The Assembled Web: Notes Toward a Manifesto

In the spirit of (and heavily inspired by) the original Cluetrain Manifesto and the recent 10th anniversary edition, I offer the following definition and 10 principles of what we at Optaros have been calling the Assembled Web.

The Assembled Web is not experienced as a set of discrete web applications and sites, neatly separated from each other and organized into categories: it’s an indiscriminate field of content, functionality, and people interacting in multiple contexts and in unpredictable ways: like life.

New web applications are assembled from other projects/applications/frameworks/services, sometimes on the server, sometimes in the browser, sometimes in the cloud. People’s accounts, identities, and networks come with them across sites, applications, and contexts.

How should enterprises not only come to grips with this bewildering confusion but thrive in it?

By embracing the assembled web and participating fully in it.

Assembled Web First Principles:

1. You should always be thinking multi-site, multi-interface, multi-project. If you think you will (always) only have one interface to any given set of content of functionality, you’re mistaken, and you will paint yourself into a corner.
   
   
2. Success on the web is no longer (if it ever really was) about driving traffic to your site, or keeping eyeballs there once they arrive. It’s about engaging audiences everywhere they already are. It’s about improving the size, quality, and velocity of your “digital footprint.” Ubiquity is the target, not exclusivity. The danger is not that people will say bad things about you but that you will be ignored.
   
   
3. Your brand is not what you say it is, but what your prospects, customers, partners, and employees say it is. In short, your brand is what the Internet says it is. You influence this not through marketing but through creating appropriate experiences and getting users exposed to those positive experiences. (Micro-interactions are ultimately assembled into and become brands).
   
   
4. Design is critical, and design is not about pretty shiny objects. It’s about usable interfaces, in the sense of traditional HCI (Human Computer Interface) design, visual design, and technical design. Creating usable experiences for users and usable projects for developers are both essential, and to ignore either is to invite failure.
   
   
5. The internet itself, like the *nix operating systems on which it (almost entirely) runs, is a set of small pieces loosely joined. Every project you do must be composed of smaller discrete components communicating with each other. The corollary is that every project you do must also be composeable or consumable by other projects – including projects you know nothing about. This is true across multiple projects (within your organization and outside it) as well as over time within a given project.
   
   
6. The difference between “behind the firewall” and “out in the cloud” is trending toward zero. Same for the difference between employees and contractors, customers and prospects, competitors and partners. If you’re still thinking in terms of intranet, internet, and extranet, remember that the difference between them is (from a technology point of view) entirely arbitrary. What differentiates them is business processes and decisions.
   
   
7. There is no defensible reason to invent a proprietary standard wherever an open standard exists. In fact, even where no open standard exists, great efforts should be extended to create one, rather than implement a proprietary version.
   
   
8. Working in isolation from the rest of the internet is inherently limiting and dangerous. This is true whether you’re a one-developer shop or a 5000 developer IT department in a Fortune 100 company. Collaborative engineering with appropriate participants (which almost always means open source licensing arrangements) is required. Why continue to work alone now that the Internet exists?
   
   
9. Consumer Technology is beating Enterprise IT, and soundly. If your “in-house” IT can’t compete with a consumer-grade provider available “on the web” you need to catch up and compete or concede the function.
   
   
10. Small incremental releases are essential. It isn’t just a question of not putting too many eggs in one basket – it’s also about lowering the cost of failure and therefore raising the level of innovation. Don’t accept quarterly releases of functionality, or even monthly. Web applications should change hourly or at least daily. The web is live, not pre-recorded.

Community versus Commerce: MySears or Yours?

I was excited last month to see a blog post on ReadWriteWeb about Sears and Kmart adopting OpenID. In that post, Frederic Lardinois writes:

Users on Kmart’s and Sears’ web properties can now use their OpenID credentials to sign up and log in to these sites. MyKmart.com and MySears.com, which are both owned by the Sears Holding Company, implemented technology from Viewpoint and JanRain to allow users to use their login credentials from Twitter, Facebook, MySpace, Google, Yahoo, AOL, and Windows Live, as well as from any other OpenID provider. This marks one of the first times that such a large, mainstream online retailer has adopted OpenID.

As Sears points out in its press release, it simply makes good business sense for the company to allow its users to use their social IDs to log in to its properties. After all, not having to sign up for yet another new account on yet another site greatly reduces the likelihood that a potential customer would just abandon the process and head to a competitor’s site.

I’m a huge supporter of OpenID – and identity portability generally – and would absolutely agree that it makes good business sense to lower the barrier of entry for new registrations, in order to encourage more reviews, comments, questions, and ultimately purchases from end users.

But what exactly is Sears letting you sign in to?
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Save Paste and the future of publishing?

I’m a big fan and subscriber of Paste, an independent U.S.-based monthly (now shifting closer to bi-monthly, with every other issue being a single-topic special edition) magazine focused on music, film, and books, with a passionate spirit.

Currently, however, they are running a Campaign to Save Paste, soliciting donations to offset operating losses. What does the need for such campaign tell us about the future of online publishing?

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What are Communities Made of? Northeast User Group Leader Summit

   

This weekend, freshly jet-lagged by back-to-back trips to the UK and Switzerland, with a brief stop in between for BarCampBoston 4, I attended the Northeast User Group Leader Summit, sponsored (thanks!) by O’Reilly Media and Microsoft. (Although I don’t technically lead a user group, I play host to BostonPHP at Optaros, volunteer for BarCampBoston, and participate in Boston’s Drupal and WordPress groups, as well as North Shore Web Geeks up in Newburyport.

The event, hosted in the new Microsoft NERD facility, brought together user group leaders from across the technology spectrum, and from New York to Maine. (See a shortlist of user groups represented in the wiki).
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An Online Community is More Than a Place

I often hear of or talk to Optaros prospects who want to “build an online community.” That’s great, and I certainly don’t want to discourage them, but I think the phrase risks greatly oversimplifies what’s involved in building a community.

It suggests than an “online community” is something you build like you build: a web site, or a portal. It suggests that the community is the site itself. (It’s a strange kind of synecdoche, in which the web platform where some community interaction takes place is taken to be the actual community itself).
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