The short answer to the question is that the transitions happen badly today. The keyboard still remains the primary interface for converting off-line conversations into on-line knowledge. Of course, it isn’t really the keyboard, ultimately it’s the human that makes the conversion between the two worlds take place. That brings a good deal of fallibility to the process, but it is also what makes it inherently personal, human and social, and what makes social software so well suited to tackling the issue.

Blogs and Wikis have long been used to capture the essence of meetings and events, to make them more broadly available to the organisation – although I continue to be shocked by how few meetings are minuted, or even have actions recorded (as Penny was). Milestone Planner has made that process a habit for me – typing a line of text and clicking on an avatar is all it takes to record an action. The simple act of creating a digital record of the off-line event has a dramatic impact on the likelihood that it will be followed up and actually happen. When that action is ‘socially’ accountable – by being made visible on-line to others – the likelihood goes up even further (that’s one of the main concepts behind Milestone Planner).

The interface between on-line to off-line data has also been a narrow one. The office printer is still the main way that digital assets get back into the physical world. There is the occasional nod to the meeting room projector, that makes our PowerPoint creations appear as a fleeting flash of light, but the piles of printed paper that seem to gather by any office printer bear testament to the device’s dominant role in creating ‘real’ things from our digital machinations.

The narrow paths between on-line and off-line in the business world seem ridiculous when you look at the technology we actually have at our finger tips: Phones to capture pictures and video, or even audio, conference call systems that can record and transcribe speech, virtual world environments, speech to text software, augmented reality, … the list goes on. Many business folks are already using these tools – mostly the ones that move in social media circles I note! – but they are a tiny minority in a sea of literal monotony.

Mobile devices, be they phones or tablets, have a central role to play in smoothing the transition between the on-line and off-line lives of business data. That is partly due to the amount of technology they pack into one space, but it is one of the things to fall out of the inherently personally nature of the interface between the two worlds: Mobiles are inherently personal, privatised and individual. We keep them with us, much more than laptops, and they have a much better sense of our place and identity, through features such as GPS, and their ability to create and store video and photos that represent our daily experiences.

Unsuprisingly then, mobile devices have lead the charge in enabling better ways of switching between the two worlds. Possibly one of the most clunky ways this is happening is in the use of QR codes, little square of digital magic that can be printed, then viewed by reader software and used to jump to a web page. Though many question their usefulness, 14 million Americans in the month of July used a QR code – that’s a lot of interactions. Where do they fit into the business process? How about putting a QR code on a meeting room door, with a link to the on-line booking system, or adding them to your meeting documents to give attendees a link back to the project plan or documentation? Although they are effectively a progression from bar codes, they don’t have to be boring. The built in error correction allows marketers and designers a lot of creative freedom.

QR Codes are just one way that the divide is being bridged, there are plenty more exciting ones. On one side, virtual reality systems have been building out from the virtual world, on the other, augmented reality systems have been building out from the physical world. The main thrust of a recent Digital Surrey event at CSC’s offices was that the two will become increasingly blurred. Businesses like Layar have be creating digital layers of information over the physical world, so that you can interact with information around physical objects. You might already have seed the Arcade Fire video, that has a great example of using video and HTML 5 to create a personalised video that draws in the physical world. Another example is Blue Mars Lite, a 3D virtual world platform that draws on Google’s street view data. It enables you to gather people into a virtual space, based on a real world environment, and chat and explore that space online.

Social technology, and the developments around it, can blend on and offline, easing business processes and making them both more human, and less fallible. So much valuable business information is still transient and offline – corridor conversations, customer meetings, conference calls. The majority of that information is undiscoverable , unsearchable, and ultimately lost - those who couldn’t be right there, right then, loose the benefit of the interactions, often resulting in repeated conversations and decisions made with inaccurate or out of date knowledge. To paraphrase an old sci-fi programme: We have the technology to fix this, we can rebuild it. The barriers are not the technology any more, they are resistance to change, and a lack of application.

There is a lovely video from Microsoft doing the rounds, which paints a picture of better ways of interacting with devices:

I have to admit to being a bit disappointed to see a QWERTY keyboard in the video, but other than that, it is an exciting vision.  As Steve commented during the event “Providing a friction free way for teams to collaborate significantly increases likelihood that they will do so.” - We are already starting to experiment with the ways touch can be used to create better business applications, and in the next few weeks we’ll be adding QR code support to aspects of what we do here. There is much to be done!

Do Things Differently

Milestone Planner is about working more effectively, and has a very different approach (and philosophy) to ’1.0′ productivity software. Outcomes outperform activities. Purpose outperforms process. Deadlines outperform durations. Leadership and co-operation outperform command and control. Networked people outperform constraints and controls. So, what have we done? Here’s a quick video overview from Jim:

Actions over To Do’s

To Do’s are usually items without context, although good to do lists do have context, which helps to help prioritise and make sense of what’s in them. The real purpose of context is to ensure that our actions map to our goals (either personal or business). So, how are Actions in Milestone Planner different from what you might have seen with a To Do list before? Firstly, actions represent a commitment, either to yourself or someone else. Other things are fine, but they belong in a notepad or some form of idea store. Secondly, actions are created in a context –  they exist against a Milestone, inheriting it’s due date, and following it around.

