SD Times news digest: V language now open sourced, SmartBear acquires BDD provider Cucumber, and Kaggle integrates into BigQuery

The V programming language has been open sourced and is now in the alpha stage. The makers behind V say they are aiming to release version one by the end of this year. 

The language is very similar to Go and its domain is very similar to that of Rust, the team explained. It  has a ui module that uses native GUI toolkits, allowing developers to build native apps with native controls without the need to embed a browser to develop cross-platform apps quickly, according to the language’s website. 

The developers of V say that the language is simpler than C++ and offers fast compilation, safety, lack of undefined behavior, easy concurrent and compile time code generation. Many features are still in the works.

SmartBear acquires BDD provider Cucumber
SmartBear, a provider of impact tools to build, test and monitor software, announced the acquisition of Cucumber Ltd. aiming to provide open-source tools at any part of the SDLC and furthering its reach in Behavior-Driven Development (BDD). 

BDD aims to improve communication between business and technical teams. By using domain-specific language, or DSL, BDD enables non-technical users to express software behavior and expected outcomes.

The company has already invested in BDD with its acquisition of HipTest last year and it is furthering its offering with the addition of Cucumber Ltd.’s platform. 

“This merger expands the SmartBear ability to extend quality throughout the SDLC. Being part of an organization so heavily invested in open source lets us dedicate more time and effort to maintain and evolve Cucumber. And it lets us support the growing number of users who already realize the value of test automation and BDD,” said Aslak Hellesøy, founder of the Cucumber project and co-founder of Cucumber, Ltd. “Cucumber will remain an open source standalone product, and HipTest will integrate more closely with Cucumber.”

Google integrates Kaggle into BigQuery 
Google announced that it is integrating Kaggle Kernels into BigQuery, Google Cloud’s enterprise cloud data warehouse. 

BigQuery users can now take advantage of the Kaggle Kernels IDE to hold their querying and data analysis all in one place. They can also use machine learning without having to move or download the data. This creates a more seamless workflow for data analysts, according to Google in a post

In addition, Kaggle is sharing a platform that lets users make their Kernels public. The full list of Kaggle features can be viewed here

Elixir v1.9 released
Elixir v1.9 has been released, adding releases, which are self-contained directories that consist of a user’s application code, all of its dependencies, the whole Erlang VM and runtime. The releases can only be deployed to a target running on the same OS. 

According to Elixir, self-contained releases are beneficial because they don’t require the source code to be included in the production artifacts and all of the code is precompiled and packaged. Also, with multiple releases, developers can assemble different releases with different configuration per application or even with different applications altogether. Elixir says that the language is meant to be extensible. 

“The same tools and abstractions we used to create and enhance the language are also available to libraries and frameworks. This means the community can continue to improve the ecosystem without a need to change the language itself, which would effectively become a bottleneck for progress,” Elixir wrote in a post

The post SD Times news digest: V language now open sourced, SmartBear acquires BDD provider Cucumber, and Kaggle integrates into BigQuery appeared first on SD Times.

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Web3 platform 3Box raises seed to bring back control of user data

Few debates in technology have been as intense over the past few years as the debate over privacy. As companies like Facebook and Google have swelled with all the minutia of our daily lives — our likes, our searches, our calendar invites — there is increasing awareness of the risks to our privacy as these large data guzzlers suck up our digital selves.

Worse, these companies have used their incumbent network effects to increasingly be the identity layer of the web. From Login with Facebook to being the repository of our data that we shuttle from service to service, it’s increasingly clear that a handful of companies have centralized our data into their own profitable silos.

3Box wants to undo that trend toward identity centralization. Building upon and extending the concepts of the Web3 movement, 3Box offers a decentralized identity cloud storage layer that allows developers to save identity information outside of the big tech stacks.

The company announced today that it has raised a $2.5 million seed round led by Brad Burnham through Placeholder Ventures, where he is a venture partner. Brunham is also a partner at Union Square Ventures, where he invested in developer-focused companies like StackOverflow and Cloudflare. Burnham will join 3Box’s board of directors.

3Box was founded by a trio of alums from ConsenSys, the Ethereum-focused decentralized blob of an accelerator/VC/incubator based in Brooklyn that rode the blockchain wave in 2017 and 2018 only to scale back its ambitions with the decline in asset prices. CEO Michael Sena and COO Danny Zuckerman worked together at ConsenSys company uPort, which was also focused on identity, and they are joined by ConsenSys engineer Joel Thorstensson as CTO.

“We were always interested in the smart identity space … aggregating all of your data and all of your stuff and having agency over that data,” Sena explained. After co-founding uPort though, he increasingly saw an opportunity in distributed databases rather than the mobile application-focused product that uPort was building.

A distributed database is critical for decentralized apps (dApps) to be able to store identity information. “The angle in the Web3 ecosystem that we are seeing, these developers want to write apps with limited backends,” Sena said. “And now they have a distributed place for user data.”

What exactly is identity data though? It “can be anything,” Zuckerman said. “We take the approach of being unopinionated about what kind of data is stored in there.” He added that it “can include data about yourself, browsing data, transaction history, photos.” Ultimately, “identity is the abstraction or emergence of all of that data.”

