Technology Drives Military Vehicle Design

This is an interesting story about the design of the replacement vehicle for the U.S. military’s venerable Hummer. What caught my eye is that the prevalence of technology on the battle field is driving a critical design requirement for new vehicles, the ability to generate electricity. Early on in the Iraq war we adopted several soldiers and regularly sent care packages to support them, the most requested items were car magazines, baby wipes, and batteries, with emphasis on the batteries as the Army’s supply logistics were, at the time, a little behind the curve with regard to how much technology the modern soldier carries for fighting and leisure. I guess you can say it’s like the rest of us; I can’t believe how many batteries we go through on a regular basis.

In addition to being built to better survive mines and roadside bombs, the JLTV will be able to generate 30 kw of electricity (for operating all the new electronic gear, and recharging batteries), have an automatic fire extinguishing system and jam-resistant doors. Like the hummer, JLTV will be easy to reconfigure, for everything from a four seat, armed scout vehicle, to an ambulance, command vehicle or cargo or troop transport.

[From Armor: The Hummer Died For Our Sins]

30 kw of electricity is a lot of juice, at regular household line voltage that translates to about 250 amps, more than enough to power a large home.

Jive SBS Launches

I spoke with Sam Lawrence at Jive about their new Social Business Software (SBS) product and came away impressed on two fronts, the first being that the product is wicked cool and perhaps more significantly they are skating to the proverbial puck rather than following in the footsteps of other companies.

Longtime Jive followers will notice something immediately, Clearspace and Clearspace Community have been retired as naming conventions. For SBS, the technologies represented in both of these products are now referenced as “Jive Foundation” which forms the underpinnings for the new products and initiatives.

200903100946.jpg Jive is looking at the market opportunity from the standpoint of what people do with the software, and that represents the work centers which map to a neatly presented perspective on what happens in all companies. Within each of these centers is a business process in which a social component is integral. Based on my own experience in very large companies, I think this is a realistic perspective and it’s worth noting that the overlap between centers is probably proportional not by design but based on what actually happens.

In addition to process centers there are cross application modules that allow for top down functions across the entire suite of services. Analytics represent an obvious cross application module but it was the Bridging Module that really captured my attention.

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What the Bridging Module enables is a federation of related communities for an integrated view. As an example, Kaiser is a Jive customer and with the Bridging Module any Kaiser user could add components that represent content and functionality in the American Heart Association community.

To be clear, this federation capability works exclusively with other communities that are built on Jive technology, but with 2,500 customers this is a significant list and represents the greatest strategic opportunity for Jive, to become a vertical industry standard where they have strong representation. This is class Law of Accelerating Returns stuff, a vendor will win more new business as a consequence of being perceived as the accepted standard by a group of competitors within a specific vertical industry.

In the “old days” we would have called these things portals but it’s really an understatement to reference any of these products that way now. Portals relied on a single vendor or approved partners to supply functionality that was unavoidably focused around a single vendor’s products and was also typically transactional data focused. With the emergence of unstructured content and social interactions being the bigger drivers of user focus, portals were poorly equipped to deal with this and it opened the door for a menu of competitive products to emerge, Jive being one of the more successful offerings.

A further data point that underscores the point above is that the technical specifications for what constitutes a portal component are less of an issue today, and as Jive and Socialtext both demonstrate, an OpenSocial widget is just as accepted as a native component. The evolution of widgets demands that they move beyond content and creative to social awareness, in other words, how the widget or component interacts with other components is of equal importance to what the widget or component itself does.

This is a pretty competitive sector and there are firm lines that are developing. Microsoft and IBM offer the biggest footprint enterprise social software stacks and as can be expected they are expensive and timely to implement but on the other hand they offer a lot of functionality and demonstrable ability to scale to very large user numbers while also offering strong integration options to other important enterprise products. Other vendors have emerged that challenge Microsoft and IBM, such as Jive, while another class is extending the big enterprise offerings (most significantly what NewsGator is doing on Microsoft Sharepoint). With a flight to quality as a consequence of current economic conditions, the large vendors will continue to dominate while challengers like Jive with extensive customer lists and mature product offerings will close the window for new startups to establish a foothold.

Today the focus in on what users are doing rather than what companies want them to do and Jive’s SBS is well positioned to take advantage of that with a compelling user experience, strong social functionality, a “marketplace” for third party components and federated community sites, and lastly, advanced functionality (e.g. analytics) that grow in importance as usage grows.