of older people who get collaboration. As a society, we must be careful in using the initiative du jour—whether it’s collaboration or something else—to divide people based on age. After all, how collaborative is that? Rather than using collaboration as an excuse to put older workers out to pasture, many organizations should consider how collaboration can unite generations of team members by breaking down barriers.

    Many of the perceptions that older people don’t collaborate have more to do with tools than collaboration per se. People in their 20’s often prefer the immediacy of instant messaging over the relative formality of email, while many people in their 40’s have perceived IM as more of a “communicate with the kids” tool. Their perception is evolving, however, and many are embracing presence-enabled tools including IM, web conferencing and videoconferencing as ways to reach people across functions and regions, collaborate on the fly, and get things done.

    There is also a perception that people in their 20’s know instinctively how to collaborate. This notion is often based on the perceived comfort level of younger people with collaborative tools. However, the assumption may preclude younger people from getting necessary training and participating in a culture shift towards collaboration.

    Age is by no means the most significant obstacle to collaboration in organizations. Some larger issues are internal competition, star culture and unnecessary manifestations of hierarchy. And there are people who unnecessarily compete with colleagues across the age spectrum.

    Focusing on age may short circuit collaboration initiatives by ostracizing older team members—people with knowledge, skills and perspective that cross-functional teams require. If we perceive that older team members are resisting collaborative culture, we must first analyze if the issue is collaboration itself or using collaboration tools. These issues involve different remedies, rewards and training approaches to help people, regardless of age, become more collaborative.

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  • Overcoming Fear of Failure Enhances Collaboration

    Zane Safrit, the highly-collaborative CEO of Conference Calls Unlimited, has added substantially to the conversation about how accepting and learning from failure enhances collaboration. Zane_safrit Incidentally, Zane is a living, breathing example of a CEO who leverages collaborative culture and tools to create value.

    Conference Calls Unlimited has integrated many collaborative tools into its culture. Using the basecamp Wiki product from 37 Signals, Zane notes, helps eliminate backdoor channels of conversation and decisions at Conference Calls Unlimited. But minimizing fear of failure is more about the culture Zane has helped instill than it is about the tool per se. Rather than trying to hide mistakes, team members feel comfortable sharing work and ideas for all to see. Some ideas work and a few fail, but everybody keeps learning and collaborating; and the company benefits from the cultural acceptance that it’s ok to fail. Zane and his team avoid using the word mistake and instead focus on learning and collaborative accomplishments. And the result is that Conference Calls Unlimited, Zane feels, makes fewer mistakes because of the collaborative culture and environment. You can read Zane’s post here.

    Meantime, Citigroup and Merrill Lynch are searching for CEO replacements in the wake of the sub-prime mortgage meltdown. The problem, according to a story (subscription required) by Aaron Lucchetti and Monica Langley in Monday’s Wall Street Journal, is that these firms suffer from a thin talent pool. It seems that the lack of internal CEO candidates stems from a Wall Street culture that is so focused on quarterly returns that leaders quickly lose their jobs if they fail to deliver.

    Something else that’s at play on Wall Street is the star cultures that plague many firms. An individual must perform as a star analyst, star trader, or a star executive. If he or she fails, the company is quick to sack the individual. Trust is out the window, and the organization—as we’re now seeing—suffers. This kind of culture gives rise to scandals including numbers fudging. Enron, which had a star culture, comes to mind. In collaborative cultures, team members brainstorm, make mistakes, chalk up successes, and often create far more value for the organization. Overcoming the fear of failing advances collaborative culture and can deliver significant returns.

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  • Bill Gates, Jeff Raikes and Collaboration Microsoft-Style

    “The PBX is almost like the mainframe was,” Bill Gates told customers and business partners yesterday at the Bill Graham Civic Auditorium in San Francisco. Gates was referring to the private branch exchange, the device that links businesses to the public switched telephone network. Gates added that the shift from the public switched telephone network to unified communications over Internet protocol is “as profound as the shift from typewriters to word processing software.” Later, Jeff Raikes, president of Microsoft’s business division, insisted that unified communications will transform business communications as much as email did in the 1990’s.

