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.

http://www.freianstellung.de
http://www.markusalbers.com

“Morgen komm ich später rein - für mehr Freiheit in der Festanstellung”

Zwischen 70.000 und 80.000 Stunden im Leben verbringt der Durchschnittsmensch am Schreibtisch. Doch mitten in der Wissensgesellschaft arbeiten wir mit Strukturen aus der Industriegesellschaft: Abgesessene Kernarbeitszeit und exzessive Überstunden gelten als Beweis für “echtes” Engagement. Der volkswirtschaftliche Verlust durch Langeweile und Ineffizienz im Job ist enorm.

Die Lösung dieses Dilemmas liegt für Markus Albers, Autor des Buches “Morgen komm ich später rein - für mehr Freiheit in der Festanstellung”, das am 14. August um Campus-Verlag erscheint, in einer verspielten, flexiblen und mobilen Arbeitsauffassung - nennen wir sie Easy Economy. Albers: “Gehen Sie tagsüber ins Kino, spielen Sie mit ihren Kindern, integrieren Sie Hobbys und Freunde in Ihren Tagesablauf, der bislang nur vom Berufsleben geprägt war. So wird aus der Festanstellung eine Freianstellung. Wir werden es erleben - das Ende des Büros, wie wir es kennen.”

Auch Collanos kommt in “Morgen komm ich später rein” vor. Über ein Interview zwischen ihm und mir schreibt der Autor:

“Peter Helfenstein erklärt u.a. die Vorteile der ortlosen Arbeitsweise, nämlich Mobilität und Globalisierung, Effizienzsteigerung, Sparpotenziale, der Zugang zu qualifizierten Arbeitskräften weltweit und die zusätzliche Nähe zu Kunden überall auf der Welt dank neuer Kommunikationskanäle. Technologie sieht Helfenstein dabei nicht als Ursache, sondern als Werkzeug, Unternehmensbedürfnisse zu befriedigen, die vorher bereits existierten: ‘Wir müssen in der Lage sein, mit jedem, jederzeit, von überall arbeiten sowie flexibel, günstig und zeitverzugslos mit unseren Kunden und Ansprechpartnern kollaborieren zu können. Durch die Globalisierung und den immer stärkeren Wettbewerb wird 9-to-5 eine Illusion, ein Wettbewerbsnachteil.’ Die New Economy sei zwar ein Technologie-Hype gewesen, so Helfenstein. In dieser Zeit hätten die technologischen Möglichkeiten mehr geboten als die Kunden wollten: “Aber heute haben Unternehmen, Mitarbeiter und Konsumenten die Vorteile der Globalisierung, der Mobilität und Flexibilität erkannt. Nun braucht es die Technologien, dies zu nutzen.”

Dazu bedürfe es zum Teil auch eines anderen Mitarbeitertypus:”Extrovertierte Persönlichkeiten, die den Kontakt nach aussen aktiv suchen, dadurch motiviert werden, können besser mit solchen Modellen umgehen. Für mich ist es deshalb nicht verwunderlich, wenn in den USA die Adoption schneller vor sich geht.”

Durch Flexibilität, Mobilität und Homeoffice falle natürlich die informelle Kommunikation, das Zusammentreffen in der Kaffeepause, der Raucherecke, oder beim Mittagessen nahezu weg, so Helfenstein: “Dies kann die Identifikation mit Team und Firma reduzieren und muss entsprechend durch gezielte Massnahmen kompensiert werden, wie Teamnachmittage, Arbeit an einem Standort mit allen, oder Videotechnologie, die wie eine Gegensprechanlage alle Mitarbeiter weltweit permanent verbindet.” Physische Trennung könne zwar durch stärkeres virtuelles Zusammenkommen kompensiert werden. “Man muss sich allerdings zwischendurch doch mal sehen”, so Helfenstein. “Die Amerikaner besuchen uns regelmässig für eine bis zwei Wochen in der Schweiz, die Schweizer die Mitarbeiter von den USA bis Indien: Es hält etwa drei Monate, danach werden die Missverständnisse bei der Kommunikation wieder grösser.”

