Collanos Blog

“Morgen komm ich später rein – für mehr Freiheit in der Festanstellung” (translated to English: “Tomorrow I will start later – for more freedom in permanent employment”)

As an average person, we spend between 70.000 und 80.000 hours of our lives sitting at the desk. Even though we are part of a knowledge society, we are using structures from industrial society. Sitting out core working hours and excessive overtime seem to stand for „real“ commitment. The economic damage caused by boredom and inefficiency at work is huge.

On August 14, the book “Morgen komm ich später rein – für mehr Freiheit in der Festanstellung” will be published by Campus. The author, Markus Albers, sees the answer to this problem in a playful, flexible, and mobile attitude towards work – let´s call it Easy Economy. Albers: “Go to the cinema during the day, play with your children, integrate hobbies and friends in your daily routine which so far has been dominated by your working life. Make your permanent employment a free-permanent employment. I think, we will witness the end of the office of today. ”

Collanos is also mentioned in the book. The author writes about an interview with me:

“Peter Helfenstein explains the advantages of working without being fixed to a precise point, which means mobility and globalization, increase in efficiency, potential savings, access to highly qualified workers worldwide, and accessibility to customers all over the world thanks to new communication channels. According to Helfenstein, technology is not the reason for this development, but a tool to meet enterprise requirements that have existed long before: We must be in a position to contact anybody, at any time, from anywhere, and collaborate with our customers and contact persons on a flexible, economic and delay-free basis. In view of globalization and rapidly growing competition, 9-to-5 will be an out-dated concept, a competitive disadvantage. Helfenstein sees the New Economy as technology hype, a period when technological prospects offered more than customers wanted. “But today, enterprises, staff members and consumers have realized the advantages of globalization, mobility and flexibility, and now we need technologies that meet these requirements.”

In the new working world outlined above, a slightly different type of employee is required: ”Extroverted personalities actively establishing contact with the outside world and feeling inspired by doing so, are the ones to best fit into this model. Therefore, I am not surprised that this development is advancing faster in the USA.”

Inevitably, flexibility, mobility, and home office mean to widely do without informal communication, get-togethers during coffee break, smokers´corner, or common lunchtime. Helfenstein: “This might weaken identification with team and company and should be balanced by targeted measures, for example fixed dates for team afternoons, occasional work together with all employees at one location, or video conferences which like an intercom system permanently link all employees together worldwide.” Partly, you may be able to compensate physical separation by more frequent virtual meetings, but „ once in a while, you should talk to each other face-to-face. “Our American co-workers come to see us in Switzerland at regular intervals for one or two weeks, and the Swiss travel from USA to India to meet their collegues: the positive effect is noticeable for about three months, afterwards misunderstandings in communication become more frequent again. ”

The Campus-Verlag comments ‘Morgen komm ich später rein’ as follows: “This book harbours a promise which reads: You don´t have to go on working as before. And this book wants to convey a vision. The vision that thanks to modern technology and changing social values, our work will be characterized by more freedom and self-determination than that of our parents´generation. But this does not mean that we have to cut back on performance and career. On the contrary, you would feel more productive, relaxed and competent when communicating with superiors and other staff members. It suggests that we would finally be able to combine our job and your leisure time in a way that we would never have thought of some years ago. And even that, en passant, we might become happier individuals.”

Dr. Wilhelm Bauer at Fraunhofer Institut für Arbeitswirtschaft und Organisation says: “Is this real work – sitting with your notebook in a café or in your garden? The ‘Easy Economy’ as outlined by Markus Albers promises a world of work that is marked by more independence for permanent employees as well as creativity and motivation. The development depicted in the book is sustainable and irreversible. In retrospect, we will eventually refer to it as the revolution of work.”

Markus Albers is political scientist and journalist. He lives in Berlin as a free-lance author reporting for magazines such as Vanity Fair and Monocle. Before this, he did journalistic work for stern, SPIEGEL, SZ-Magazin and Welt am Sonntag. He held the position of directing journalist with the German edition of Vanity Fair. The biography of his career shows a repeated change between free and employed occupations, so the subject of his book also reflects a subject of his life.

More information about Easy Economy and Markus Albers

Article from Markus Albers on the concept of Easy Economy

http://www.markusalbers.com

In earlier blogs like Disruptive Innovation at Work and Gartner Prediction Supports the Collanos Business Model I wrote about our progressive go-to-market strategy entering new markets for collaboration, and our starting point to ride the most recent consumerization wave across enterprise boundaries.

Two inspiring new blog articles and their discussion threads seem to confirm our approach:

• Chris Anderson, author of The Long Tail, in his blog The Black Wire and the White Wire connects a second ethernet cable to his business laptop kicking off an IT “civil war”.

