In a potential blow to Google’s efforts to establish itself as a major player in enterprise software, a leading public university has ended its evaluation of Gmail as the official e-mail program for its 30,000 faculty and staff members—and it’s got some harsh words for the search giant.
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the note, dated April 30, also cited a recent letter to Google CEO Eric Schmidt from the privacy commissioners of ten countries, including Canada, the UK, and Germany—but not the U.S.—that chastised Google for its recent addition of Google Buzz to Gmail. Google Buzz adds social networking tools that the commissioners said compromise user privacy.

Exclusive: Gmail Ditched By Major University — InformationWeek

A response to the article – which should prompt an update within the article itself – folows here:

They’re only stopping the pilot for faculty and staff. The large student population will continue to use Google Apps. It says so right in the press release.

Comment to the article

This is an interesting contrast to the recent funding Cloud Sherpas raised:

Cloud Sherpas not only helps companies migrate and transition over to Google Apps but also provides additional tools to make the productivity suite more useful … recently launched Sherpa Tools, which adds more IT management functionality to Google Apps.

Google Apps partner, Cloud Sherpas, raises $1MM

Google Apps has basically been a total win for the start-up I’ve been helping build since August ‘08: basically within a week of coming aboard, I had all the collaboration tools (mail, calendar and docs) running in our own “private space.” Precisely these kinds of systems have taken me weeks or months to build atop Exchange or Lotus Notes. This without a single dollar of CapEx or person-power needed to buy or admin boxes.

The privacy issues may be of concern to some orgs, but it would be surprising if there were issues that Google and their partners like Cloud Sherpa couldn’t address. Regardless, if you’re interested in speed-to-market with very few out-of-pocket costs, and by “not letting the perfect be the enemy of the good,” there are many benefits to be had for many orgs by rolling out Google Apps over Exchange and Lotus Notes.
photo credit: Caneles

Eric Ries, the driving force behind the “lean startup” movement, which encourages high efficiency and meticulous metrics tracking within entrepreneurial ventures. Ries … noticed a trend among some of the people attending his talks. Many managers from large companies were coming to his sessions to learn what they could, because, as Ries discovered, the principals of lean startups can exist within larger corporations that are attempting to innovate.

Thinking Inside the Box: Eric Ries On Creating Startups Within Large Organizations

Efficiency and metrics tracking – and you can’t achieve one without the other – shouldn’t be  solely the realm of the entrepreneur – they’re core to any successful business.

“The real value is [this] starts to catalyze change because by changing the way you work you start to accelerate that feedback loop [...] and that can become the basis for making other changes,” Ries says.
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Companies could also benefit … by inspiring their existing employees to be innovative, instead of wrangling up entrepreneurs from a startup, which would save them money in the end.

photo credit: westpark

Paving the way for New Thinking helps

New ideas presented from within an organization can be met with derision, resentment and the entrenchment mentioned above – the reason there’s a consulting industry generally isn’t because  organizations don’t have the talent and ideas aboard already. In my experience, those things usually *are* there. The reason outsiders are brought in is to help those ideas get a foothold and succeed.

It’s almost unfortunate, but many times outsiders are brought in because insiders haven’t gotten it done. It’s not that they weren’t capable; it’s that they didn’t. Without assistance, there’s little to reason to believe this will change. So “fresh eyes” come in to help. Those new perspectives can be brought in even from other parts of the larger organization – the point of the exercise is to make time to think specifically about what your processes are, why they are that way, and what the team can do to improve them.

(Management) “have this idea that a certain alchemy will happen that ‘if I bring these special people into my organization, they will teach my regular people how to be special,’ and that’s just a formula for breeding resentment,” Ries told ReadWriteWeb. “If the people doing the acquiring had more of a theory about how entrepreneurship is supposed to work [...] they could start to think of better ways to plug an acquired company into the larger organization, taking advantage of what they’re good at without destroying it.”

Read more of Thinking Inside the Box

The bit about alchemy is mostly true – especially when a larger organization works to consume a smaller, more entrepreneurial organization in whole, it can create a lot of friction without creating the intended value: The good ideas both sides bring are lost to disdain.

