News of the announcement was leaked yesterday when Philipp Lenssen, an avid blogger of all-things-Google, received the comic book Google put together for the release and posted it, along with his first impressions. My director, ahead of the curve as usual , picked up on it right away and added it to WhatIs.com’s Buzzword Alert.

Google has since put up a high resolution of the Google Chrome comic book. I highly recommend going over and reading through the comic. Google put considerable time into clearly explaining the challenges faced by the designers of modern Web browsers with respect to memory bloat, rendering engines, Javascript threading errors and much more.

Since Lenssen broke the news, the tech blogosphere has of course been awash with reviews, opinions and speculation about what, exactly, Chrome will mean. Walt Mossberg posted a comprehensive review of Chrome in the Wall Street Journal, including speed and feature comparisons with Safari, IE 8 and Firefox. Rafe Needleman liveblogged the press conference introducing Chrome over at Webware. John Furrier colorfully blogged that the search wars just turned into the operating system wars. That’s true — except (as he notes) that Chrome goes far beyond search. SEO/SEM hounds and search engine watchers, however, will find Danny Sullivan’s thorough evaluation of Chrome’s search functionality quite useful.

Following below is own my two cents, both with respect to the browser itself and the significance of its introduction. First, however, I’ll let the video embedded below provide a quick introduction:

[kml_flashembed movie="http://www.youtube.com/v/iRqmfCFU_AI" width="425" height="350" wmode="transparent" /]

Obviously, Chrome has a lean, clean interface. This is Google, after all. Menus, dropdowns, extra bars and dialogs are largely stripped away. So what’s left?

The Web pages themselves. What a concept! I downloaded and installed the browser this afternoon without a hitch, imported my bookmarks and search history from Firefox and was off to the races. Chrome is quite speedy.

The address bar has been merged with the search field you’d see on the right in IE or FF. Firefox 3 includes a predictive search in this field already, so this isn’t ground breaking, but it is a clear recognitiion that search has become the default navigation method for most Web users. Enter your desired search terms and away you go.

Google is calling the new address field the “Omnibox,” a nod to its ability to incorporate “everything” you might need to explore. The Omnibox’s utility is another sample of Google’s secret sauce, in this case combining a record of your search and browsing history with Google’s own PageRank for given terms. The Omnibox is eerily good. With only a little use, it could predict precisely which page I was looking for after only a few characters were entered.

Chrome also features tabbed browsing, a key improvement introduced by iBrowse in ’99 and then popularized by Opera in 2000. Once Mozilla included it in Firefox, the feature took off and is now a default feature in Internet Explorer and Safari. Chrome expands the tabbed interface in a number of innovative ways, including grouping related tabs and designing each tab so that it acts as an independent browser. Bookmarks, the Omnibox, menubar icons and menus are all inside of the browser, which again frees up more space for displaying rendering Web pages.

The pop-up blocker and phishing or malware alerts also included in Chrome may not be innovative at this point but they’re certainly effective and useful. The private browsing mode, aptly called “Incognito.” (This clever feature name was perhaps made in hopes that it will avoid the “Porn Mode” moniker that has dogged a similar feature of IE 8, InPrivate.)

There’s another key development: Chrome may not be the fastest Web browser currently available but Google hopes that it will be the most stable for pages loaded with Javascript. In a Web 2.0 world ruled by AJAX, that’s no small thing. And anyone that’s used one of Google’s many online applications knows that a stable, reliable environment for this kind of scripting is crucial.

This hints at perhaps the most important detail of all, and one that I tipped my hat to in the title of this post. Microsoft made an early bid for Internet dominance in the infamous browser wars of the 1990s by including Internet Explorer in each copy of Windows. Despite the Justice Department’s successful antitrust suit, IE continues to have upwards of 75% of the world’s browser share. Firefox has made inroads on this market share, to be sure, and the most recent version of Mozilla’s browser has been the best option around for speed, privacy, safety and usability since its introduction this summer, following close upon the success of Firefox 2.

