Author: JP

Note: This is a follow-up post to one I wrote a few days ago, The Facebookisation of the enterprise, given the kind of interest it generated. People seriously interested in the subject may wish to read my nine-part series on Facebook and the Enterprise from 2007. The first part remains my most-read post,  apart from the kernel for this blog: Building Society for the 21st Century, which is a page and not a post. You may also be interested in my Twitter in the Enterprise series, a sample of which is here.

If the IT department was made to behave like Facebook, what would an enterprise look like?

You join the “company”. You do this by using a personal token like an email address, choosing a password for all your activity in the company, then filling in some basic profile info. You’re all set. At this stage no one has given you a computer or a phone or anything like that. You’re Generation M. You come fitted with these things as standard. The first thing the IT department would need to provide is simple self-service signup. Access.

Because you’re in a new “social network environment”, one of the first things you do is look for a way to discover which of your friends is already here. So you look around. You need tools to do this looking around. You’d also like to invite the friends you already had into this space. Importing contacts, address books, that sort of thing. So you need tools to do this as well. The second thing the IT department would need to provide you is a set of directories, and ways of adding to them, searching them, extracting from them.

You don’t want the directory to be a firehose, so you want some ways of managing your lists. Making sure that you can group people the way you want to. Friends, family, group, company, department, location, whatever. So the third thing the IT department needs to provide is tools to classify the elements of the directory.

Knowing who’s around is a fat lot of good if you can’t connect with people. So what does Facebook do? It provides you with ways to send people messages, chat with them, converse, communicate with them. Publish stuff, upload stuff, read stuff, view stuff. The IT department must therefore provide communications tools, that’s the fourth thing.

Everything in business happens because people talk to people. [Even black-box trading is people talking to people, but delayed and via proxies]. It helps if people could plan when they were going to talk to each other. Facebook calls these things events. Meetings are nothing more than events. Tools for scheduling events is the fifth thing that the IT department needs to provide.

[Strangely, telcos used to have a stranglehold on the first few items: directories, groups, modalities of communication. But for some strange reason they never bothered to provide scheduling tools. Microsoft were the first to fix this gaping hole.]

Profiles. Directories. Groups. Events. Things published, like links, videos, photos. Relationships between all these things. None of which is static. Which means there needs to be a way of telling people what’s new, what has changed. Who’s joined, who’s left. Who was born, who died. Who joined up together, who broke up. Hatches, matches and dispatches as they used to be called. Which is why Facebook has a News Feed. The sixth thing that the IT department would need to provide is a News Feed. And ways of managing the firehose.

These are just the foundations. When people use Facebook, they use a series of other applications. Applications built by third parties on the developer platform. Applications accessed via Facebook, using the identity and relationship and profile and activity data provided by Facebook. Applications whose access to that data also requires the permission of the person whose profile it is.

Which is the final thing the IT department has to provide: A developer platform with the appropriate controls and service wrap around it.

Access to the environment, directories, ways to group people,  modalities of communication,the ability to schedule events, the publication of records of changes. And a developer platform that allows people to build edge applications that use this core in a safe and controlled way.

Was I talking about Facebook? Or was I talking about the IT department?

Which brings me to my final point. Facebook does not invest in the edge apps, build them, host them, amend them. They don’t support them, maintain them, back them up. I think IT departments would do well to learn from this. Let the people at the edge build what they want, within a 21st century enabling framework. They know what they want better than any IT department can. What the IT department should do is their utmost to guarantee safety and security of access, privacy and confidentiality, search and subscription tools, scheduling tools, data migration tools, visualisation and mashing tools, prioritisation and ranking tools.

Sometime later this month I want to spend time talking about the semantic web, linked data, the Web Science Trust and related subjects. I will also spend time on publish-subscribe and enterprise buses, on augmented reality. On mobility. On opensource. And bring it all back to Platforms and Stewardship.

In the meantime, I’d love some feedback.

Everywhere around me I see more and more examples of resources, interactions and even entire marketplaces converted into virtual constructs. Abstracted. Expressed in ways that allow for sophisticated models and simulations. In fact that’s one way of looking at what’s happening at the Singularity University.

Everywhere around me I see more and more examples of situations where the core problem people are trying to solve is that of trust. There appears to be a lot of work being done trying to distil trust into something formulaic, data-driven.

