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  Earlier this week, the DataPortability WorkGroup was sent a Cease and Desist order by Red Hat to stop using their logo. Opting to take the high road, Chris Saad and the crew decided to hold a logo contest to rebrand the DataPortability WorkGroup. To show our support and to get the prize bandwagon moving, Jive was the first to donate a prize, which was an iPhone. Since then, the prize list has grown to an impressivly long list of goodies, such as:



We believe in the work that the DataPortability WorkGroup is doing and are proud to support their rebranding effort. If you would like to see the logo submissions, check out their Flickr pool. The deadline for submissions is March 11, 2008.


Good luck!

  We put out a press release today about some of the great things that happened in 2007 and how we've taken on a leadership position in this rapidly evolving space. While I'm not one who enjoys flat out boasting, it is very important to us that our successes are recognized so we can build the credibility we need to continue our quest to help companies find smarter ways to work. A couple of the bullet points from the release:


  • We added nearly 800 customers

  • We saw an increase of 325% in annual sales

  • We now have over 2,000 customers, including over 15% of the Fortune 500


Also, to help us steer through this growth phase, we're announced the appointment of Tony Zingale to our Board of Directors. Tony is a Valley heavyweight, with over 30 years of tech experience including his role as the CEO of Mercury Interactive and Clarify. Tony has already been a fantastic addition to the team -- he's got a ton of energy and knows the game inside and out. I couldn't be happier to have him on board.


Download our press release

On the heals of being nominated for a Codie, turns out we're also up for the Intranet Journal product of the year award. But that award is determined by votes, American Idol style.


That means you gotta click three more buttons. This one,  then the radio button under "Document Management/Collaboration Product," and then "submit."


Can we have your support? Bribe-wise, we've got trail mix if you want to stop by the office.


Today we got an email from the Software & Information Industry Association telling us that Clearspace has been selected as a finalist for Best Collaboration Software Solution. Here are the other finalists:


• Adobe Acrobat Connect Professional, Adobe Systems, Inc.

• Citrix GoToMeeting, Citrix Online

• Central Desktop

• Clearspace, Jive Software

• SightSpeed 6.0, SightSpeed, Inc.


We use Adobe Acrobat connect for web-meetings and we like it a lot. Haven't tried GoToMeeting, though I know a lot of people have. Central Desktop is a cool company, we've recently had a good chat with them. Not up to speed on SightSpeed so I'll have to check them out. Looks like a good group!



Jive gets a new logo

Posted by sam_lawrence Feb 18, 2008

Changing company logos is akin to coming up with a new national flag. It never immediately feels like you. And honestly, logos are a pain in the butt. It's hard stuff and harder at Jive because we're so passionate about good ones. Not to mention, our old logo has been around for seven years and has a lot of sentimental value. We've had to deal with new logos at the product level the last couple of years. For you die-hards, you might remember my post on what it took to come up with the Clearspace logo many moons ago.


But before then, we had planned to change Jive's corporate logo. The "Bullhorn" didn't represent collaboration as much as it did an individual voice. And it certainly didn't match the new product logos and corporate identity. We hired a designer to help us back then but it didn't result in anything we loved. It was just a painful experience and we decided to table it and concentrate on Clearspace.


That  behind us now, we embarced on re-addressing Jive's logo a few months ago and this time we shared responsibility in designing it with our mate Raja who had helped us with our product logos. Our design team lead by Michael (with help from Chris, John, Ryan and Amy) were equal members with Raja and Mike Erickson in arriving at the new mark. Big props go to them. 


So, today we begin the long, arduous process of switching out the "old bully" with our new mark. We've started with our website and will be fully transitioned over the next couple of months. We're super happy with Jive's new logo and hope you like it, too. Even though it's brand new, we already feel like it perfectly reflects who we are as a company.