Encouraging efficiency and the importance of metrics – “data-driven decision-making” – would improve chances of an organization actually synthesizing what an acquired team had to offer. Putting a framework around how existing team members can be innovative within the organization would make any injection of new ideas that much more welcomed and effective. Then the “fresh eyes” have their best shot at ensuring everyone’s successful.

“Warehouse” projects I’d been involved with previously had been owned and driven by Technology groups. When I ran across this article, it reïnforced a simple message that’s true for implementations of almost any size: Before you start building anything, ask the Business about their primary goal. From the piece:

Creative Commons License photo credit: robinhamman

Business L (person) – I need a data warehouse!
Geek – Why?
BL – Because I need to know stuff.
G – What stuff?
BL – You know, likes sales data and stuff.
G – Can you express that as a single, English question?
BL – I want to know how many of which products we sell in a month, what it costs us, and how much we sold it for.
G – So you want to look at quantity, cost, and purchase price?
BL – Yes.
G – And you just want to know what was bought , when it was bought, and where it was bought?
BL – Exactly.
G – No problem.
BL – Wait, I need a seperate report sorted by sales region, one for product line, one for…
G – Easy turbo. Let’s just start with one specific question and see how that works before worry about any more.
BL- Thank you very much. I find your responses constructive and supportive. I look forward to working with you.

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Can’t you produce a simple prototype very quickly on that information? Wouldn’t it answer a lot of questions that are all basically variations on a single theme?

…

Can’t you just extract a sample of data and slap it on your dev box and go back to BL in a day or two and show him something?

DON’T Build a Data Warehouse

My project management philosophy is simple and effective:

1. Tell folks what you plan to Do
2. Do it
3. Tell them what you’ve Done

Before you can effectively let the business know what you plan to do, it’s beneficial to get as solid an idea as possible of what the business thinks needs doing.

On this current analytics project, I’m the primary client / user as well as the one building the solution. Even so, I’ve let my team know what my plans are and why; I’ve got their buy-in as I’ve already produced several sample reports – and related actionable suggestions – to demonstrate the kinds of insights and intelligence I’m working to produce on an ongoing basis.

I can now proceed accordingly, produce regular results and suggestions, and hope to see those suggestions put in motion.

I recommend reading the referenced article and especially the comments beneath it. Don’t think it applies only to datawarehouse projects – the ideas work for any number of projects.

At its best IK acts like a corporate research library devoted to the policies, practices, products and history of an organization. It is accessible, germane, trusted and utilized. It is the corporate memory and a reflection of how the institution thinks and solves problems.

As a new generation of collaboration tools begins to roll-out (Google Wave , Sharepoint 2010 and others) there’s the usual buzz going around about how these tools will allow companies to better leverage IK on projects and usher in a new age of business productivity. (cue: images of sunrise, fanfare, children playing, etc.) While it’s true that these apps may represent the latest and greatest in collaboration tools the limiting factor on their benefit to your company is likely…wait for it…your company.

You see, I think IK has value only if your company is organized around some basic precepts:

• a company CAN learn from internal history
• failure has value
• success needs formal review too
• project administration is important

If your organization doesn’t share and prioritize…institutionalize…these precepts then whatever is preserved by collaboration software will likely be wasted.

These four precepts interact with IK in some very basic and important ways. Our tendency to emphasize the differences in today’s marketplace from previous ones gives no credence to the fact that consumers (i.e. the people with the money) behave very similarly today as they did 30 years ago. Good ideas need to be remembered and periodically reviewed so that when business conditions change, they can be implemented. If your company doesn’t respect the ideation of those who went before IK tools won’t likely do as much for you as they could.

Now, in my experience, when a brilliant idea fails it’s proud-parent is rarely called upon to give a formal write-up as to why everything went South – in fact the brave soul is usually shunned, marginalized, and if the flop was big enough, rapidly terminated. This is a great way to waste IK. All of the research, documentation, assumptions, presentations, etc. should be handed over to a corporate curator, packaged, cataloged and interred in a corporate archive. The key decision-makers should be interviewed and their learnings recorded. The company spent money, usually millions, on this project and it doesn’t even want to give the project a formal burial. It’s a lost opportunity.