Just like Milestones, Actions have an owner, but they also have a ‘supporter‘. The owner is the person who created the action. The supporter is the person it was assigned to, who is ‘supporting’ making it happen. The two may be one and the same of course. There’s nothing wrong with making and keeping commitments to yourself! Just like milestones, actions can be reassigned and edited in two clicks. If you are on a call or in a meeting, you can capture the meeting actions by clicking add action on a milestone, then simply type each action and kit enter – you don’t need to take your fingers off of the keyboard unless you want to assign them to someone else. It is super fast, enabling you to keep the flow of the meeting, and have a comprehensive action list at the end of it.

Actions have a status of  completed/done, started/in progress or not-started/backlog . This forms a basic personal kanban system, which you will see when you sign into the Milestone Planner dashboard. Kanban is something I’ve been big a fan of for a long time. If you want to know more about personal kanban, start with this presentation from Jim Benson (@ourfounder on Twitter), and check out the personal kanban site:

There have been hundreds of conversations that shaped the latest release of Milestone Planner. A huge thank you to everyone who’s taken time to speak with the SocialOptic team, dropped us emails, sent feedback or tweeted us. One conversation that stuck in my head is this one with Richard Maybury during a tvsmc meet up. I had my Zi-8 to had, so was able to catch it on camera:

Be productive, very productive! Keep the feedback coming, and thank you for inviting your friends and teams, and for keeping us healthy and growing! As we’ve been saying in the office all week: “ACTIONTASTIC!“

The general consensus was that we do communicate differently. Comms are more direct and real-time, and more public and discoverable too. It is also, arguably, more cautious because of that.

Milestone Planner gives us an unusual perspective, sitting both within businesses and across them. Early on we saw a pattern that the best external users of Web 2.0 and social media were also the best internet uses – or visa versa. It’s something that Lee Bryant of Headshift talked about at Being-Social, and has blogged about as well: Social on the outside needs social on the inside. Effective communication is as much a cultural thing as a technological one. Of course the right tools help, and can accelerate the cultural change – I guess we would say that wouldn’t we! Here’s what Lee has to say:

• Edit milestones – no more pop up box! Just click the title to change it. Click the Milestone ‘triangle’ to pop up the status chooser and select red, yellow, green or blue (completed) – or delete the milestone. It’s whizzy, you’ve got to try it!
• See the owner – click on the person icon and choose an owner for the milestone. Type a name, and click ‘invite’ to bring them into the project. If you hover over the milestone owners’s name, any milestones belonging to  that person will glow. You might want to zoom right out on the timeline for the best effect!
• Scroll Wheel Support – for those of you with mouse wheels and track pads, you can scroll up and down using them.

A Greater Sense of History

The biggest change has been to how “history” is handled. When you hover a mouse over a milestone, it will reveal the when the milestone was last updated, and what the most recent change to the milestone was – with little icons for date, owner, text update, etc – and who may the update. If you click on the “Show history” pull down, you can see more of the change history:

In the Standard Edition of Milestone Planner, you have the last few changes, in the Professional Edition you have access to the full history since the milestone was created. You’ll notice the history isn’t just what happened to the milestone (created, slipped, status change, …), it can include an explanation or comment as well.

Whenever you update a milestone, the history box will pop up and ask you for a comment. It is optional, but sometimes it is helpful to add an explanation. For example, if I slip a milestone back 5 days I might want to add a note to explain that it will be late because Dave has been stuck at home in the snow. You can also add a URL into a note, for example linking to a relevant document or an image. The link will be hyperlinked in the history view.

Conversations Around Milestones

As you see, your team can now have conversations around any milestone, interwoven with the changes to it. The conversation is kept in one place, so everyone working on the milestone can see who and what is being affected by what they are working towards. This makes it much easier to distribute the management of the project, but ensure that things still remain on track. Even users with standard access to a project (who can’t add or move milestones) can add comments.

Conversations Face to Face

That’s probably enough of a brain dump for one post! Starting next week is Social Media Week, with events all around the world  - It is going to be great (I might have a slight bias). I’ll be at Social Media Week London (event schedule here – the tickets are almost all gone) and speaking at “Social Media in Enterprises”  on at Cass Business School on Tuesday (more detail on the Business Two Zero blog) and “Social Media Measurement” at Sun’s offices on Friday. Do come and say hello – I’m always very happy to chat about Milestone Planner!

Keep your browser warm, there’s more coming very soon!

Q: If you gave an infinite number of  monkeys an infinite amount of time, would they reproduce the works of Shakespeare ? A: Now we have the blogosphere, we know that they won’t.