Now it’s Google’s turn.

Google’s introduction of its own browser has the potential to upset the market in a way that no other company can, simply because of Google’s ability to promote the download and use through its various Web properties. As Google’s various Web applications and cloud computing architecture continue to mature, the Web itself can develop into an operating system. If this sounds familiar, that’s because Sun’s vision of network computing in the 90s using Java popularized such a concept long ago. Vastly improved broadband connectivity, viable Web-based apps and an Internet technology giant flush with revenue from the world’s best advertising platform change the dynamic a bit, of course. Google built its own Javascript engine to improve performance and, crucially, integrated Google Gears with Chrome to allow true offline access to its various Web applications. That adds up to something that distinctly resembles a fully-fledged desktop operating system and productivity suite.

While it’s true that consumer and enterprises haven’t been making a run on thin clients running on Linux quite yet, the potential to further erode Microsoft’s dominance of the operating and desktop productivity software markets is embedded within Chrome. I’m far from the only writer prognosticating on this count, of course. Michael Arrington thinks Chrome is Google’s Windows Killer. As Michael points out, this clears the way for “millions of web devices, even desktop web devices, in the coming years that completely strip out the Windows layer and use the browser as the only operating system the user needs.” Given that both the enterprise and consumer markets haven’t exactly been hot about Vista, I suspect Microsoft may be somewhat concerned about this development. Henry Blodgett over at the Silicon Valley Insider sees the development from precisely this angle, blogging that Google has launched a cloud operating system and called it a ‘browser.’

Who else should be concerned? Maybe Mozilla, though judging by this interview with its CEO, they’re putting a good face on the development for the moment. What’s next? Harry McCracken asked 10 questions about Google Chrome over at Technologizer that address Mozilla’s future relationship (and relevance). Jeremiah Owyang has added a few more questions in thinking about what Chrome could mean long term. Both ask for response and speculation in their comment sections, so have at ‘em.

Microsoft hasn’t been standing still, of course. They’ve been chasing search revenue for years, as evidenced by the failed Yahoo! acquisition. As the folks over at the Google Subnet blog at NetworkWorld point out, IE 8′s InPrivate mode thwarts Google’s targeted advertising. Unless the world upgrades to IE 8 and begins to browse InPrivate en masse, however, I’m guessing that GOOG’s 3+ billion of revenue per quarter is gonna be safe for the moment.

That’s especially true when you consider another critical element of Chrome: its future relevance to mobile search. Google’s Eric Schmidt has been quite bullish in this area, estimating that mobile search revenue will likely surpass desktop search in the not-so-distant future. The iPhone has shown what a data connection and full Web browser can do to mobile search (Try 50 times as many searches originating from iPhones vs. a normal cellphone). Here’s a prediction you can take to the bank: Just as the iPhone features a stripped down version of Safari, Google’s Android OS will have a similarly light version of Chrome optimized for a mobile device and poised to fully take advantage of the possibilities for geotargeted advertising based upon a user’s demographics, Web history and location.

Louis Gray is dead-on when he points out that Web browsers are now about the hooks. Apple’s Safari will be increasingly optimized for the iPhone and working with the private cloud that is MobileMe. Microsoft has built IE to be integrated with Windows and Office, though because of the bundling issues presented by antitrust has always had to walk a fine line. Flock, the social media-optimized version of Firefox, carves out a niche because of its tie-ins with the various networks and services. Chrome is no different, as I pointed out above. If you are already a power user of Gmail, gDocs, gTalk, gReader or g-Anything, Chrome may make more sense. Chrome is, I should note, only available for Windows Vista or XP at the moment. Guess they figure Safari will do the trick for a Webkit-based browser for Mac users and that the Linux crowd will be satisfied with Firefox and Opera for the moment.

To poorly paraphrase Lando Calrissian, Google’s Chrome is likely to allow all mobile users to truly surf with them amongst the clouds.