Der Campus-Verlag schreibt über ‘Morgen komm ich später rein’: “Dieses Buch birgt ein Versprechen. Es lautet: Sie müssen nicht so weiterarbeiten wie bisher. Und dieses Buch möchte eine Vision vermitteln. Dass wir dank moderner Technik und eines Wandels gesellschaftlicher Werte freier und selbstbestimmter arbeiten werden als die Generation unserer Eltern. Dass wir dabei keine Abstriche im Job machen müssen, was Leistung und Karriere angeht. Sondern im Gegenteil Kollegen und Vorgesetzten produktiver, gelassener und souveräner begegnen. Dass wir endlich Beruf und Freizeit auf eine Weise vereinen können, die noch vor wenigen Jahren undenkbar schien. Und dass wir so vielleicht - ganz automatisch - zu glücklicheren Menschen werden.”

Und Dr. Wilhelm Bauer vom Fraunhofer Institut für Arbeitswirtschaft und Organisation, sagt dazu: “Mit dem Notebook im Café oder im Garten sitzen - kann das Arbeit sein? Mit der ‘Easy Economy’ skizziert Markus Albers eine Arbeitswelt, die durch grosse Freiheiten für Festangestellte sowie durch Kreativität und Motivation gekennzeichnet ist. Die im Buch skizzierten Entwicklungen sind nachhaltig und unumkehrbar. In der Retrospektive werden wir von einer Revolution der Arbeit sprechen.

Markus Albers ist Politologe und Journalist. Er lebt als freier Autor in Berlin und berichtet für Zeitschriften wie Vanity Fair und Monocle aus aller Welt. Zuvor schrieb er für stern und SPIEGEL, das SZ-Magazin sowie die Welt am Sonntag. Zuletzt arbeitete er als geschäftsführender Redakteur der deutschen Vanity Fair. Seine eigene Arbeitsbiografie wechselte stets zwischen festen und freien Beschäftigungen, das Thema seines Buches ist damit auch ein Lebensthema.

http://www.freianstellung.de
http://www.markusalbers.com

The popular German business magazine “brand eins” has a great story about European entrepreneurs moving to California to start, re-launch, invigorate or otherwise promote their start-up companies. The article contains bits and pieces about Collanos Software, which had also launched its US activities in 2006-2007 with the help of the Swiss start-up promotion agency “CTI Start-up“. We started our US activities based out of “swissnex San Franciso“, a Swiss innovation incubator and networking hub.

Our legal counselor in the US, Achim Hölzle with FeldbergPacific Law Group, made it even to the double-page cover picture (guy on the right) of the story!

Download PDF document.

Many European organizations (from small start-ups to large corporations) are outsourcing their software development, testing, and maintenance tasks to specialized providers in Eastern Europe and the CIS. Because of the geographical proximity, this outsourcing model is often called “nearshoring”.

Collanos is also applying and benefiting from this distributed working model. We are managing all our software development processes from our headquarters in Zurich, but outsource work to suppliers in Ukraine, Bulgaria, India, and other destinations. Our experiences so far have been mostly positive, but of course there are always aspects that can be improved. Collanos is currently preparing for expansion steps and we need to further grow our software development teams.

The whole discussion is not about cheaper labor costs only. In fact, the lower the direct costs get (read: the farther East one moves), the higher the indirect costs typically get, including reduced overlap of time zones, bigger travel distances when visiting, more problems due to cultural differences, and others.

To better share our own experiences with others, and to hear from other buyers about theirs, we have created a new group on the Xing business networking platform. The goal of the group is to represent the interests of the buyers’ side, by sharing practical experiences, exchanging tips and advises, bringing transparency into the practices of this industry, learning from each other, collecting best practices, avoiding typical pitfalls, and so forth.

The group is exclusive to European professionals in the software industry which are buying services in Eastern Europe. Outsourcing providers looking for new customers will not be allowed to join the group. With this narrow focus and membership profile, the group will be able to build-up trust between its members and become a highly relevant resource for many European professionals.

To join the group (you must be a Xing member to do so), please visit the Xing Group “European Buyers of Software Development Outsourcing (Nearshoring to the East)“.