    Gates_and_raikes

    Gates and Raikes were speaking at a launch event for a suite of communication and collaboration products: Microsoft Office Communications Server 2007, Microsoft Office Communicator 2007, Microsoft Office Live Meeting and Microsoft Roundtable. Microsoft Office Communications Server makes multiple collaboration and communication modes available right from business productivity applications. Collaborators can see instantly which colleagues are available and can connect on the fly through instant messaging, voice, web conferencing or videoconferencing. This capability is called presence. Microsoft Office Communicator 2007 is the client software, while Microsoft Office Live Meeting is the latest version of Microsoft’s web conferencing software.

    Roundtable_2

    RoundTable (see image) is a table-top video and audio communications system that provides a 360-degree view of meeting participants plus tracks the speaker. The most compelling aspect of RoundTable is the ability to capture meeting audio and video and review key portions later.

    Microsoft and fifty partners participated in the event. And although “unified communications” is the label these companies are using for the new, merged approach to communications, this effort is as much about enhancing collaboration as about communication. And, in fact, Microsoft customers appearing in a video shown during the event and futurists presenting on Microsoft panels later in the day repeatedly referred to improved collaboration.

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  • Qwaq 2.0

    I had a far-reaching discussion this morning with Greg Nuyens, CEO of Qwaq. When I first blogged about Qwaq on March 13 (you can read that post here), the start-up was, well, just starting up.

    Qwaq_forums

    But on stage at the Intel Developer Forum in San Francisco yesterday, there was Greg Nuyens alongside Intel Chief Technology Officer Justin Rattner. Greg was demonstrating Qwaq Forums, which is hybrid real-time and asynchronous 3D collaboration for the enterprise. You can check out the video of Greg’s demo here (scroll down to Justin Rattner’s September 20 keynote and launch the webcast. Greg’s demo begins at around time stamp 21:00.)

    Greg’s big news is that Intel, aside from being a user of Qwaq, is partnering with Qwaq. The two companies are integrating Intel’s Miramar technology, which discovers and defines relationships among desktop documents and other files, with Qwaq Forums. This will merge 2D enterprise applications into 3D collaborative work spaces.

    Greg and I hashed out an easy explanation of what the integration means to users. I said “content management meets collaboration.” And Greg made it better with “collaborative content management.”

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  • Collaboration Roundup: CEO private lives, Google collaboration, and Adobe CS3

    I’ve been on the road speaking on The Culture of Collaboration a lot recently. Meantime, material for this blog has been piling up, so I’ll share a few items:

    There was a fascinating story in The Wall Street Journal on September 5 headlined “Scholars Link Success of Firms to Lives of CEOs” by Mark Maremont. You can read the story for free here. The story describes new research involving how the personal lives of CEOs may impact stock prices of their companies. The theory is that a family death or a recent large house purchase are distractions that negatively affect shareholder value.

    Among the studies the story mentions is one by two Penn State professors called “It’s All About Me” which is to be published in Administrative Science Quarterly. The study concludes that narcissistic executives take greater risks, leading to bigger swings in profitability of their companies. You can read the paper by Arijit Chatterjee and Donald Hambrick here.

    The Wall Street Journal story hints that a CEO-centric star culture drives many companies. This is shortsighted leadership. It’s no surprise that narcissistic executives expose their companies to uncalculated risks. Too often, star cultures breed shoot-from-the-hip leadership rather than consensus building through broad input. As companies adopt more collaborative cultures, swagger and narcissism become less appropriate and one leader’s distractions are less likely to jeopardize the company.

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    Google Docs let people collaborate on documents screen-to-screen. I’ve been checking out the tool recently. The drawback is that it’s not quite real time, but the potential is huge. Google hosts your documents for free, and you and your colleagues can log in and access them from anywhere.

    Google has just enhanced the service with the ability to create and collaborate on presentations from anywhere. The capability stems in part from Google’s acquisition in April, 2007 of Tonic Systems. For more on this, check out Clint Boulton’s September 18 story in eWeek headlined “Google Offers ‘Collaboration in the Cloud.’”

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    I’ve been meaning to write more about Adobe and its tools. Core customers for such Adobe products as Illustrator, Photoshop, Flash and Dreamweaver are highly creative—and creative people are often collaborative. I’ve been checking out some of Adobe’s products recently. Acrobat Connect is the web conferencing tool that enables screen-to-screen sharing and annotating of Adobe’s other products and other applications. You can read my June 18 post about Acrobat Connect here.