The newest version of Clearspace, Jive’s enterprise social software platform, allows organizations to collaborate across intranets and extranets, along with extensions into the public Internet. Companies like Intel (Community), Nike (Community), VMware (Community) and Electronic Arts (Community) have all used Clearspace to provide collaborative forums for customers, end users, clients, product groups, online gamers and event-goers.

Clearspace also includes integration with Salesforce.com:

Watch a demonstration of the capabilities of Clearspace 2.5 over on Vimeo.

Enter bit.ly. Bit.ly was created by Betaworks, the NY-based software concern that created Summize. Summize was recently acquired by Twitter, if you’re not following the rapidly evolving Web.20 startup space.

Dave Winer used a post announcing the launch of bit.ly on scripting.net to explain why bit.ly fills a number of other needs:

“They asked what it would take for me to use bit.ly, I said: data. I need to know how many clicks each pointer got and where the clicks came from. They gave me that, and thumbnails, permanent caching of the pages I’m pointing to (goodbye linkrot) and a lot of smart stuff going on behind the scenes that we’re not ready to talk about yet. (Though we told Marshall and he explained.) Here’s the info page for this post.

And, most important, an XML/JSON interface, so I can process all that data with my own programs. Here’s the XML readout for the shortened link to this post.”You can use your own keywords to the URL, organizing your links like tags.

Winer also notes that he’s a minority investor in the service, so while you can take his words with a grain of salt, try the service out and weigh its merits for yourself.

 I will say,  however, that bit.ly is easily the best URL shortener I’ve used to date.  It accomplishes its core mission quickly and easily, converting long URLs to short ones on the bit.ly homepage or using a bookmarklet you can drag to your Web browser’s toolbar. (It’s even kinda cute; note the blowfish mascots on the right.)

If you’re a Web developer or simply a data geek, the ability to pull all of the data about a given shortened URL through a XML or JSON interface will be quite helpful for analyzing your traffic and audience behavior.

Here’s a quick rundown of some of bit.ly’s other nifty features:

• display your 15 most recent shortened URLs below the entry field
• tracking of both clicks on shortened URLS and referring pages
• an API for creating shortened URLs from web applications, which is quite useful is you’re a Web developer
• automatic creation of thumbnail images that can be displayed on a webpage next to shortened URL

If my excitement about bit.ly doesn’t move you, Marshall Kirkpatrick has posted a glowing review of bit.ly at ReadWriteWeb that thoroughly explains why bit.ly is worth a try, along with an endorsement of bit.ly’s advanced URL tracking capabilities by Lifehacker.

If you like bit.ly, please recommend it to others. The larger the bit.ly community grows, the more effective and useful this nascent index of the Semantic Web will become. That’s because bit.ly is analyzing all of the pages that its users create shortcuts to using the Open Calais semantic analysis API from Reuters. All the data gathered is available in public RSS feeds. bit.ly is also using the MetaCarta GeoParsing API to draw geolocation data out of the database of submitted links.

spaceo.us is a social computing platform for the enterprise that sits on top of existing applications from SAP, Siebel, JD Edwards and others. The video isn’t short but is worth watching if you’re interested in collaborative software and mashups for the enterprise. It includes a demonstration and commentary about how social software can be integrated with existing enterprise applications and mashed up with external feeds.

Here’s the video:

[kml_flashembed movie="http://video.google.com/googleplayer.swf?docid=4641523459784523055" width="400" height="326" wmode="transparent" /]

Obviously, I still have a long way to go as a videographer, so apologies for the initial angle and any shaky transitions — but this is worth watching. spaceo.us from

Download the MP3

These guys are deeply immersed in the enterprise social software world, aka enterprise 2.0. Aaron is a VP at Mzinga, Sam is the CMO for Jive Software and Chris Brogan, is, well, everywhere in the social media world, along with being a VP at CrossTechMedia.

P.S. Feel free to call me “Andy” from here on out.

