Peter Crosby

The missing piece of the SharePoint engagement puzzle.


You’ve probably heard the pitch before: “Hey, we can make SharePoint better so more people will use it!” By now, you’ve heard it all a billion times. So why should you listen to us? What’s so “different” about our approach? A lot, actually.

tibbr puts SharePoint and other apps on the same page.

Unlike other social-only add-on products, tibbr is a social platform. That means tibbr doesn’t just interact with SharePoint, it acts as connective tissue between it and all your other business apps, too.

“We wanted to integrate [tibbr] with our products, we also wanted to integrate it with other technologies and to do that you had to have a very flexible architecture.”
— Jeff Bagby, Head of Social Media Platform, Thomson Reuters

Better yet, tibbr is application-agnostic: Got Outlook? Get our Outlook plugin. Heavily invested in SAP? Sure thing. Want to add Box? No problem. Salesforce? Of course.

Regardless of which apps you currently use — or want to use in the future — tibbr’s seamless, two-way integration pulls them all together. It creates a single, unified platform for accessing and interacting with SharePoint and other business applications.

In other words, tibbr gives SharePoint users one place to receive, read, and act on all their notifications, conversations, or content. (continued…)

Peter Crosby

The biggest advantage big organizations have when it comes to innovation.

Office building on blue sky

The authors of a recent Harvard Business Review blog post, studied innovative groups and their leaders over the past decade to see how the innovation process works in repeatedly successful organizations. And what they learned was good news for big organizations.

The innovation myth of the solitary genius.

Their studies indicated that innovation doesn’t happen solely by hiring a few creative people and executing their brilliant ideas.

“Contrary to the popular myth that it’s the work of solitary genius, organizational innovation is most often the work of many hands – [it's] a ‘team sport’…” — Linda Hill, Greg Brandeau, Emily Truelove, and Kent Lineback

The authors argue that the real goal is creating what they call “singular collective genius” — that is, a gestalt innovation made from the various, individual pieces of genius contributed by members of a group.

It’s not enough to just hire creative people.

Making innovation a repeatable occurrence in a company requires not just hiring creative people, but getting them to work together productively.

No one single person magically “makes innovation happen” — it’s created by bringing together individual “slices of genius” from multiple employees so that the innovation – a new product, process, or strategy — becomes obvious and easy to identify. (continued…)

Filed under

No Tags

Peter Crosby

What’s wrong with your conference room, and how to fix it.

Empty Conference Room

Nobody likes conference rooms; the fluorescent lights cause headaches, the projector never has the right dongle, the catered sandwiches taste like plastic, and there are never enough of the “good” chairs. And don’t get me started on those conference call phones…

Thankfully, conference rooms are on their way out. More and more work is being done in disparate global offices, while traveling to those office, or while working from somewhere else entirely. As a result, employees are finding that IRL conference rooms simply aren’t the best way to pull together the right colleagues, content, and conversations around a topic anymore.

Enter tibbr Subjects: It’s a virtual workspace for the 21st Century that lets people collaborate more efficiently. It’s accessible from both the office and the road, and available on both desktops and smart devices. So now, no one needs to be in the same physical space to be part of a discussion.

In the recent 5.1 upgrade, we did more than just refresh the look (but we did that, too). Check out this list of upgrades we made to make tibbr Subjects even more useful:

  • Easily access everything from the new toolbar — jump to Wall Posts, People, Links, Files, Bookmarks, and Trends.
  • (continued…)

Peter Crosby

How lengthy emails damage your business, and how to put a stop to them.

Hands Typing Email Novels.

I stumbled across a nice blog post the other day suggesting that there’s a simple solution to the problem of email killing employee productivity, and it’s basically this: “Keep emails short.”

While that may seem obvious and self-evident, it’s nevertheless something nobody seems to be able to do — far too many people write emails as if they were authoring the next great novel or a dissertation on the meaning of existence under the mistaken impression that more words are better.

But when it comes to email — as Robert Browning taught us all in his 1855 dramatic monologue, Andrea del Sarto (Called “The Faultless Painter”) — less is more.

The email window itself may be at fault — its wide-open textual expanse all but cries out for logorrheic verbosity. Like the mythical siren’s call, it incites our childhood passion and unrealized dream of being a best-selling author of pompous word-smithery!

Or…it could be that people just can’t cut to the chase.

Regardless of the cause, shorter messages are better messages for one, simple reason:

Short messages get read.

no-email_smallThat’s right. Short messages get read while long emails — even the most carefully crafted ones — get skimmed at best, if not ignored altogether. (continued…)

Leandro Perez

tibbr named a leader in Enterprise Social Platforms by an independent research firm.


Recently, the folks over at Forrester Research reassessed the current ESN market to see how the vendors stacked up against one another. In all, they evaluated 13 of the market’s most significant players against 65 different criteria and two different perspectives:

  • 1.) Social Platforms as an overall offering, and
  • 2.) Activity Streams as a subset of social platforms

When it was over, The Forrester Wave™ report (Q2/2014) recognized tibbr as a leader in both segments, nabbing the highest scores in the Social Platform’s “Current Offering” as well as Activity Streams’ “Market Presence.” (And since you’re no doubt about to ask, “Market Presence” rates the vendor’s financial performance, installed base, integration partners, professional services, number of employees, and technology partners.)

Beyond its complete, robust, and mature product, Forrester liked tibbr’s long history of integration which extends its value across different apps and systems.

