The Buzz Campaign
by Steve Gillmor on March 8, 2010

An interesting firefight broke out over the weekend as Google engineer DeWitt Clinton defended Google data policies in Buzz and related “open” standards. Those who remember the politics of RSS and the games companies played around its buildout would recognize a number of the names and tactics of the current positioning. Closed comment threads, insinuations, calls to action — only the names of the bigcos are shifting, and not all that much either.

The latest wrinkle is to describe developer acceptance as the key measurement of open standards. As Clinton and fellow Google evangelists fan out across the realtime stream’s version of the Sunday talk shows, they’re having to argue the borginess of Facebook versus Google. C’mon guys, get serious. Google has the gorilla crown going away.

Think of the breadth and depth of Google’s strategy: own every product category and decorate each with their own metadata. Gmail, done. Apps, done enough. Chrome. OS, Android, Nexus. Now Buzz. What folks who argue against the Google tax don’t understand is that this isn’t going to happen if…. It’s done, banked, in the books, check cashed, burger eaten. Every time a Buzz gets distributed, the addition of key voices from this and previous eras solidifies the new metadata type as the social graph ripples spread.

It doesn’t matter how immature Buzz is compared to other systems; in fact, it just makes the resultant Buzzes on the subject all the more canonical. No matter how long it takes for these systems to converge, each object will have its own metadata stamp. From here on out, Buzz stamps are getting licked and posted in increasingly significant numbers. The big companies behind these moves have learned a lot from the pioneers of RSS and open source, as well as the bigco strategies of Microsoft, IBM, and Oracle/Sun.

But Google has taken all the previous strategies and combined them into one relentless juggernaut: create the data and let the process fall into place around it. It would be cynical to suggest that Google was somehow behind the open standards players who started the ball rolling, but clearly the two groups scratched each other’s backs along the way. Perhaps the key melting pot for this buildout was the Internet Identity Workshop, where key players from Google, Microsoft, and Facebook first got together openly.

Facebook seems to have the most to gain by adoption of the various open standards. It mutes the argument that the social media giant is a closed, proprietary system by pushing the discussion to its Adsense-like Facebook Connect. This in turn fueled the idea that Facebook’s huge developer community makes adopting the Facebook API’s a more logical choice than Google forcing their own set. DeWitt Clinton simply ignored the suggestion.

He also doesn’t touch the suggestion that Dave Winer’s RSS and RSS Cloud be supported. This is a mistake, by the way. Noise from Atom mainstays about how Atom is better architected and more robust aside, the best way to marginalize RSS is to implement it and move on. It will be interesting to watch whether Clinton will continue to stonewall, or pass the ball to someone with more clout and willingness to think strategically and act tactically.

It’s likely Buzz has already survived, riding shotgun with the Nexus One release as Google executes on several different fields simultaneously. The Android code is infuriatingly unstable, but the overriding message is one of rapid innovation and aggressive challenge to Apple’s one-thought invulnerable crown. Nothing suggests that Steve Jobs will slow down or be anything but invigorated by the competition, but Google’s strength in cloud computing will take some catching up for Apple.

In the context of the imminent iPad release, Buzz will have a big new stage to finance the next round of improvements. While FriendFeed fans await more rational filtering and UI tweaks, the biggest bang for Google’s buck will be to double down on the email integration. Scorned as a privacy invasion, the built-in integration of relevant Buzzes lets me keep the noise down by only commenting on threads I want to track. The Clinton debates serve as a handy promotional campaign while we wait for the iPad to make additional forays.

For its part, Facebook would do well to adopt a more open stance on Buzz. With plenty of bona fide standards cred on the line, Facebook has been pretty well locked down since Buzz shipped. Perhaps the strategy is to go the big media route with IPO talk, but the silence over the FriendFeed acquisition is disingenuous, particularly given the founders’ willingness to share and learn from customers and the addicted press. Buzz’s weaknesses highlight why the company bought FriendFeed, and not in a flattering way.

Salesforce remains the wildcard, with Chatter suggesting a subscription model for micromessaging that flies in the face of Marc Andreesen’s conversation with Erick Schonfeld. We’ll know soon, because Chatter has plenty of room to maneuver in the absence of a Microsoft strategy for realtime. The window won’t stay open forever, however. But Benioff has been underestimated for years, and never more so than with Chatter.