    I’ve also been checking out the new Adobe Creative Suite 3, which coupled with Acrobat Connect, lends itself to collaborative design. Using CS3, geographically-dispersed designers can create vector graphics, develop web sites, edit images and layout pages collaboratively. Marketing people can collaborate with designers in real time, annotating everything from brochures to web designs.

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  • Why Ford Should Keep Volvo

    As Ford Motor Company refocuses on its core brand and operations, media reports indicate that the company wants to offload Jaguar and Land Rover and may be willing to sell Volvo Cars. These brands comprise Ford’s premier automotive group. For the record, Ford has denied that Volvo is on the block.

    Clearly, Ford faces challenges. So far in 2007, Ford’s sales are down more than 12 percent over the same period last year. And Ford has reportedly received initial bids for Jaguar and Land Rover. While Jaguar and Land Rover have been losing money, Volvo is another story. Volvo has been producing profits of $800 million to $1 billion per year, according to a July 17 story in The New York Times headlined “Ford Seeking a Future By Going Backward.” You can read the story here (registration required).

    But Volvo’s value to Ford goes beyond sales and even beyond the substantial expertise in safety that the Swedish company has provided to its American parent. The greatest value Ford stands to gain from keeping Volvo is the culture of collaboration. Volvo has a highly-collaborative organizational culture in which hierarchy takes a back seat to results. When they feel strongly about key decisions, junior people are quick to challenge senior leaders.

    As I mention in The Culture of Collaboration book, if Volvo’s CEO were to propose a new strategy during a meeting, a junior person would feel comfortable telling him that his ideas require further discussion. Volvo people spend considerable time reviewing, negotiating and discussing until they agree. Then the team proceeds with paced discipline. Some of Volvo’s culture is rubbing off on Ford’s other operations, particularly in Europe, as Ford “commonizes” certain parts and collaborates more across brands.

    Ford, which has been stymied in part by hierarchy and lack of collaboration, should keep Volvo and make a concerted effort to apply Volvo’s collaborative principles and culture across Ford’s operations. Volvo derives its culture in part from Swedish culture which is more collaborative than the dominant culture in the United States.

    While there are already efforts to integrate more collaborative tools into work styles, Ford needs to focus at least as much on culture as on tools. Meantime, Sweden is proud of Volvo and wants it back. The Swedish newspaper, Dagens Industri, reports that Volvo insiders are trying to arrange for Swedish institutional investors to buy Volvo, should Ford want to sell the unit. You can read the translated version of the story here.

    One advantage Ford has is that Alan Mulally has taken the helm as President and CEO. Mulally understands the value of collaboration from running Boeing Commercial Airplanes. In The Culture of Collaboration book, I write about how Boeing has reinvented itself as a large-scale systems integrator and has shifted away from designing and building airplanes by itself. Boeing now collaborates with design and manufacturing partners to produce the 787 Dreamliner and other planes. The term I use to describe Boeing’s new approach is global collaborative enterprise. Mulally should draw from his background at Boeing and from Volvo’s example to transform Ford’s culture into a collaborative one.

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  • Networking and Collaboration

    Networking with people who share your interests is often the first step to effective cross-organizational collaboration, but staying in touch with people after conferences and trade shows is by no means automatic. The first step is a system that makes contacting people easy. I have blogged extensively about presence, which is the ability of a person or device to communicate with others and display levels of availability. IM has introduced us to presence. But what about people we meet at conferences whose information is on business cards rather than in a database? Echoing the classic 1995 book Being Digital by Nicholas Negroponte, it’s a challenge of turning atoms into usable bits.

    I attend many conferences, and I usually end up with a pocket full of business cards, some with notes on the back about conversations and follow-up items. While I make and receive calls and exchange email with some of these contacts, I rarely find the time to manually enter the information from every business card into my contact database. There is, however, an effective solution.

    Cardscan_team_with_laptop_reduced_c

    I’ve been using an incredibly-useful product that automates business card data entry. CardScan Team combines simple and intuitive contact management software and a sleek business card scanner with the ability to share the database with colleagues on a network. I scanned a stack of cards, one after the next, and processed the pile in a couple of minutes. CardScan Team efficiently recognized name, email, phone numbers, fax, address, URL and other information and placed it in the right fields instantly. The software is smart enough to know that there are many ways people indicate phone numbers on cards including “p” or “tel.”