The Internet, or more specifically the Web that runs on top of it, has given hundreds of millions of people the ability to share ideas and thoughts with each other. We are seeing what that means in the public, consumer space, but what does it mean for businesses?

Enter Jemima Gibbon’s new book “Monkeys with Typewriters – Myths and realities of social media at work” . I had the pleasure of being at it’s launch last night, in a packed lecture theatre at Cass Business School. Jemima (@JemimaG) was joined by a panel featuring Euan Semple / @euan, Luis Suarez / @Elsua, and @Suw, chaired by Clive Holtham / @bunhill and with Jemima of course.

The panel was presented with a series of questions, followed by a Q&A with the audience, then a vote on the question – a kind of wireless quiz show for grown ups. I’ll go through the questions, with points from the panel that struck me, and a few points from my own perspective.

Does online social networking during office hours waste valuable working time?

This one is almost an old chestnut. Euan pointed out that we focus on social networking and social media, but don’t question other wastes of time like meetings that don’t come to a conclusion, or time spent writing unused reports. Then there’s the motivation problem, as Suw put it, if employees are wasting time on Facebook, you don’t have a social networking problem, you have an employee engagement problem.

Luis made the business case for social tools in the workplace:  What about wasting time trying to find the right expert? He said that in IBM they found that it could take 2-3 hours. With social networks, they are able to find the right expert in less than 5 mins.

The questions from the floor were pretty supportive of social networking. I actually voted “yes” to the question, simply because the tools are used to waste time – there are employees who will make recreational use of social networking. That doesn’t mean that it should be banned or that the tools are a waste of time, rather that employee engagement should be looked at, and people taught how to use the tools professionally and productively.

Vote Result: 83 Votes with 47% Yes / 53% No.

Is email the best way to share information and ideas?

Luis obviously had a view on this one (Luis / @elsua is most famous for having spent two years working almost totally without email). He made the point that if you reply to emails, you only get more. He went on holiday and had only 4 emails when he came back. That sounds wonderful to me! Suw talked about the ‘interruption’ cost of email – after that ‘bing’ goes off, how long does it take to get back into flow state? We end up like little skinner rats, pressing on the lever (checking email) to see if something nice will have arrived for us with each press of the ‘check button’.

Email is seen as a proxy for productivity – if you get and send lots of email you must be busy – and Suw talked about how email is used by people to cover their rears. Euan argued that it is about self preservation – you need to learn to let things go.

Ask “do I really need to send this email?” – there may be a better way of doing it… …the more I hang out in email the less I get done for myself

Luis

I know from data collected for the Continued Communication research project that only a tiny percentage of users consciously choose what  communications channel they use – people generally respond through the channel that a message was received by: calls with calls, emails with emails. This is one of the reasons we are building tools to keep people out of their inboxes. People prefer to use email, as they perceive it to “not disturb the other person”.

Vote Result:  65% No  – 35% Yes.

I’ll talk about one more question, specifically because it has come up on the blog here before (“Hubs to meshes – Person to Person Management”):

If companies allowed employees to “self-organize” would nothing ever get done?

A wonderfully provocative question, with suitably robust answers from the panel:

“It is not a situation of will anything get done, it is a question of when can we do this across the whole organisation?” @Elsua

Luis painted a very clear picture of how knowledge management is transforming the work place, while Jemima cited the example of The Tuttle Club as a self-organising collective. Suw pointed out that small groups can self-organise easily, large ones cannot. In the end the panel and the audience made a compelling argument against a yes/no answer – it seems to be a matter of individual, role and extent. Euan raised the topic up another level, asking if organisations are tolerant enough of failure?.. One of the characteristics of long-lived organisations is tolerance.

In the end the Vote Result: 80% no, 20% yes, but with quite a lot more abstentions than the other votes!

I think there were a few moments when the audience and the questions got themselves confused between yes’, no’s and double negatives, but it made for a vibrant debate, touching on the many issues that need to be thought through. Biased as I am (I’m featured in the book), I would highly encourage you to grab yourself a copy. Jemima’s writing style is wonderfully engaging and you’ll hear opinions from a broad selection of those active in the space, including Tim O’Reilly of all things Web 2.0 , JP Rangaswami of BT and Lee Bryant of Headshift.

Pictures (CC) Benjamin Ellis

The hub model has the appearance of a safe, controlled, well-managed process. The reality is that it leads to people making decisions on in-accurate information, and at the speed of one bottle neck. Of course, there is a different way to do things.

The mesh model is peer-to-peer. Anyone can interact directly with anyone else. In the case of Milestone Planner, this means that anyone in the project team can go and update their milestone directly, and see the most up to date version of the plan. No trawling through emails or folders trying to find the latest-latest version.

It is a person-to-person form of management and communication (something that Scott Gould of Likeminds is blogging a fair bit about – Becoming P2P), and based on an “adult-adult” communication model, rather than the less productive “adult-child” one that so often accompanies the hub/star model. We’re aiming to make Milestone planner a grown up tool, for grown up people.

Let us know what you think.