[Image credit: TechLuver.com]

Shawn Dahlen and Christopher Keohan talked at length about what they’d learned over the course of eighteen months developing the platform, kicking off their presentation by noting that there was a compelling need in government sector to collaborate through social media. Chris noted that embracing social computing at Lockheed Martin a major component of recruiting talented Generation Y IT workers, the so-called “millenials,” as showing the company’s prowess in the adoption of cutting edge tools was a key differentiator.

Before Unity was implemented, the state of collaboration at their enterprise should be quite familiar to most corporate workers : email, meetings and office docs like Powerpoint presentations emailed around as attachments. “Project Unity” was conceived as a way of applying Web2.0 technologies for “mission success.” To that end, the team resolved to provide a user experience employees would love, address “what was in it for them” and balance the need to share vs the need to know — crucial in a defense contractor. Unity’s designers wanted to foster a social computing ecosystem around a standardized platform, integrating blogs, wikis and other documents into their current platform. Over time, they added discussion forums, a social bookmarking tool called “uBookmark” and weekly activity reporting to capture usage and adoption patterns. They included a suggestion tool to solicit community insights on the project as it rolled out and created an internal homepage to aggregate popular content. Unity’s internal team of developers also made a priority of maintaining a cohesive user experience and to ensuring that all information could be both feed-enabled and integrated.

How did they pull it off? By integrating Google enterprise search appliance (GSA) , Microsoft’s Windows Sharepoint Services (WSS) and Newsgator’s Enterprise Server. Take a look at this demonstration of Social Sites 2.0 to get a feel for what this looks like. They Unity development team took a close look at how to use social computing tools in an everyday business context and took the time to understand how they would integrate and evolve from the existing email/Powerpoint/meeting model.

The crucial question, asked over and over again this week, was addressed head-on by Unity’s designers: “What is the value of social networking in the enterprise?”

Their answer was, in the end, simple: Being able to watch what other people are doing, easily, and then being able to search it and ask questions raises productivity and leads to improved collaboration and knowledge exchange. Instead of tracking what your friends are doing on, say, Facebook with a “friend feed,” an enterprise derives value from tracking an activity stream of interconnected colleagues. At any point, a worker can see what others are working on, access shared documents and ask questions on shared virtual workspaces or directly to the relevant decision maker or technologist.

Lockheed-Martin built the basic Unity platform in 07 and then ran a beta pilot of it over the course of the year with 40 engineers building, testing and experimenting with the release. After the initial release, it took just six months for a second iteration that addressed both information security and legal issues.

A crucial question that they were asked to account for again and again will be familiar to CIOs: How did they quantify the return on investment (ROI) for the dedication of internal resources and purchase of software? Each time, the traditional productivity savings of a user finding information was a factor. What really sold them, however, was the soft case of customers interested in their social computing initiative. Unity helped in Lockheed-Martin’s bidding process, especially proposals that involved knowledge managememt.

As the project rolled out, a crucial component was the in development and distribution of a “collaboration playbook.” New standards for playbook and best practices were laid out in its pages. For instance, as a team member, you should ask questions on a group page, not wander over to ask or send a broadcast email; this helps to capture questions and answers for everyone. Adding to documentation whenever possible was crucial, along with teaching people the power of linking and understanding which communication type made sense for different business cases: blog posts, wikis, email, virtual conferences or in-person meetings. In the end, the Unity team created the playbook as much for themselves as they worked as for the company as a whole, “eating their own dogfood.” They used a project management office (PMO) blog to keep colleagues up to date about what the dev team was doing.

One of their other key discoveries was that pervasive enterprise search is key to keeping documents both relevant and accessible.

What’s next for the team? Adding filters to content that depend upon the clearance of those accessing it. In highly classified work, user-assignable taxonomies are crucial for opening up content for collaboration while maintaining information security. Also in the works are adding recommended content, similar to the Digg-model of social news, employee profiles, export control filters and network-based search.

If you’re looking for a great case study for enterprise 2.0 adoption, look up Unity.

