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  • Marty Mallavibarrena 9:00 am on July 22, 2011 Permalink | Reply
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    A blogger’s account of ‘The Story of a Startup’ 

    Editor’s note: A couple of weeks ago, blog writer Marty Mallavibarrena contacted Zyncro suggesting we carry out a virtual interview.  That initial interaction [M][Z] (Marty-Zyncro) produced this interview that you can also see on Marty’s original space: Marty’s blog (in Spanish).

    Thank you Marty for showing an interest in our story, for doing such a good and informative job and for allowing us to share it!

    Estimated reading time: 7 minutes

    In order to prepare a speech for the itSMF summer course, I looked into and contacted various companies with products in what we could refer to as the “Corporate Social Networks” sector though the term usually varies amongst the following: Intranet 2.0, Social Software, etc.  In all cases, they are services for businesses and work groups based on technologies that we are already accustomed to using on a regular basis on the Web 2.0 and above all social networks such as Facebook or platforms such as Twitter.

    One of the companies I contacted was Zyncro,  My contacts were very friendly and were delighted to help prepare this post in the form of an interview.  Rather than tell you about the environment, I will include the information here and invite you all to try the platform out yourselves.  It is very simple to use, very intuitive and very fresh.  Sharing documents and communicating with your team in the form of microblogging is very effective here.

     

    [M] What were the origins of Zyncro (idea, foundation, etc.)?
    [Z] The original Zyncro idea back in 2008 in the Grupo Inspirit technology laboratory consisted in creating a files synchronizer that would allow and individual to access all of their professional and personal documents “in the cloud”.  Nonetheless, upon seeing the potential that this tool could have within a company, a more corporate approach was given to it each time.  At the same time, the “surname” ‘social’ and the 2.0 style was inundating the Internet and it was then that the decision was taken to add collaborative and communicative functionalities to it that later converted it to what it is today: an intranet 2.0 or company social network.  This part of Zyncro‘s trajectory is what Didac Lee, founder of Grupo Inspirit, considers the a “Journey accross the desert”, which all startups must endure.  Thanks to the appointment of Luis Font as Zyncro CEOnin November 2010, the business strategy and product definition became polished and sales and marketing departments were consolidated until we became what we are today.  And still on the uprise! :-)

    For more information about this topic, I recommend reading our blog entry; “Take off Zyncronisms“.

    [M] Where did the Zyncro name come from and what do you aim to convey with its logo?

    [Z] As mentioned previously, Zyncro comes from synchronize.  Though the initial Zyncro name was actually “zyncrum”, but  Inspirit‘s management team was not completely convinced by the sound of the term so the ending got changed from ‘um’ to ‘o’.  The logo is round and multi-coloured which symbolises the integration and complete fusion of various concepts.  Zyncro is in some way a mash-up of applications (microblogging + file manager + directory + search engine…), it is modern, integrates and is integratable… which is where the geometric formula of the circle and its colouring comes from.

    [M] What is Zyncro‘s business model (mission and vision) within the marketplace?
    [Z] The Zyncro idea is based on the notion that “Within five years, all software will be social” (Luis Font) and we consider ourselves pioneers within the market making the concept of social software available to businesses: a corporate social network.  The Zyncro mission is to optimize and structure communication within the business and in this manner, manage corporate knowledge which is a company’s greatest asset.  We aim to provide organisations with a powerful tool that allows for efficient management of all corporate content, documentation as well as the people who make up the business framework.

    [M] You currently have a presence in various countries.  What is your current presence and what is your expansion strategy for the near future?
    [Z] Zyncro currently has offices in Argentina, USA, Japan, Brazil and Peru.  It is foreseen that we will open offices in Mexico and Italy during the September, October months and we will continue with European expansion and Latin America during the last trimeter of 2011.  We are also planning to close a deal with China before the end of the year.  The expansion strategy within the three continents will also continue in 2012.

    [M] How do you see the Spanish (and European) market when it comes to this type of platform for business and the success levels amongst SMEs vs Large corporations?

    [Z] Zyncro currently has over 110,000 users worldwide.  Indisputably positioned in Spain in the field of business 2.0 solutions on an inter-company level, it is the first Corporate Social Network tool in the Spanish market.  It has also been the first solution of its kind to reach the Japanese market which has also stirred power in the media and the acquisition of many clients and followers in this segment of the Asian market.  In terms of success levels, we have been pleasantly surprised with the response obtained in the market as to the solution as well as the proposed concept and on both a small-medium and a large corporation level.  In the large corporation field, there is already a widespread awareness of the need (demonstrated in many cases through the existence of an internal communications department) to support and promote the flow of communication within the organisation so therefore, a tool that has no need for installation, is in constant improvement, is very reasonably priced and integratable with all of your corporate systems, is a very good solution that is openly welcomed.  In the SME field, the solution is even simpler to implement due to the volume of users because it is always easier to optimize professional behaviour within small work groups rather than large ones.