However, what is worse in my opinion, is when a company has a breakout success, fails to understand fully why it happened, and blithely assumes that its success was due to its brilliance rather than the marketplace. If you do not capture the IK on why something worked it can be as risky as avoiding something because it failed once.

Last, project administration; the note-taking; the meetings; the emails; the documentation; more meetings; the uploading; the versioning – project administration amounts to discipline. This is vital to utilizing IK in the future and is probably the least respected component of a successful company. Don’t confuse time worked, emails sent, presentations produced, meetings scheduled, etc. with project administration, what I refer to here is the lost art of taking all the dross of a project; filtering it to understand what happened; annotating when and why decisions were made; preserving and editing the notes…and throwing the rest away. Editing is important to the successful application of IK to new situations. If someone has to sort through a mess to learn something then not only is their time wasted but so it the effort and expense that went into collecting and storing it.

With the advent of a generational shift in collaboration tools, we are undoubtedly on the verge of a new era of workplace productivity (again). This time, when you are considering new collaboration tools give some thought to the way that you collaborate.

• Does the organization have an institutionalized approach to collaboration or are you just posting individual efforts to a glorified bulletin board?
• Are you preserving the hard-fought lessons that you are learning in a rough economy or are you just filling up space on a server and calling it productivity?

High school sports has always had the Golden Square: it’s mobile, social, real-time and local.

photo credit: Ségozyme

Who better to cover high school sports than the local papers? And the school newspapers where these athletes play? (Parents and spectators could participate, too, but we’re baby-stepping here.)

In 2007, PARADE opened up a Finalist List of high school athletes and asked the community to select their favorites. We had galleries – photos and video – that (could) feature the finalists AND write-ins: “don’t like our finalists? tell us yours.”

We built a set of tools and reached out to newspaper partners in the Finalists’ areas.  “Here. Have this.” If they used nothing else, we had links and profile pages: “Even just send us links to stories YOU’VE ALREADY WRITTEN; we’ll let the community and your peers see, vote and comment on those.”

We worked with Reddit on that last piece They’d already built great tools and made it accessible; we wanted to leverage that. We wanted to make our good ideas and web products available, without strings, to our newspaper partners. We wanted to do what we did best and link to the rest. We wanted them to share so we shared everything with them.

At the same time, an Editorial effort worked to coordinate and curate input from High School journos. For them, too, we contacted the schools who had players in a wide list of “Finalists.” This central editorial role was to help the HS journos keep info on
their players fresh and complete.They could post weekly stats, updates of player photos and footage, and any new writeups they created or found.

After the first week, when there was less-than-overwhelming participation, we began trolling partner paper sites for HS football stories. There were plenty, and plenty of good ones. We built pages of links soley out to the partners. And we asked them again – “if you use none of these other tools, send your storties here. it takes 20 seconds and, at the least, you’ll have parade.com’s exposure in addition to your own traffic.”

There were several active contributors. They loved their Finalists and worked at keeping us aware of all those players’ moves in the game, in school , and outside of those. But we weren’t able to put together a robust and complete site, for a national audience, based on the content recieved. We didn’t provide sufficient incentive for widespread and ongoing participation.

The value proposition for paper partner and HS journo participation fell short: it was difficult to sell the value gained beyond additional exposure, access to gratis tools, and the act of working on wider, more social collaboration. We had no historical numbers to point to, as this was the first time we’d taken this on; I’d presumed massive pariticpation and didn’t get it. There was no additional revenues to speak of to share with participants.

It should have worked. We had to work – all of us – within the confines of expectation. I expected it to succeed from the outset. Contributors – journalists at the partner papers and in HS – wanted to to see better returns on investment of time and effort sooner than we delivered.

With True/Slant, we’re working harder to address those challenges. We’re putting together more measurable incentives for participation. It would be interesting to see what we’ve learned – re coordinating distributed editorial resources and showing the inherent benefits of working with the community (the audience) – applied to working on a project like PARADE All-America.

2009 and 2010 will see it improve. It’s social, it’s local, and it can be real-time and mobile – it *has* to work.