VP and Principal Analyst at Forrester Research, Rob Koplowitz, wrote: “Enterprise Social does not live in isolation. It thrives with business-specific horizontal and vertical extensions,” adding “[tibbr] has grown to become a much more robust enterprise social platform, particularly when paired with pre-integrated offerings…”

These days, the Enterprise Social market is moving towards app-agnostic, business integration and that’s where tibbr really shines. (continued…)

Leandro Perez

How tibbr helps groups of people work more effectively together.

Working together

After I explain what tibbr is, I usually get the follow-up question: “So, what’s tibbr for?” Well, that’s a deceptively complicated question that doesn’t have a simple or short answer — if you want the “elevator pitch,” we’d better be in a very tall skyscraper.

That’s because the tibbr platform was designed to address the different needs of all types of organizations. As a result, tibbr is used by a broad range of organizations for a broad range of organizational needs — everything from global change management to assisting first-responders collaborate to save lives, and everything in between.

As an Enterprise Social Networking platform, tibbr has the functional capacity to help with almost every aspect of human endeavor (even sports like Rugby!), yet most customers generally benefit from the following set of tibbr characteristics:

  • Situational awareness. Employees learn where they fit in the organization as well as what things affect them, their work and their productivity.
  • Vocational mobility. They get a world-class mobile experience with access on any device, anywhere, any time — today’s mobile workforce mantra.
  • Increased agility. Companies increase the flow of information to become small again because of the inverse relationship between size and agility.
  • (continued…)

Peter Crosby

The unlikely driving force behind new technology in the enterprise (and it isn’t IT).

Going digital

Every aspect of business is ‘going digital,’ and if it hasn’t already, it soon will. That’s because businesses generally understand how technology can directly impact the bottom line by making employees better informed, easier to reach, and more productive.

files-page-slideshow-2.pngStrangely, the driving force behind this wave of enterprise “digitization” isn’t the enterprise — it’s the employees. Advanced technology proved that it was no longer the sole domain of deep-pocketed IT departments when it bypassed the enterprise and went straight to mainstream markets. Consumers liked what they could do on the new tablets and smartphones so much they spent their own money to buy them. Not surprisingly, once they had a taste of the new tech, they wanted the same technologies in their workplace.

Let me rephrase that: They demanded it. Yet, as McKinsey recently reported, many IT departments are having trouble satisfying this insatiable demand for new features:

Many companies are struggling to cope [with employee tech demands], and they seek to deliver on new demands by adding piecemeal elements to their existing operations.

IT departments are struggling because the task of cobbling together a patchwork of disparate systems — that were never designed to work together — is no simple task. (continued…)

Peter Crosby

The one key component of transforming your business that often gets overlooked.

Binders Stack

For too many companies, “on-boarding” — that is, getting new hires oriented and up to speed — is viewed as a somewhat low priority. But it’s really a huge, undervalued opportunity for business transformation.

Why employees are right to resist change.

Transforming a business is often difficult because many employees are resistant to change. And there are any number of very good evolutionarily reasons for it:

Old ways of doing things are, generally speaking, antifragile. They’ve withstood the test of time and have a decent history of working…If people weren’t resistant to change, good ideas wouldn’t have the time to spread.  — D. Lee

Yet when you try to implement a new business strategy, policy, or a more effective way of doing things, your existing employees aren’t likely to just jump on board. And why would they? Things are working fine, in their opinion.

Convincing long-time employees otherwise could take longer than you’d like in order to see results. So your best bet for effective change management may mean approaching the problem from another angle.

Why the status quo stays the status quo.

Binders StackWith a traditional on-boarding scheme — “Okay, there’s your desk, here’s your company manual, and the bathroom’s down the hall. (continued…)

Continue reading

Peter Crosby

How to prevent the “dumbing down” of your workforce.


A business is only as good as the people who work there, and they’re only as good as the knowledge they have. So the key to success is making sure you always have good people with good knowledge. Sounds simple, sure, but it’s a combination that only gets harder and harder to maintain over time. Here’s why:

How smart companies inevitably become less smart.

In a very funny (and fictional) Halloween episode of “The Simpson’s®,” Homer purchases a hammock from a passing hammock vendor(?) who warns him that the hammock is evil — that is, it produces clones of whoever lies in it.

Immediately, Homer realizes the great, labor-saving opportunity this is and makes a few clones to do all of his work for him. Unfortunately for Homer, his clones soon make the same realization and clone themselves, too. In no time, there are countless Homer clones running around (and hilarity ensues).

Yet with each successive generation, the Homer clones become less exact and less intelligent — i.e., they suffer from the classic clone-of-a-clone effect. Predictably, the cloned clones start screwing up and making lots of costly mistakes (D’oh!).

Business owners with a growing workforce face a “similar” situation (insert a VERY long list of differences, exceptions and caveats here). (continued…)

Peter Crosby

24/7 productivity: Are we ever OFF the clock anymore?

Young woman sitting in car and texting on her phone

A friend of mine recently enabled her “Out of the office” automatic email response to tell coworkers that she wouldn’t be checking her email for a period of time. A common enough occurrence, but it got me thinking — in today’s hyper-connected, ‘always-on’ business environment, is that even necessary anymore? Or is that fleeting disconnection from work more important than ever?

Work never sleeps.

There was a time (at least they tell me) when people worked, literally from 9pm to 5pm — they even made a movie about it. Eight hours a day, forty hours a week and that was it. If you needed someone after five, you had to wait until the next day. Today, things are very different.

Now, we’re working…well, whenever. A survey conducted by iPass in May 2012 found that over 50% of those polled sent emails before work, almost 75% sent emails after leaving for home, 9% said they sent emails around the time they put their kids to bed, and 28% send it at their own bedtime. In short, people work when they can.

And now with mobile devices, it’s even easier to always stay in-the-loop. But do we really want to that? Is that a good thing? (continued…)