We look forward to meet other professionals outsourcing their software development work to Eastern European providers, and valuable exchanges of experiences. Please feel free to forward this information to interested colleagues. Thank you.

UPDATE:

There is also a related discussion on LinkedIn Answers: “Nearshoring Software Development to Eastern Europe”. Great and valuable answers indeed.

Collanos Software and beteo, two global Swiss start-ups, close ranks to share resources, expertise and partnerships. Collanos Software CEO Peter Helfenstein in addition takes on the COO position of beteo. Hence both Collanos and beteo can profit from the experiences and structures of both companies. Despite the intensive cooperation and the shared resources, beteo and Collanos will remain clearly distinctive companies.

Dieter Steiger, founder and CEO of beteo as well as Advisory Board Member of Collanos, claims that “Collanos Software is an exemplary Swiss global start-up. With the help of our management team and Peter Helfenstein as our new COO, we’ll position beteo similarly well on the international market. Of course, I’m thrilled at the prospect”.

The joint forces allow both companies to acquire a certain critical size faster and more easily. Marketing and alliance functions can be created in an earlier phase for both Europe and the U.S. Together, these two firms represent a far more interesting service and software partner for large American and European IT-companies such as HP, SAP, Apple or Sun Microsystems. It also makes them more attractive as a potential client for the near and offshore development partners in Ukraine and India. beteo and Collanos shoulder to shoulder can make joint and better use of their expertise in PR, web presence, product management and investments in infrastructure and back office.

“We are fully aware that reduced working hours of Peter Helfenstein may be a risk for both companies. However, we believe that the synergies and lower costs obtained, will fully justify this partnership”, says Franco Dal Molin, founder, president and CTO of Collanos. “beteo is an ambitious, fast growing and profitable company with unique expertise and potential. Being able to benefit from this is a privilege and a great opportunity for our team. Even though the targeted customer segments are different, both companies have to tackle basically the same tasks. Now, we can do so in a joint effort”.

Even with the intensive cooperation and the sharing of resources, beteo and Collanos will remain distinctly separate companies. Peter Helfenstein, CEO of Collanos Software and new COO of beteo, asserts that “despite a very close collaboration, the two global Swiss start-ups want to act autonomously to a large extent. Both are developing independently according to their own strategy. Yet, thanks to the new partner, they will do so more efficiently and effectively. We are open to alliances with additional Swiss start-ups that share global ambitions with us”.

About beteo

beteo is a visionary Switzerland based global software and consulting start-up. Its application lifecycle management solutions and services focus on keeping Enterprise software system environments flexibly and efficiently adaptable to the changing business needs of the future.

It was founded in February 2007 as a spin-off of a leading Swiss IT Governance service company and is based in Sarnen, Switzerland, and Berlin, Germany. Among its clients are well-known companies in Austria, Germany and Switzerland.

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.

In the 10th Annual Global Information Security Survey, conducted by InformationWeek and Accenture, some of the conclusions drawn from the data, gathered from over 3,000 US and Chinese organizations, are startling. A large majority of organizations feel just as vulnerable to security attacks as they were the previous year.

Although this survey focuses on large enterprises, here at Collanos our goal is to provide professional users (SMB and other organizations) with a true sense that their systems and data are in good hands and that with minimal resources (hey, Workplace is free!) you can reduce much of the security risks identified in this survey. As you can see in the chart below (drawn from the survey), viruses/worms, spyware/malware, spam, unauthorized employee access are the top four priorities on company’s security agenda.

Using Collanos Workplace all four of these vulnerabilities can be avoided altogether since Collanos workspaces are closed to invitees only. Your team decides who gets invited to these invite-only workspaces. Instead of using same-old-vulnerable-email to collaborate, users communicate in the workspace via Discussions and Chats.

Collanos does not install any spyware/malware on users’ machines (See Privacy Statement). You can create as many workspaces as you wish and invite only the employees that are members of the specific project at hand.