In Hinchcliffe’s “State of Enterprise 2.0″ address (hereafter referred to as “E2.0″, he noted that in terms of the hype cycle around the term over the past two years, there used to be “lots of talking, little doing.”

That’s changed. Throughout the demo pavilion at the conference, dozens of of software makers presented competing and collaborative products that are viable tools for bringing social computing within the enterprise. The buzz was no longer so much about “what is enterprise 2.0″ as “how do I start implementing it at my organization” and “how did you apply these tools to your business case.” Two years ago, very few people could create blog or wiki page on an intranet. When Dion polled the crowd for how many attendees could create either of those social software types, many hands went up. The devil, of course, is in the details.

The “blurring of the lines between consumer and social media” and transition from “top down term for bottom up world” presents challenges on both technical and cultural levels. Instead of single locked-down systems, workers can collaborate online — and if the tools aren’t available behind the firewall, consumer versions are being brought in, with associated issues of security, compliance and best practices.
Much of what we’ve learned about how networked applications work best is coming from the consumer Web. This represents  a shift from historic trends, where enterprise architectures were the normal innovative path. In other words, the story begins with  Web 2.0.  There have been subtle changes in the way the Web being used. Software makers have shifts more control to users, in terms of the content created, how it is structured and the processes involved in production or implementation. Simpler software models that embrace the intrinsic power of networks are popping up, including virtually free applications that almost anyone can learn easily. The Web is now a platform, with “data as the next ‘Intel Inside.’” We’re seeing the end of software release cycle and have entered the age of the perpetual beta — just look at Google applications in the cloud.

As Hinchcliffe noted repeatedly, success stories are emerging, with reports of improved communication and collaboration, heightened productivity and cross-pollination between previously “siloed” groups or disparate locations.

Hinchcliffe noted other patterns emerging from enterprise 2.0 implementations, including the need for:

• Community management, both in terms of technologies to track usage and behavior and community managers to use them
• Social media guidelines for workers, with respect to the type of content posted and best practices for blogs, wikis or group pages
• Change management methodologies
• Driving adoption of E2.0 by commitment at the executive levels of an organization, especially CXOs, CIOs and CTOs
• Governance of E2.0 communities, like “How do you remove a post or link? Or make one? Which tags should you never use?”
• Measurement of outcomes, including ROI and social media metrics for usage and

Currently, cultural, infrastructure and security concerns are holding back adoption.  E2 .0 tools are in their infancy — integrated search almost never is integrated, for instance. And organizationss with low levels of knowledge workers will benefit much less from these tools.
That being said, Hinchliffe asserted that the Cluetrain Manifesto was right all along . 10 years later, much of what was contained in those 95 theses was dead on — markets are conversations. He also offered one of the best condensed definitions for Enterprise 2.0 I’d heard:

“Networked applications that explicitly leverage network effects.” — Tim O’Reilly
In this sense, a network effect is when a good or service has more value the more that other people have it too.” (Wikipedia). Examples of this abound, like postal mail, aka “snail mail,” the telephone and telegraph, email, IM, Web pages, blogs or anything with an open network structure, including microblogging hybrids like Twitter. T

There’s an ongoing shift from institutional controls of information and video to collaborative filtering and reporting, as central production is moved to distributed networks of peer production.

So, what is E2.0? Emegent, freeform, social applications for use within the enterprise. The use of blogs and wikis to capture information, with social networks of peers using shared virtual workspaces. Globally-visible persistant collaboration with consistently verified improvements in productivity and innovation.
If this sounds a bit heady to you, it is. The bubble of Web 2.0 hype has moved into big business. The question now is how managers and administrators will implement wikis and other forms of enterprise social software. Fortunately, several case studies emerged from the conference that offer some insight, including Intellipedia, Serena Software and Lockheed-Martin. I’ll be exploring the latter in a later post.

[kml_flashembed movie="http://www.youtube.com/v/vDzf1MIRLX4" width="425" height="350" wmode="transparent" /]

Lawrence was kind enough to take a few minutes to talk thoughtfully about what his team is doing. Many thanks!