On my desk at work I have two ethernet cables. One is black and one is white. The black one is connected to our corporate network. I use that one when I want to print things. I could also use it for Internet access and stuff, but I don’t because the corporate network blocks a number of ports, including those used for Skype and Second Life. It’s also pretty slow.

The white cable, meanwhile, is a standard consumer-grade DSL connection to the Internet, with nothing blocked at all. Our local IT staff installed it by popular demand, possibly without checking with headquarters (we love our local IT staff!). It’s fast. I use it all the time.

Consumerization of enterprise IT at work…

• Jason Hiner, Executive Editor at TechRepublic, in “The six consumer technologies that are destroying traditional IT ” explicitely sees p2p Collanos Workplace being adopted even by corporate IT supported by some pressure coming from consumerization.

That doesn’t mean IT should necessarily abandon P2P software altogether. It can often prove extremely useful and efficient. For example, Collanos software can be used for sharing and collaborating on documents between various users in a team or workgroup.

Disrupting the collaboration market outside the enterprise platform and being brought in through enterprise doors via consumerization seems like a promising new business strategy – not only for Collanos.

Dr. Clayton M. Christensen, author of The Innovator’s Dilemma, said, “Disruptive technologies bring to a market a very different value proposition than had been available previously. Generally, disruptive technologies underperform established products in mainstream markets. But they have other features that a few fringe (and generally new) customers value. Products based on disruptive technologies are generally cheaper, simpler, smaller, and frequently, more convenient to use. … . Ironically, in each of the instances studied in this book, [Innovator’s Dilemma] it was disruptive technology that precipitated the leading firms’ failure.

It is very interesting to see how Christensen’s research is being further validated by the rise of up-and-coming incumbent internet technology companies who are now taking away market share from enterprise application vendors. Telecommunication, content management, customer relationship management (CRM), database, and portal enterprise vendors are slowly seeing their market share erode as smaller more agile companies are building technologies that meet 80% of the customers need at a much lower cost. Companies such as Alfresco, Liferay, mysql, and salesforce.com have all built products that are competing against leading vendors such as IBM, Oracle, Microsoft, SAP, and EMC.

Other smaller companies have selected not to compete directly with enterprise application vendors, but to compete with specific functionality in an enterprise application. A good example of such a company is Xing. Xing created a business network that allows business professionals to maintain and share their business contacts with others. Xing now has over one million members who share their contacts freely. Businesses have been trying to do this same thing with CRM systems but with little success. As Xing continues to grow and build its network, businesses have started to turn to Xing for assistance with managing their company contacts.

The Internet provides a way for small businesses to build a solution that either competes directly with enterprise vendors or with functionality in an enterprise vendor’s product. Both strategies are potentially disruptive to enterprise vendors. Today, expensive marketing budgets, unaffordable infrastructure costs, security concerns, and technology superiority are a lot less penetrable barriers to entry. Companies can leverage the internet to cheaply market their solutions, buy hardware and host their products at very low and affordable costs, and outsource and use open source components to build products faster and cheaper. Although security concerns are increasing, trust in vendor hosted solutions has greatly increased. All these forces, plus the fact that existing vendors are tied to out-of-date architecture and are delivering functionality for the most demanding user, set the stage for market disruption.

In the Collaboration market, the innovative disruption has started. Companies such as 37signals, Zoho, and Zimbra have build collaboration solutions that challenge the likes of IBM, EMC, Oracle, and Microsoft. Collaboration prices have dropped, and continue to drop, making technology more affordable for the enterprise. But because of their hosted architecture, that incurs hosting and storage costs, incumbent vendors have faced price barrier that have prevented them from truly disrupting enterprise vendors and serving underserved markets.

Similar to Xing, Collanos choose to first compete against a few specific functions offered by enterprise and incumbent collaboration vendors. Where more holistic collaboration solutions required a high degree of computer expertise, monthly costs to support hosted infrastructure, restrictive company policies, and closed networks; Collanos choose to focus on a basic collaboration functionality that was easy to use, free, and open. Selecting a peer-to-peer (P2P) architecture was the innovation that has enabled Collanos to become a disruptive technology.

User feedback has been overwhelming positive. Students, small businesses, non-profits, and global markets have received Collanos simple but very innovative Collaboration solution. Users around the world can now experience the benefits of a collaboration system and a collaborative network for free. Thousands of users have downloaded and registered with Collanos. Daily teams have joined the Collanos network.

Collanos ambition is to provide its user network with a complete set of functionality that will allow them to benefit from the same tools that help make the enterprise successful.

Collanos aspiration is in line with Dr. Christensen’s findings, and according to Christensen’s theory, disruptive technologies such as Collanos who successfully start out serving underserved markets, eventually blossom and pick up the speed required to displace established vendors.