So prepare yourself for a few weeks of jawboning about the new reality, as Buzz continues to fire more and more objects into the stream, creating more and more metadata as those objects are consumed, ignored, threaded into Twitter and FriendFeed chats, and in general recalling the late great days when all this stuff was invented, bearhugged, and muzzled. Buzz suggests there’s life in the old strategies, even when the shoe has moved to the other foot.

by Leena Rao on March 4, 2010

Many of us take the disaster readiness of servers and data centers for granted. But for IT admins from both small and large companies, being prepared for disaster and emergency situations is complicated and expensive issue. Google has made an announcement today for any enterprise users of Google Apps; assuring IT admins that the suite is now fully prepared for disaster recovery. Rajen Sheth, Senior Product Manager, Google Apps, tells us that as of recently, Google is prepared for disaster recovery for all of its products in the Google Apps suite, which include Gmail, Google Docs, Google Sites, Google Docs, Google Calendar, Google Talk and Google Video.

Google’s secret sauce is live and synchronous replication. So every action you take in Gmail is immediately replicated in two data centers at once, so that if one data center fails, Google will transfer data over to the other one. Traditionally, Google says, synchronous replication can be very expensive for companies. For example, the cost to back up 25GB of data with synchronous replication can range from $150 to $500+ in storage and maintenance costs per employee. Google says that exact price depends on a number of factors such as the number of times the data is replicated and the choice of service provider. Of course, Google replicates all the data multiple times, and the 25GB per employee for Gmail is backed up for free. And data from Google Docs, Google Sites, Google Docs, Google Calendar, Google Talk and Google Video, which encompass most of the applications in Google Apps, is also synchronously replicated for free.

by Leena Rao on March 3, 2010

There are a plethora of enterprise friendly collaboration platforms to choose from these days, with Yammer, Salesforce, Jive, Bantam Live, Socialcast, and others all vying for marketshare. All of the offerings are compelling but now more than ever, the startups and companies that develop these platforms are facing pressure to make their offerings the most appealing and feature-rich. Today, Socialtext, the developer of an enterprise social software platform built around microblogging, is rolling out a more powerful version, called Socialtext 4.0, of its collaboration applications.

One of the features users were asking for was the ability to create groups within their Socialtext applications. So now, you can create collaborative groups within your Socialtext app, that comes with a group home page including an activity stream of group member updates, a dedicated microblogging channel, and one or more workspaces. Collaborative Groups can be synced with other groups and can also be configured for privacy needs. A group can be listed, with its membership designated as either “request-to-join” or open. Alternatively, a group can be unlisted, which makes it completely private.

by Erick Schonfeld on March 1, 2010

When it comes to getting access to all the data that flows through Twitter, there are the 50,000 apps that drink from Twitter’s Streaming API, which is subject to various limits. And then there are the chosen few who get the full unlimited firehose of data, the more than 50 million Tweets a day coursing through Twitter.

In the past, only select partners, particularly big search engines such as Google or Bing, got the full firehose. Search engines need it more than others to be able to index and serve up results in realtime. Today, smaller search startups are also getting the firehose. These include Ellerdale, Collecta, Kosmix, Scoopler, twazzup, CrowdEye, and Chainn Search (which has not yet launched).

by Erick Schonfeld on March 1, 2010

Google Buzz might have been pushed out too soon, but there are already at least a dozen apps for Google Buzz, most of them unoffical. That’s not a lot, but it’s enough to start BuzzAware, a Google Buzz app directory. BuzzAware is started by the same folks behind Twitdom, a Twitter app directory with more than 1,500 apps.

Have you ever been to Electric Ladyland?
by Steve Gillmor on February 28, 2010

Lady Gaga blared from the speakers as my 16 year old daughter drove away from the house. I didn’t want to like Lady Gaga, but her duet with Elton John at the Grammys changed everything. She seemed to draw strength with every traded verse, turning his phrasing to her advantage, his blues to her power. This was not a generational shift, but a reach across the eras.

Now there was my little girl moving out of sight with her precious cargo, our youngest daughter, on the way to school and beyond. For a second we glanced at each other with a nervous giggle, then drank in a day with new eyes. A day where the world prepares for the coming of the iPad. A day where health care reform was debated and both Democrats and Republicans were coaxed out of hiding.