And this is good. Data-driven is good. Feedback loops are good. Abstractions and models are good.

But.

There’s something very human about trust. Something more related to the Age of Biology rather than the Age of Physics.

We’ve seen what happens when we rely on mathematics for ratings and values and decisions. Last time round it was called the Credit Crunch. A decade earlier it was called LTCM. Whatever.

You cannot legislate for ethics. Enron would have been SOx-compliant. Basle II may well have triggered some aspects of the recent financial crisis. Michael Power at LSE has been banging on about the implications of “managing” second-order risks for some time now. And he’s been right.

Some of us believe passionately in the power of what’s happening today, in terms of democratisated tools and access and community-based approaches to many things, from home to work to government and beyond. In fact, I’m personally somewhat at a loss as to why no one has really put together the right community-based vehicle for “climate change”, built as an open and transparent platform, on opensource principles and in a global inclusive manner.

Trust is about covenant relationships, not about contract relationships. In a contract you await breach and effect recourse. The question answered is “who pays?” In a covenant the question that’s answered is “how do we fix it?”

I think we’re going to spend a lot of time in 2010 learning about covenant relationships and their role in society. At home. In the community. At work. As a nation. As the world.

Stewardship, my word for 2010, is based on platforms. Those platforms need to be underpinned by trust. Not the trust of physics but the trust of biology. Because that is how value is going to be generated.

Imagine an “enterprise” world where:

• You chose your own phone
• You chose your own portable computing device (which may be your phone)
• You chose your own desktop computing device (which may be your television)
• You chose the operating systems you put on these devices

In other words, the IT department had “lost control of the device”.

Imagine an “enterprise” world where:

• Your identity was actually yours and independent of the company you worked for
• Your network of relationships actually described the people you spoke to, spent time with, worked with
• Your “company” profile looked the same as your web “profile”

In other words, the HR department had “lost control of the profile”.

Imagine an “enterprise” world where:

• You signed up to the subscriptions, alerts and services you wanted to sign up for.
• You downloaded the apps you wanted to use.
• And, if the services or apps needed paying for, you used your credit card to do it.
• You did what the “job” needed you to do

In other words, the IT, HR and Finance departments had “lost control of the job description”

Imagine an “enterprise” world where:

• You could use your own email id
• You could use your own phone number
• You could use your own usernames and passwords

I could go on and on. But I won’t. I hope you see my point.

Generation M (the mobile, multimedia, multitasking generation, born post 1982) is in the workplace. They don’t have to imagine any of this. It is how they live their lives. And if we want access to their talent, we need to change.

Which is where the enterprise needs to look a bit like Facebook. Responsible for identifying, authenticating and permissioning people, making sure that appropriate controls are in place from a privacy and confidentiality perspective. Responsible for providing an environment, a platform, for people to congregate electronically. A marketplace, a bazaar. A place where people converse with each other, share their interests, identify inventories, discover prices, negotiate, trade. A place where the things that need to be recorded get recorded, as in everyday life. Cash withdrawals, credit card usage, access to secure premises, and so on. A place where the things that need to be shared are made simply shareable, without the nonsense of bad DRM.

I’m being extreme, just to drive the point home. Of course people can have job titles and departments and cost centres and functions and job families and a whole lot else. But these are not the main event. They’re meant to be things that help people get work done.

Of course people can be asked to annotate what they did with their time, in environments where customers are to be billed in accordance with that time. But the main event is to do with the quality and quantity of output, not inputs.

Of course people should have their phones and laptops encrypted if sensitive customer information is held on their devices. But let’s also look at ways of avoiding holding sensitive information on devices that can be mislaid or stolen easily. Encryption again is not the main event.

As Keynes said, the engine of a healthy enterprise is not thrift but profit. For any business, the best strategy is to hire good people. Once we hire good people, why keep telling them what to do and how to do it? Be there for them. Teach them. Expose them to the problem domain. And provide an environment where their safety and security (and that of the customer) is sacrosanct, where they understand what they have to do, where the tools they need are available, where they can share with each other and learn from each other.

We make a lot of noise about teamwork, about collaboration, about knowledge management. None of these is complex per se. But they can be made that way.

We have to stop putting sand where we need oil, sugar where we need petrol.

Otherwise the engine of the enterprise will sputter.

So.