In regards to Customer-data theft (Priority #5) and Mobile device theft (#7), Collanos workspace data can be viewed only via the Collanos application, which is password (login) protected. If a computer is stolen, the thief would have to get access to the password protected application, otherwise, the data is plain gibberish. No team data is stored outside of the team members’ computers. Synchronization and storage is fully encrypted, using standard AES 256, and goes directly between team members’ computers when they can communicate directly in the network. Very often this is not possible because of Firewalls and NATs (Network Address Translation). In that case encrypted data is transferred through a relay peer in the internet outside of the peers firewall. These relay peers only buffer a small number of messages during the information transmission so the data is very fragmented.

The other concerns listed, for the most part, are vulnerabilities related to email, which again are not very relevant to Collanos workspaces.

Don’t get me wrong, there are still several items on our product roadmap that we feel are required to provide our users additional mechanisms to secure their data and systems. One example is extending the functionality of our Permissions matrix, so that teams can assign different levels of access to different employees and data. Collanos continues to focus on delivering an ‘enterprise-class’ reliable and secure solution that non-enterprise users can feel very confident using with one caveat, it will be simple and inexpensive to deploy and administer.

Top 10 lists are out. Analyzing the short tail of registered Collanos users per country is nevertheless revealing. The distribution of the countries is changing slowly, not really surprisingly.

United States is number 1 with 35% of the registrations. This percentage share is growing steadily since the introduction of version 1.1.

Position 2 is Switzerland with 12%! After all, it is Collanos’ home country and Collanos Workplace has a German version of the product. The share of Switzerland is slowly decreasing which actually is expected given the size of the market.

Not surprisingly number 3 is Germany with 9%.

Rank 4, 5 and 6 are Canada, UK, India with each 4% and Australia 7th with 2% as all are strong English speaking markets. These countries have shown the strongest growth percentage over the last month with India having the highest growth rate.

8 and 9 follow the top markets even without national language versions: Netherlands and Italy with 2% of registrations.

Ranked 10 now is China also with 2%. The introduction of the Chinese version has led to nice growth, not only in China but overall in East Asia. Many countries in that area are climbing up the list and are in the meantime positioned between 20 and 30.

And who is positioned to enter the top 10? 11 to 20 are Portugal, Sweden, Austria (Collanos needs some push in the German speaking neighbourhood it seems), Brazil, Bulgaria, Malaysia, Russia, France, Poland and Philippines.

It will be interesting to see the changes over the next few months. Since the numbers of registred users are still small the effects of launching new language versions as well as of the work of active Collanos Ambassadors and communities are strongly influencing the growth of the user base.

Great to see the number of Collanos users growing all over the world. I am glad to share these stats with all of you regularly.

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.

Gartner (NYSE: IT), the largest technology analyst company in the world, predicts Collanos’ type business model will become “the most significant trend affecting information technology during the next ten years.”

The Collanos’ type consumerization business model focuses on providing consumers with a collaboration platform that will allow internet home users, university faculty, small businesses, and inter-enterprise users to benefit from the collaboration tools that only enterprises have been able to provide at an expensive price to their employees.

By differentiating ourselves from other Collaboration vendors who require the use of a server, utilize a resource expensive development model, depend on longer release lifecycles, and have their own agenda that forces the need for further infrastructure investments, we gain a strategic advantage that allows us to deliver to the consumers the collaboration tools they need at prices they can afford.

David Mitchell Smith, Gartner Vice President and Gartner Fellow, predicts that our approach “will affect every enterprise.” Collanos’ approach is much like Wi-Fi’s, smart mobile phone’s, pc’s, voice over IP call’s and conference call’s, instant message’s, and the internet’s approach. Each of these was quickly adopted by consumers who benefited from the use of these technologies in their homes, families, clubs, and organizations. Consumers then took these technologies to work and caused the viral spread that later led to enterprise adoption.

Already in our beta offering, we see Collanos Workplace being not only demanded by ad-hoc teams, but by teams in the enterprise. Enterprise users refuse to constrain themselves to their current email and server based collaboration tools. Collanos, starting with its peer-to-peer Collanos Workplace, will soon provide consumers with a complete set of collaboration tools and like that create greater demand for Collanos in the enterprise.

Collanos prides itself in helping internet teamworkers and leading the evolution of the consumerization of collaboration technologies. We do not believe collaboration tools should only be available for the wealthy enterprise but should be available to everyone both outside and inside of the enterprise.