What's awesome about having companies using a single, people-centric collaboration system is that you can get a whole new level of visibility of how people work together. That means that companies can, for the first time, see data they've never seen before. Chuck mentioned this network value in the case study I wrote up over the weekend but I thought I'd share an example. A huge part of the goal of social productivity software is to unify a company and allow them to engage with each other to get work done. To achieve this, it requires a change in behaviors, not just buying some software and hoping for the best. I like how Mckinsey refers to this:

To encourage more interaction, innovation, and collaboration, companies must become more porous by continuing to break down barriers to interactions -- barriers such as hierarchies and organizational silos. Workers will exchange information if there is a fair return on sharing it and a clear value for seeking it.How cool is the word "porous?" It perfectly reflects the level of liquidity lacking in our collaboration with each other. Anyway, we recently pulled some reports out of Jive's own internal Clearspace instance to get a sense of how are working with each other. There's a ton of insight and I'll share more in other posts. Note that we're around 150 employees and have been using Clearspace for a year, but this should be pretty statistically significant. (Big props to Dan Short for pulling this together.)h3. A look at how departments engage with each other

This shows the relationship between department and space for individual pieces of content. Content created within a common space/department has been removed (e.g. content created in the marketing space by marketing individuals was removed) in order to get a better view of cross-functional hot spots.


I think this chart is interesting for a number of reasons, but I'm particularly struck by the level of interaction between Sales and Professional Services. As the size of the bubble suggests, this is the single most active intersection within Jive (business critical!). The Sales to PS handshake is notoriously problematic for many, many companies. Using Clearspace to support an improved Sales to Implementation process through better cross-functional collaboration has the makings of a great story.



Amount our Sales Department engages with other departments

Similar approach to the above view but in this case the overall size of the pie represents total cross-functional activity within that space and then the individual slices show the contribution of the various departments. This view shows the contribution of the sales organization to the different spaces across Jive (other than sales).



Topics that have the most cross-departmental collaboration

This is way to capture the relationship of all publishing activity across Jive relative to where it is happening. In this case, the size of each block represents total publishing activity within that space and the color shade represents the proportion (percent) of cross-departmental contribution (the darker the shade the greater the proportion of cross-department collaboration). Based on this chart, it appears that Jive collaborates the most around product concepts, product integration, new product ideas, and some other boxes too small to show up.



The cool thing is that we have several partner customers who are giving us access to their dashboard data, too so we'll be able to learn much more about the patterns and values beyond our own company. This will allow us to develop smarter ROI dashboards and perhaps develop some relevant product features.

  Twitter has been the subject of much discussion as of late, but not for good reasons. Today, Twitter announced that they are officially done with their hosting partnership with Joyent. Was Twitter demanding better reliability? Or, was Twitter getting it's affairs in order (there are some rumors of a Twitter acquisition in the works). I find it interesting that Twitter would say how much they loved Joyent just before severing ties. Then they told us everything was back up again, but then updated that post to say not exactly.


When Shel originally crafted his open letter to Twitter from the most recent outages, he captured the sentiments we were all feeling. I even commented about it on my own blog. Now, I am not convinced Twitter can handle. And, I don't think it's Twitter's fault.


Dave Winer started a great discussion about Twitter's problems by asking " Why does Twitter go down?"


In plain English, Skype uses a decentralized architecture. Exactly the opposite of Twitter. That's why it scales so well. The reason Twitter goes down is because the more friends people have, the more notifications need to be mirrored. One notice from a user with 100 friends, is 100 notifications. It's a multiplying effect. If many users with many followers are updating their status, the system experiences extreme load and we get the Twitter blue screen of death.


However, a peer to peer solution won't meet business demands for security (why send a message out to the Internet when it just needs to go to the person next to you), which means a distributed architecture would be more appropriate, similar to email.


The reality is that Twitter has grown into something more than any one service should be responsible for. In fact, cottage industries have formed around the service, and VentureBeat astutely points out the harm a Twitter outage causes cottage services.


It's time for Twittering to break free from it's cage.

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