    Note: Support material to this interview is recommended in the form of two information graphics created by the Zyncro team: What is Zyncro? and the great Business 2.0.

    The Zyncro Blog is very interesting.  You can see some photos of the Barcelona office on Facebook.  Many thanks to Patricia and Luis for their collaboration.  Best of luck to Zyncro and its team. :-)

     

     
  • Marty Mallavibarrena 10:49 am on July 7, 2011 Permalink | Reply
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    Enterprise Social Networks: Fact or fiction? 

    Estimated reading time: 6 minutes

    At the very moment of considering whether or not to evolve our current IT platform to a 2.0 variant, we must be clear about certain aspects related to its implementation.  As always, we will have to analyse our environment very well, measure our level of resistance to change and make clear and solid decisions ensuring the necessary level of support from management.   In any case, real risks are mixed in with the mythicized perspectives that many people have about social networks (not always objective) and their lucrative Internet usage.

    1. Security, Privacy?: Are probably the most popular risks (though pretentious or unrealistic) for these types of solutions.  If the implementation is carried out in the correct manner and the staff understand the working philosophy, nothing needs to change as regards being careful about sensitive information getting outside or to sharing important data inappropriately in undesirable forums within the organization.

    • This is the most common case suffered by many executives’ lack of “collaboration 2.0” culture (they see everything as being like Facebook) and they forget that their personnel remains the same and that everybody has a profile in this type of platform therefore all of our contributions (“good or bad”) remain properly registered (as opposed to the Internet where our profiles do not necessarily have to be so “real”).
    • Obviously there are software solutions (online and with coherent approaches to working) to control these possible information leaks via the organisation’s different channels and digital platforms.
    • In the same way, it is usually thought that this type of environment, as with the symmetrical Internet is more exposed to spyware, viruses and the classic security problems.  Clearly the fear is unfounded given that it is an internal platform where the level of control and surveillance is very high in most cases.

    2.  Loss of control over content: This could be one of the main advantages of this type of environment (the auto structuring of information within the collaborative community) it could turn out to be a nightmare if things are not done correctly or the evolution is simply not planned.

    • The current information creators and the basic flow of information should remain intact on the whole, though adapted to the new strategy.  Various other people within the organisation will now be able to create, comment upon the work of others, label and share in other spaces within the infrastructure.
    • In the launch phase of the solution, the current main content creators should be considered and an effort me made for some of them to act as “believers” or as “champions” (the same as in other project management techniques).  It is vital that these people understand that the new solution is not only a risk but that it will also provide advantages in terms of enriching content (file sharing, labelling, recommendations, etc.)

    3. Inappropriate usage (productivity decrease): Is an unrealistic problem that arises from the employees being apparently “entertained” (as when on the Internet) instead of working.  This is a myth on most cases and with all change comes a learning curve as to how to use the related platform.  If our new environment is very attractive and offers many communication possibilities, everybody will want to experiment during the first few weeks of use and test it to the maximum as what happens for example, in instant messaging environments.

    • Everything will go well if we guide our users and they quickly understand good practice.  The onscreen mix of generation X and Y will have a great influence.  Lead by example (starting with the CEO) is a good strategy to eradicate this problem and end the myth.

    4. Complexity and redundancy in systems map: If we have made bad decisions and/or have had a bad implementation, certain operations will not be natural.  They will be complex and overlap with others that have not been updated in parallel.  As a consequence we will not have this impact foreseen and problems will arise on their own.

    • It is a common case that the proper use of collaborative 2.0 platforms clearly reduce the tendency to use internal mails and in other cases it changes the focus of storing content (previously on servers but now in the cloud).
    • In both cases we should foresee that in order to act consequently regarding our IT (less storage and better communication for example).

    5. Training and unnecessary evangelization: As with all change process there is a need for management: a training plan, champions and control in the different stages.  If the user does not understand the environment and is not trained properly, they will never use it in the intended way and the entire collaboration philosophy will begin to fail.

    • The percentage of generation Y in your ranks will be a a factor of influence but all of these activities will always be necessary.

    6. It is not necessary to motivate the employee to accept change: If we make an important change and implement the environment without ensuring that all employees feels that it is a “win-win”situation (all: the company and the workers) it will be difficult for it to be successful.   The benefits to all should be considered.

    7. Excessively changing technologies / loss of IT control: Your company’s IT department could be resistant to this type of infrastructure due to the supposed “loss of control” over the environment (it is assumed it is a democratic system and on the whole auto-regulated) as well as being too subject to change with regards to the associated technologies.   This last component is inherent to the entire IT platform and will be more closely linked to  the unknown as to 2.0 technologies and the Internet.

    • The key IT people should be a part of the team that promotes the system but always in line with the agreed strategy.
    • They should understand that the system has many advantages and should provide support whenever necessary, evolving the current and implementing the new whilst controlling the level of use in the first stages and providing support to the future evolution.

     

     
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