Whatever you think of the merits of the positions, the debate in Washington was good for both parties. Republicans came prepared, with a clever mixture of partisan politics and pragmatic courage to avoid crossing the line from talking points to personal insults and worse. For their part, the Democrats let Obama carry the ball, getting away with it because of his skill and command of the details but finally showing the passion that fuels their cause if it is to prevail.

The media was less impressive, with Fox Business News the only cable feed that stayed with most of the live coverage. MSNBC and CNN seem to have switched roles in the year-long debate, moving away to talking heads on the former to blather on repetitively before bailing altogether for the Olympics, while capturing more of the underlying dynamics on the latter. I finally gave up switching to stay with the event and watched the rest on the MacBook Air via CSPAN. Next stop, the iPad.

The tech agenda seems similarly polarized, what with Buzz this and Facebook patents that. But I get the strong feeling that no one has yet succeeded in smoking out the real work that needs to be done in the few short weeks before the iPad arrives. There’s a lot of phony outrage about Apple and Google soaking Techmeme, as though big companies with aggressive agendas is something new and more fearsome because of the scale at which net giants operate.

But I keep coming back to my daughter driving off to greet the day. At some point we have to just hand over the keys and strike out in the new day. We shouldn’t be so worried about demagogues in corporate boardrooms when we face them every day in our aggregators from every nook and cranny. Trading one clever pitchman for another does nothing to solve our problems, nor does it speak to the opportunities that lurk.

It seems we haven’t learned what it’s like to be a child in parent’s clothing. We pretend we are adults while doing whatever we can to shift the burden of choices to circumstances, class, timing, and history. We search for signs of strength and chinks in the armor where we can attack and slingshot ahead. We sneer at the callous while coveting their power.

The iPad is so difficult to handicap, say the daily newsbytes: you’re no iPhone, they maintain. But after missing the signals about the iPhone, then Twitter, then realtime, then Nexus One, we shouldn’t mistake the new device’s deficiencies for what will be unleashed over the new platform. Look through the new eyes of the initiate, where the open road holds limitless possibilities.

So much of the social media stream is meant to be routed rather than absorbed, pushed to an expanding circle of tidal pools for decoration with our behavior. Even the latest entrant, Buzz, holds promise in its naive ready-to-be-enhanced template. It’s surprisingly free of constraints at this early stage, ready to be hooked in and out of the stream and shared with other systems more and less tuned to this new public thoroughfare.

Right now we’re floundering in the tyranny of middle age, thinking we know what blogging and tweeting and social graph are all about while at the same time already tiring of the glut of mediocrity and the lack of inspiration. The young and the old know better, flush with an appreciation of the time before them to celebrate or squander. The understanding that whatever words come next are to be laid out like diamonds in a row, subject only to the value they represent or create.

We so quickly calcify our latest inventions in the rush to quantify them, not letting the rhythm and rhyme continue to build. We cash our chips in too early, playing it safe when the world could end at any second. All the while, the detectives caution us that the moment is not profound, that the results are already in or fixed, that we should not hope for too much lest we fall even shorter for dreaming. It’s a shallow way to live, pretty much not at all.

I was talking with an old friend last night, about a musician who I once thought disliked me. No, my friend said, everybody disliked me, especially me. It was a shallow way to live, and I stand guilty as charged then and even now. But that’s no excuse to not understand a series of really good ideas that have been building for a while now. Just think how everything can change when viewed through the lenses of the young and old.

Try predicting the iPad will fail. Explain to me how we don’t want to lean back and paddle calmly through the stream, pausing to sip at a wise post, sample a live event, sit in as our friends debate an issue of the day, enjoy a laugh, serve a customer with intelligence and care, put the whole thing down with a feeling of satisfaction and the delight of looking forward to coming back for more in good time.

Explain to me how this can’t produce a better quality of work, a better kind of listening, a better balance of silence and impact, the chance for real progress instead of flacid soundbytes and endless posturing. Isn’t that a lot to expect from just another shiny new object you say? Sure, but it’s not the technology that I’m betting on, it’s what rides on the cushion of air that I expect to be great. It’s a magic carpet we’re building on, and if we just look at it through the eyes of a brand new day, we’re sure to invent things that will in turn drive the next wave of devices.