The next time you look at Facebook, think about your IT department. Think about your shared service functions. Think about your company. Are you doing the important things?

Rip Van Winkle was a character in a Washington Irving short story who went to sleep before the American War of Independence and woke up twenty years later in an independent US of A. A loyal subject of the British Monarch, he went to sleep to run away from his nagging wife, and woke up to find that his wife had died, his friends were nowhere to be seen and the British Monarch was no longer of any import in his land. So he “saw” dramatic change seem to appear “overnight”.

If, instead, he’d gone to sleep at the end of 1989 and woken up this morning, these are some of the changes he would have seen:

Costs of compute power

A gigabyte of storage

The Mobile Phone

Access to the internet/the web

Windows/The Desktop

The march of AIDS

Climate change: The Arctic Icecap

Just sayin’.

Note: My thanks to Orin Zebest for all the photographs, provided via Flickr on a Creative Commons Attribution Licence. Orin, you’re Ze Best. And I’ve left all your original titles in!.

Note: I had some trouble with the photographs when viewed via the permalink. I’ve reloaded each one from a different “source” and with standardised parameters and it seems to work. Let me know if you have any trouble.

2010: The Year of Platforms

I think 2010 is going to be the Year of Platforms. Not Snake-Oil-as-A-Service. Real honest-to-goodness heavy-lifting platforms. The stuff that makes it possible for everyone to have Everything-As-A-Service.

Some of you think that platforms are passe, so 2007. Some of you think that platforms are cloud-cuckoo-land, to be filed alongside the Paperless Office and the Paperless Loo. To my mind there’s something very William Gibson-ish about platforms: the future’s already here, it’s just unevenly distributed.

In 2010, we will see this distribution become more even. We use platforms every day, it’s just not that obvious to us. A credit card is a platform, as Richard Schmalensee and David Evans pointed out so vividly in Paying With Plastic. An airport is a platform. Facebook is a platform, as is Twitter. As is LinkedIn. If you’re using a smartphone to read this, then you’re probably using a platform: both iPhone as well as Android are platforms. If you’re at a desktop and using Firefox and WordPress, as I am, they’re platforms as well. Amazon.com is a platform, as is Force.com. Ribbit, the reason I spend a good deal of time in San Francisco, is a platform. Each with its own ecosystem. Each working with other platforms in a co-opetitive, almost fractal way.

So just what is a platform? A place. A device. A company. An everyday item. Bits of software. All of the above.

When I say “platform” I mean:

• something that is a foundation, an enabling environment, upon which others can build things, make things
• something that exists for a specific purpose (or set of purposes), and which invests in capabilities related to those purposes
• something that then makes it easy for people to use those capabilities
• something that does all this in a commercial model that facilitates the creation and development of new products, new services, new markets, new marketplaces
• something that can coexist with other platforms and ecosystems

Humour me for a minute or two. Imagine what would happen if enterprise IT departments started behaving like the platforms that I defined above. A foundation. An enabling environment. Something that exists for a specific set of capabilities, that executes on those capabilities, that makes it easy for people to use those capabilities, that supports the creation and development of new products and services. You know something? I think many boards would be happy to have an IT department that did just that, that behaved like the platforms defined above.

It’s not just about IT departments. It’s about all shared services. Actually it’s about all services. You see, whenever something gets produced and consumed at the point of production, whenever something cannot be inventoried or “bottled”, there is something quintessentially human about the phenomenon. So we have more to learn from biology than we have from physics, something we’re slowly getting better at. Slowly.

The importance of trust

Service is a human concept. Human beings concern themselves about all sorts of things above and beyond the “fit-for-purpose-ness” of the service. They care about their personal safety and security, about fairness and equality in the environment around them, about simplicity and convenience of use, about many such things. And they care about the exchange of value taking place, what they have to give up, what they gain for it. Humans want to trust the people who provide them with the services, they want to trust the people who provide the platforms underpinning the services.

In a hierarchical world, with deep vertical integration and end-to-end control, this may have seemed easy. In a networked world all this becomes a lot harder, as vertical integration becomes less feasible, as services become more and more “horizontal”, as end-to-end control becomes a nonsense. In such a context, trust becomes more and more important, a point that Chris Brogan makes eloquently in his book Trust Agents. Let me give an example. People can give me a million reasons why Facebook should be considered “closed” and “evil” and whatever else. But to me Facebook is the place where Dave Morin works, where David Recordon works, where Chris Kelly works. They become the face of Facebook to me, and if I trust them I trust Facebook. I cannot do otherwise. It’s the same with Amazon. Every time I meet Werner Vogels I meet Amazon. Trust agents. If I don’t like something I am free to express it; if enough people express themselves similarly then things change. Customer-driven change, built around trust relationships. That’s the way it is nowadays.

