Where are the Web Work tools?

I’m writing this on Friday afternoon. Through the magic of social networking I know that several friends of mine have “checked in” at local pubs and are already imbibing Portland’s finest. I also know that a former colleague now living in Denver is stuck at JFK. I know that one of my favorite VCs returned to San Francisco this morning from North Carolina via PHL and ORD. He shopped at Whole Foods for what I assume are ingredients for a dinner that I am sorry to be missing. Plus, a friend pointed me to the latest thinking on the possibility of parallel universes.

What I don’t know right now is whether my Web designer has picked up the latest copy I posted to our shared server. I don’t know if our dev team has decided to push the latest changes over the weekend. Tomorrow I plan to prepare our financials, but I don’t know if our accountant has made the updates to the chart of accounts. I have no email from him; I should have called him before he left for his beach house.

Like most people, at any given time I focus on three or four objectives. Why can’t I know as much about those as I know about the drinking habits of my friends? Why don’t I have activity streaming, location updates, automated availability, ubiquitous micro updates, and integral ratings and feedback from my colleagues and business partners working with me on my priority objectives?

I need something that will allow me to identify the group of people with whom I share objectives. We need to self identify the tasks we are contributing to and identify our dependencies. When I need something from someone in the group I should be able to request a task/deliverable from them. They should be able to accept or reject the request with feedback. My ideal tool would let me see the availability, location and status of everyone in the group. I should receive real-time updates for all activity related to tasks that I depend upon. Everything I do related to our shared objective should be available to the group and streamed proactively to those dependent on me.

Technology to do all of this exists today, but no one has yet packaged it into a useful tool. Microsoft’s lame attempt at collaboration services requires a bizarre collection of servers that can only be assembled by a certified SharePoint integrator. The result is overly rigid and can’t accommodate free-form workflows or easily accommodate participants outside the organization. Collaboration and unified messaging from IBM, Cisco, and Avaya are no better. So where’s the Zukerberg who will fulfill this 400 million user opportunity?

Today, while waiting for new tools, I’ll send out a couple of emails requesting updates from my web designer; I will leave a voice message for my accountant; and I will send a text to the head of our dev team. I’ve checked our project management dashboard: the last updates were posted Wed. The shared server shows the latest version of the Web copy is the one I posted yesterday; I have no idea if anyone looked at it. On IM, most of our folks are unavailable and two have status notes clearly posted during the Mesozoic era.

I know with the right tools I could have gotten so much more done before heading out for a beer.

The Need For A New Work Web

It is time we came up with a new set of web and mobile tools that transform the way we work. User-generated content and Web 2.0 technology has completely changed the way we relate to each other, but it’s done nothing for work. A recent Harris Poll confirms the workplace is still mired in Web 1.0 tools. And, while social networking technology is entering the workplace it hasn’t transformed anything.

We know how completely social networking has transformed the way we interact outside of work – Michael Andrew at Media Metrics Insider points out:

“…there are now over a trillion known Web pages, more than 500,000 Facebook apps, 140,000 iPhone apps, billions of videos on Youtube -- and more have been created since you started to read this sentence. “

Everyday we post pictures, videos and updates on Facebook, tweet on twitter and check-in on foursquare as our primary way to communicate and share with family and friends.

But at work we still use technology developed two decades ago.

Harris’ findings on frequency of use:

91% email

66% shared spaces

66% voice calls

66% teleconferencing

55% web-conferencing

Social tools have entered work (with 17% of workers using them) but they’re not transformative. These tools merely allow us to find coworkers and more easily identify individuals with related interests and projects. At best this facilitates additional collaboration and potentially innovation. But as Forrester finds our day-to-day interactions are still mired in slow replies, redundant meetings, and irrelevant conference calls that take too long to arrange in the first place.

What we need are tools that support the real work we do – the dynamic interactions between us and our co-workers. Providing management of deliverables - the output - like that of SharePoint, Notes/Domino and OpenText, is important and necessary. But we need to accompany these platforms with something to support the actual work as it unfolds.

I’m not talking about shared white boards or avatars hopping around some virtual world. This new tool will be organized around the shared objective and tasks of a group of participants.

To be productive I need to know:

• what am I working on?
• who am I working with?
• what is my role and responsibility?
• what are everyone else’s roles and responsibilities?

This provides the context for all the tasks we are working on:

• what am I doing and who is dependent on it?
• which of my coworkers tasks am I dependent on?

It needs to support the dynamic nature of the work we are doing:

• It must support organic spawning of new tasks by each member of the team and dynamically identify new dependencies
• It must let me prompt my coworkers for things I need from them as they prompt me for things they need from me.
• I want to know in real time about the activity on which I depend
• I want to provide continual updates on my activity to those that depend on me

The big misconception - this is project management. Many think it’s just a matter of getting PM capability in the right form online. There are now scores of online project managers from AgileTrack to XPlanner. But these tools fundamentally miss the mark. They manage resources when what is needed is something that lets groups track and manage their interactions. What I’m looking for is more akin to World of Warcraft's support of a guild on an epic raid, than a PM tool’s reports and dashboards on action items.

In future blog posts, I will explore these concepts further. For now I just throw out the challenge: how do we use web/mobile technology to radically transform work? Orders of magnitude productivity increases and a profound increase in job satisfaction await.

What amazes me is how little development is going on in this regard. Cisco talks the best game, but they still are just selling repackaged versions of stuff we saw from Lotus and Microsoft in 1995. No one should waste money on something labeled “unified messaging” or “collaboration.”