On March 9, a new Jimi Hendrix album will ship. The artist lived to release just 3 records, famous for just 4 years. But he took his success and plowed it into a recording studio, where he spent the last year of his life in a constant state of experimentation and exploration. The Hendrix estate estimates they have a decade’s worth of material to release. Today you can buy a digital recorder that does much of what Hendrix’s studio could do for $200 on Craig’s List.

As Saul Hansell says on this week’s Gillmor Gang, “If we’re not willing to make big, bold mistakes, we’re never going to accomplish anything.” Hansell has left the New York Times after 15 years to join the latest incarnation of AOL, what Andrew Keen jokes sounds like a startup, “a huge company that clearly doesn’t know what it wants to be when it grows up.” Hansell takes it as a compliment; Keen says it’s not meant to be.

Living with realtime will be an adventure for some, a terror for others. But for our children, who don’t know enough to be scared, and those of us who can recognize something special even when we don’t understand precisely why, the iPad is a big deal because it looks just like what we imagined the future would be.

by Jason Kincaid on February 25, 2010

As we reported last night, Yammer has just announced that it will begin allowing users to sign up for the microblogging service without requiring email addresses that are associated with their company domain names (e.g. jason@company.com). This new feature, called Communities, will open the service to less formal organizations, and even families. And it also opens the door to B2B collaboration, which is how Yammer seems to be primarily marketing the new feature Communities will launch on March 1.

This is a big move for the company. On a conference call this morning, Yammer CEO David Sacks said that one of the problems with Yammer so far has been that communication on the service has been restricted to internal use within a company. The issue many people ran into was that they’d want to collaborate with their clients or business partners as well, but didn’t have a way to do that without inviting them to their company’s internal network (which often wasn’t an option).

by Leena Rao on February 25, 2010

Virtualization giant VMware is set to acquire select technologies from parent company EMC. VMware will be buying up certain technologies from EMC’s Ionix IT management business, including solutions aimed at delivering improved management and deployment of servers and applications in a virtualized data center.

The transaction is valued at $200 million and is expected to close in the second calendar quarter of 2010. VMware will acquire all technology and intellectual property of FastScale, Application Discovery Manager, Server Configuration Manager and Service Manager. As part of the agreement, EMC will retain the Ionix brand and have full reseller rights to continue to offer customers the products acquired by VMware.

by Erick Schonfeld on February 24, 2010

This guest post is written by Marc Benioff, chairman and CEO of salesforce.com.

I quit my job at Oracle in 1999 because I couldn’t stop thinking about a simple question: “Why isn’t all enterprise software like Amazon.com?” Why couldn’t applications be run from a simple website, without software or hardware to install, and pricy consultants to hire? Why couldn’t we just compute in the Internet, or the cloud, and get away from the data center and all its complexity. Simply put, I wanted to simplify the enterprise. It was a pretty straight-forward idea, but from the confines in which I sat, there wasn’t anything close to a straight-forward solution.

That vision led to the founding of salesforce.com. But the enterprise world wasn’t ready for Amazon.com, or eBay, or Yahoo, or any of the innovative services that were changing the way consumers bought, sold, or communicated. I tell this story in my book Behind the Cloud and can’t help but note that the factors at play 10 years ago—an inspiring service, wide skepticism, and phenomenal potential—mirror where we are today. But it’s no longer Amazon that frames the questions or gives us the answers.

In this decade, I’ve become obsessed with a new simple question: “Why isn’t all enterprise software like Facebook?”

by Leena Rao on February 24, 2010


IT software giant CA is acquiring cloud computing startup 3Tera. Terms of the deal were not disclosed. 3Tera’s product, AppLogic, helps enterprises build and deploy cloud-bases applications both to public and private clouds.

CA is opening up the purse strings to boost its presence in the cloud. The company recently acquired Cassatt, NetQoS and Oblicore. 3Tera allows companies to provision, deploy and scale public and private cloud computing environments. 3Tera also makes it easy for service providers to offer application stacks on demand. 3Tera’s client base includes 80 enterprises and service providers globally, which use the cloud computing technology to provide services to users

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