Anything that aspires to be a platform needs to engender this trust. So when you look at “platform APIs” don’t be surprised at what they do at their core. They’re usually about a very small number of things:

• user directories, adding and removing people, grouping and classification
• identity, authentication and permissioning
• service and data inventorying, cataloguing and access
• publishing of things digital
• distribution of things digital

The need for openness and transparency

Much of this is done to satisfy the security, safety, privacy and confidentiality aspects of human needs. It’s not about control. It’s about what people want. Of course the platforms can do this more openly, more effectively. But we have to remember these are pioneering times for open platforms. Marty Cooper made the first mobile phone call in 1973. Tim Berners-Lee wrote his Web paper in 1989. Software-based open multisided platforms are relatively new in comparison, and they will adapt to achieving the trust levels necessary.

Back to the IT department. One of the reasons people distrusted the IT department was the smoke-and-mirrors black-box nature of the beast. What was not expressed clearly was not understood. What was not understood was not trusted. Back to the trust issue. Do what you say you’re going to do. Do it. Prove you did it.

This requires something somewhat alien to the command-and-control nature of the traditional firm. Openness and transparency.

Verifiability

That’s why you can find open, accessible and extensive documentation on APIs in places like the Facebook Developer Wiki. But it goes further than that, because trust works in daisy chains. So Facebook have to say “policy” things like “You must not use a user’s session key to make an API call on behalf of another user.”. Why? So that their identification, authentication and permissioning is seen to work. And seen to work verifiably.

Another example. This is what Apple has to say as part of the documentation for the iPhone Dev Center, under Fast Launch, Short Use:

The strength of iPhone OS–based devices is their immediacy. A typical user pulls a device out of a pocket or bag and uses it for a few seconds, or maybe a few minutes, before putting it away again. The user might be taking a phone call, looking up a contact, changing the current song, or getting some piece of information during that time.

In iPhone OS, only one foreground application runs at a time. This means that every time the user taps your application’s icon on the Home screen, your application must launch and initialize itself quickly to minimize the delay. If your application takes a long time to launch, the user may be less inclined to use it.

In addition to launching quickly, your application must be prepared to exit quickly too. Whenever the user leaves the context of your application, whether by pressing the Home button or by using a feature that opens content in another application, iPhone OS tells your application to quit. At that time, you need to save any unsaved changes to disk and exit as quickly as possible. If your application takes more than 5 seconds to quit, the system may terminate it outright.

So Apple take care of the user experience through the policies and guidelines of their platform.

As I said before, it’s not just about the IT department, I used them as an example. Every firm is a platform. Why stop at firms? This thing is fractal. Aggregations of firms, entire markets, are platforms.

Even governments are platforms. Platforms that identify, authenticate and permission people to use products and services, that allow them to publish services and data, to subscribe to services and data, in a controlled manner. Platforms that allow people to build new services simply and efficiently, that allow markets to form and be formed.

Yes, governments too are platforms. Something that Tim O’Reilly has been driving for quite some time, and something that the current administration appears to be taking seriously. But open government is no simple matter, even with all the heart and will in place. We use terms like collaboration and teamwork and innovation freely, but making them work in a government context is easier said than done.

Small pieces loosely joined

Yesterday my daughter wanted me to buy something from AllPosters,, and when I did I was faced with a variety of payment options. Not just the traditional Visa or Mastercard. But stuff like PayPal and Amazon Payments. Sometime before that I was using InstaPaper to bookmark stuff I wanted to read later, and I watched some stuff on Boxee. In both cases I think I used Facebook Connect. Some of you have heard me speak about using last.fm and audioscrobbler and FoxyTunes and TwittyTunes and Firefox and Twitter in a simple chain before.

It’s where things are going. Sets of small horizontal services doing simple but important things, with the customer having a level of choice at each stage rather than being faced with lock-in. Platforms have to be about choice, no one wants to learn the AOL way again. Walled gardens do a prison make.