    I assigned a customized category with the name of the conference so that I could easily query the database for all of the contacts I met at that venue. CardScan Team displays the front of each business card and provides the option of scanning the back. The software also enables users to export the data to Microsoft Outlook. CardScan Team had trouble with only one card in my stack that displayed some fiery red text, but the software let me easily make a couple of quick changes to the data. CardScan Team, which costs $399.99, synchronizes with mobile devices. The product also includes secure data back-up and password-protected access to that data via a browser.

    CardScan Team enhances collaboration by letting us share contact information with colleagues in real time and by dramatically decreasing the time and hassle factor involved in keeping in touch.

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  • Collaboration Produces First Boeing 787 Dreamliner

    On Sunday, Boeing unveiled its first 787 Dreamliner at the company’s final assembly plant in Everett, Washington. With former NBC News anchor Tom Brokaw hosting the festivities, Boeing broadcasted and webcasted the event in nine languages to more than 45 countries. 787_launch Boeing Commercial Airplanes VP and GM Mike Bair made an important remark for those of us interested in collaboration: "I am so proud of the men and women of Boeing and of our partner employees in the 70 companies that have brought this airplane to the passengers of the world."

    Bair’s reference to “partner employees” is significant in that Boeing is moving away from designing and manufacturing planes by itself. Instead the company is becoming a large-scale systems integrator and collaborating with global partners to produce the 787 Dreamliner and other planes. In The Culture of Collaboration book, I describe the 3 levels of collaboration at Boeing and how CIO Scott Griffin and Sergey Kravchenko, president of Boeing Russia, worked together to create a real-time collaborative design environment and the culture to support it. The environment, culture and tools that Griffin and Kravchenko have implemented have helped create a more efficient and profitable business model for Boeing. 

    The book uses Boeing as a model for the global collaborative enterprise (GCE), which I define as “a collection of interdependent companies that engage in shared creation of value, often in real time.” The partner employees to which Mike Bair refers are the collaborators who comprise Boeing’s GCE. While more and more companies are collaborating internally, very few are in the same league with Boeing when it comes to collaborating with business partners.

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  • Visual Collaboration and a Prosecution Dream Team

    I had lunch the other day with J. Christopher Anderson, part of the prosecution “dream team” recently honored with a “home run hitters award” from the National District Attorney’s Association. The award stems from the efforts of Chris and his colleagues in the Lucas County Prosecutor’s Office in Ohio to solve a cold murder case.

    The case involved the stabbing death in 1980 of a Toledo nun. Prosecutors persuaded a jury last year to convict Toledo priest Gerald Robinson of the murder. During the trial, witnesses testified that Sister Margaret Ann Pahl was stabbed 31 times, including nine wounds shaped like an inverted cross and made through an altar cloth.

    Chris mentioned how he and his colleagues are using the SMART Board interactive whiteboard from SMART Technologies in Calgary, Alberta, Canada. SMART is particularly helpful in presenting scientific evidence-oriented cases such as the Gerald Robinson trial, because prosecutors can mix images, video and other digital files on the board and annotate the content to help juries understand their arguments. In one case, Chris says he used the SMART board to demonstrate through an animation how a bullet pierced a door.

    Using interactive whiteboards helps collaborators achieve common goals. For prosecutors, the goal is a conviction. While using an interactive whiteboard at a trial is more presentation-oriented, prosecutors can also use such tools more collaboratively while developing trial strategy. And many other occupations can enhance goal achievement and collaboration through interactive whiteboards. For engineers, the goal might be designing a world-class skyscraper or developing a more effective integrated circuit. For businesspeople, the goal might be penetrating a new market.

    When we talk about collaboration tools, we’re usually referring to tools that collaborators in different locations use. In The Culture of Collaboration book, I point out that as distance collaboration tools get better, our challenge is to collaborate as effectively in the same room as we do remotely. Interactive whiteboards address this issue. We can push content from our laptops to the boards, group write documents, work together on graphic design or presentations, and even edit videos together in the same room. The take-away is that collaboration should be as effective when we’re sharing the same physical space as it is when we’re geographically-dispersed.

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