The only company I have seen that even seems to be building is something interesting is Asana. We will see if they can actually move the needle when they release something later this year.

Someone with a far better marketing mind than mine will come up with the new terminology – “interaction tools” clearly doesn’t cut it. But, I will know it when I see it. And the companies that adopt it will gain an advantage over all others.

Sound of Silence

Besides porn, music has been the biggest driver of technological advancement. Ever since the Victrola, the latest sound system has driven consumer electronic sales. All the while the world has gotten progressively noisier. Locomotion, automation, overpopulation, mechanization, urbanization and countless other “izations” have created a continual sonorous assault.

Rather than alleviating my auditory pain, today my technology amplifies it. Are ear buds really the best we can do? While exercising, I can barely hear my Market Place podcasts over the clamor of the treadmills. I know this may have something to do with my birth date and a million logged flight miles, but there must be something to help. Forget the jetpacks, where’s my bionic ear.

New gadgets hit the market daily that are meant to address the challenge of hearing our music, cell phones and neighbors over the ambient noise that envelops us. Proud technologists proclaim advances in adaptive noise compensation, advanced wind protection, noise navigation, voice capture, etc.

None of it does the job. Here is what I want--

• wireless, in-ear hearing extensions:
  
  + Mold them to fit comfortably all day in my ear canal. Make them no more unsightly than flaps of cartilage that already protrude from my head. Yes the model is hearing aids, not headphones.
  
  + Make them work intelligently with my ear. You can completely control what noise goes to my ear drums and inner ear: make it clean and ensure it is never a damaging volume.
  
  + Have them work wirelessly with my myriad devices: cell phone, computer, IPod, home theater, car navigation, and other people with inserted ear extensions, etc. This is not a technological problem but an implementation problem. I don’t care what is used, Bluetooth, Wi-Fi, 900 Mhz, or trained ants delivering little tiny mag tapes. Create an interface (user and network) that makes sense and get on with it.

That’s it. Doesn’t seem that hard. Nothing but hearing aids with wireless receivers combined with a voice recognition operating system in a miniaturized embedded system. I have a place for the charger on my bed stand. When they are announced I will stand in line like a Star Wars conventioneer in a Wookie costume. Look at how many IPods and cell phones are sold each year. This is a massive business opportunity and, given the rate of hearing loss, one potentially fueled by insurance reimbursements.

Ear implants are the most obvious technology to extend my physical capabilities. Steve Austin can keep his legs, but it is time I had his ears.

Taking my own advice

When should you start a company? This is the quintessential entrepreneurial question. A running debate rages: when do you have a feature rather than a company? When is a company being started because it should be rather than when it merely can be? What does it take to make a company successful? This debate heats up appropriately when exits are plentiful and lots things get funded that shouldn’t.

When potential entrepreneurs ask me when they should start a company? I tell them you should start a company when you can’t do anything else. When you have an idea that has such a grip on you, you can’t sleep at night. When you know it would be far worse not to pursue a venture than to fail miserably trying. If you have any intelligence at all, it is the only way you can do such an irrational thing as start a company.

It is called risk capital for a reason. Over half of all funded ventures fail: by most accounts fewer than 30% succeed in any meaningful way. The exercise of venture investment only becomes rational when 20% of the ventures in aggregate can provide ridiculous returns (better and 10 to 1). With diversity and persistence this looks somewhat rational and perhaps even highly lucrative when managed across multiple funds with portfolios of companies.

But take a specific venture, there is no rational for it being a good idea. In my experience companies succeed when they are meant to succeed; when all the stars align. It is like the old advertising adage: “we know half our advertising is a useless waste of money; we just don’t know which half.”

Don’t get me wrong, you need to do all the right things to succeed: identify a market; develop a compelling value proposition; get the right people; manage your cash well; keep maniacally focused, etc. etc. But all that’s not enough. You also have to have uncanny instinct (or maybe just dumb luck). When a prospective venture posses you, dominates your thoughts, doesn’t let you sleep, and jolts you from aha moment to aha moment yielding seeming clairvoyance, then you know it is time to start a company. New Stealth Co has that grip on me. I am going to build a wildly successful company and it will change the world.

The start-up – doing the right things well

I don’t understand why people make startups so complicated. Successful startups do the right things well. This means there are only two things to do: (one) figure out the right things; and (two) do them well. All the other stuff doesn’t matter. A startup is about delivering a differentiated value proposition to a target market. The right things are always about developing the differentiated value proposition and delivering it. You have to articulate the right things clearly and be able to count them on one hand.

The luxury of a startup is having a small group of talented people maniacally focused on a small number of right things. In most other business situations you have competing objectives that pull the company in different directions. Established companies have to consider existing customers and existing products. Just think of the budgeting cycle at a company of any size. Managers compete internally for funds to satisfy different objectives –new product development, sustaining engineering, marketing programs, and channel support: departments battle other departments; new initiatives battle against existing business processes.

In a startup the compromises are only around the optimal way to do one thing – doing the right things well. The luxury is everyone pulling in the same direction within the business constraints of the startup (money, staff, technology, market acceptance). You have to be able to tolerate some loose ends and chaos. Because dealing with them would mean expending energy on things that are not part of “the right thing”. In a startup you need people that can handle, in fact can thrive on, there being a little “broken glass”.

I love startups: they are not very complicated and the fun is in the chaos.