It’s not enough to be open, the platforms have to focus on open innovation. As the saying goes, none of us is as smart as all of us. Whatever set we belong to, the aggregate of smart people outside the set will usually overwhelm the aggregate of smart people within the set. Innovation takes place most effectively at the edge where two well-bounded domains meet, and collaboration becomes even more important as a result.

I guess all of this strikes some of you as utopian and rose-tinted and overly optimistic, but I urge you to look for yourself. Think about mail. Think about publishing. About “sharing”. About bookmarking. About paying. About watching. About reading. In a digital context you have choice for every one of these activities. Sure there are dominant market leaders. And sure there is immense resistance to their dominance. Monocultures will not be tolerated, not by the public, not by the regulators, not by the competitors. It’s only a matter of time.

Which means that interoperability and standards become very important.

Interoperability, standardisation and convergence

It has taken a long time for people to figure out that the data centre and the exchange are like Kipling’s Judy O’Grady and the Colonel’s Lady, sisters under the skin. The very concept of cloud computing, and of cloud services, has been a long time in the making. And we’re going to need a lot of work done to get interoperability right, to get the standards right. And the standards aren’t just about formats and protocols, they’re about the data. Which is why microformats are going to grow in importance, why Linked Data will become critical, why the Web Science Trust set up by Tim Berners-Lee is such an exciting proposition.

As all this takes place, we have to keep reminding ourselves of the biggest change that has taken place as a result of the Web. The power of Us.

Customer power and rights

Anybody can build a digital bookstore, but they can’t get millions of reviews overnight. Anyone can build a photo site, but not get a bazillion tags overnight. Anyone can build an auction house, but not get millions of buyer and seller ratings. Anyone can build a social network, but not get yottabytes of user-generated content stored with them. In today’s world, 20 million is a public beta and 500 million the table stakes for entry into global marketplaces. People will come where they can deposit their data easily and take it out as easily. They know that they are instrumental in creating value. So initiatives like Doc Searls’ VRM will become very important. [Sometimes people get hung up about the name. Don’t. The concept is important, not the name.]

Scale and its implications

As I said before, all this is taking place at scales where we’ve never operated before, or even conceived of operating before. Skype, Apple, Facebook, Amazon, PayPal, they’re all showing us scale in a way we’ve never seen before. But up to now much of the scale has been achieved in some sort of walled garden. That’s going to change. Google. What we’re seeing with OpenSocial and Android is not to be taken lightly, what we’re seeing with Facebook Connect and Amazon Web Services is going to get bigger and bigger.

Platform-based scale has its effects on cost points and price points, on coverage and availability. And the changes have already taken place. It takes nearly nine minutes for light from the sun to reach us. Something similar is happening with platforms. Platforms beget scale. And ecosystems.

IT departments will have a choice. Firms will have a choice. Governments will have a choice. To paraphrase Gandhi, they can be the change they want to see. Or fossilise watching.

Health. Education. Welfare. Communications. Transportation. Welcome to the world of platforms. Or…..

Back to the old IT department. Creating and operating an enabling environment. Handling the directories and catalogues and relationships. In some cases operating Apple-like and “certifying” the applications, in other cases taking a laissez faire approach like Facebook does. Leaving the choice of device to the individual. Letting that individual select the services she wants. Relaxed about the hosting of those services, making that the responsibility of the application provider. Focusing on doing the core things well, in an open multisided marketplace.

So what’s wrong with the picture?

Yup, the sky’s got a fold in it.

If we don’t get the cloud computing environment right, we will hold all this up for a few more years. Which would be a terrible waste. A waste of energy, of scarce resource, of money, of time. Of everything.

Platforms are the way forward. Platforms can and will happen. Platforms are happening. We just have to make sure that the infrastructure for the platforms is done right. Infrastructure in terms of compute cycles, storage and bandwidth. Infrastructure in terms of interoperability protocols, standards and guidelines. Infrastructure in terms of duties and rights and regulations. Infrastructure in terms of sustainability and affordability.

If I had to choose one word for 2010 it would be Stewardship.

Stewardship made possible by open platforms on reliable infrastructure.

Have a great 2010, everyone. Especially if you got this far reading this post.

My thanks again to Orin Zebest for all the photographs, provided via Flickr on a Creative Commons Attribution Licence. Orin, you’re Ze Best.