While there is obviously a privacy and political angle to 3Box’s technology as with many blockchain projects, Sena and Zuckerman see a much more pragmatic reason to use their platform. “It reduces the burden of on-boarding” a new user, Zuckerman said. “Not only can you pull in your profile information, but your other data can also be pulled.” Sena added that “3Box allows you to write a new minimally-viable dApp … our value proposition works best for dApps because they want to avoid the backend.”

While identity layers like 3Box are certainly offered by the big tech giants, other startups have made a play for the space as well. “We’re somewhere between Gravatar and Firebase,” Sena said. “We’re less about owning that [login] button, but enabling the quick on-boarding” of new users.

Developers looking to use 3Box download the company’s JavaScript API library and integrate it into their app. Today, the company offers three API primitives: Profiles (for information like handles and profile photos), Messaging (for communicating between users), and Storage (for app-specific storage).

Right now, 3Box is built around the Ethereum ecosystem. Zuckerman foresees expanding that to other ecosystems as they scale, and the company has also published a roadmap for the rest of 2019 of the new features and themes it intends to focus on.

3Box is co-headquartered in New York City, where Sena and Zuckerman call home, and Berlin, where Thorstensson has his base. With its funding, 3Box intends to build out its team in both locations.

In addition to Placeholder, the round was joined by David Pakman at Venrock, Wendy Xiao Schadeck at Northzone, and Jake Brukhman at CoinFund. The company was funded through ConsenSys’ venture studio, and ConsenSys Global Lead of Media Mike Kriak also sits on the company’s board.

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Lifestyle goods resale marketplace StockX raises $110M, pushing valuation past $1B

Detroit-based StockX, which provides a way for people to resell luxury and lifestyle goods including streetwear, bags, watches and shoes, is now valued at over $1 billion based on its most recent raise of $110 million, just revealed by the New York Times. Alongside the raise, StockX is bringing on a new CEO – ecommerce vet and former eBay SVP Scott Cutler.

Cutler replaces co-founder Josh Luber at the helm of the company, but he’ll continue to be the “public face” of the company according to the NYT, which is not unusual for a founder-led company when it brings on more traditionally experienced executives to steer the startup through periods of aggressive growth and business maturation.

StockX’s success rode the sneaker culture boom of the past half-decade or so, as the startup first focused exclusively on acting as a resale source for shoes with high levels of hype. Their unique value prop, for consumers, was offering a verification service so that you knew when you were buying (often at a premium, and often so-called ‘deadstock’ or stuff that’s new in condition but not available through typical consumer sales channels) was the real deal.

The company expanded from there into new categories, first with watches, then handbags, and most recently streetwear – all categories where high potential for fraud mean that consumers are willing to pay more for some assurance of authenticity.

Also unique to StockX is its treatment of the marketplace as analogous to a public stock exchange, with shoe releases, watch, bag and clothing SKUs replacing companies as the trade commodity. The app for StockX displays charts trending value and features bids and calls, making it similar in concept to another company where new CEO Cutler has experience – the NYSE.

With this funding, the company will focus on growing its international business and also do more with selling new products, which it has done on occasion for select releases, but which hasn’t been a primary focus of its business to date.

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SD Times news digest: GitHub acquires Pull Panda, Cloudflare introduces advanced cryptographic library, and Raspberry Pi 4 Model B

GitHub acquired Pull Panda to help teams create more efficient and effective code review workflows on GitHub. The financial terms were not revealed by the companies. 

According to the company, Pull Panda advances code reviews through Pull Reminders,which sends a notification through Slack when a collaborator needs review; Pull Analytics, which offers real-time insight into the effectiveness of a team’s process; and Pull Assigner, which automatically distributes code across a team. 

“Better code reviews mean better code for software teams of all sizes, whether you work in open source or on a Fortune 500 team,” Shanku Niyogi, GitHub’s senior VP of product, wrote in a blog post.

Cloudflare introduces CIRCL

Cloudflare released the source code of a cryptographic library that holds cryptographic primitives written in Go called CIRCL. 

The library also includes a set of packages that target cryptographic algorithms for post-quantum (PQ), elliptic curve cryptography, and hash functions for prime groups. 

One of the main reasons behind choosing Go is that the “language provides native packages for several well-known cryptographic algorithms, such as key agreement algorithms, hash functions, and digital signatures,” Cloudflare wrote in a post

Raspberry Pi 4 Model B is now available

Single-board computer Raspberry Pi 4 Model B is now available, offering memory capacity options, accelerated performance and new features. 

The new model has a A 1.5GHz quad-core 64-bit ARM Cortex-A72 CPU, boosting the performance up to three times; the option to choose between 1GB, 2GB, or 4GB of LPDDR4 SDRAM; and full-throughput Gigabit Ethernet. The computer also has support for dual monitors, Bluetooth 5.0 and video features such as 4Kp60 hardware decode of HEVC video. “For the first time we provide a PC-like level of performance for most users, while retaining the interfacing capabilities and hackability of the classic Raspberry Pi line,” Raspberry Pi Foundation wrote

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Transitioning from engineering to product with Adobe’s Anjul Bhambhri

Many roles inside of startups and tech companies are clear: marketers market, salespeople sell, engineers engineer. Then there are the roles like “product manager” that seem obvious on the surface (product managers “product,” right?) but in reality are very fuzzy roles that can be highly variable across different companies.

A few weeks ago, TechCrunch editor Jordan Crook interviewed J Crowley, who is head of product for Airbnb Lux and was formerly at Foursquare. Crowley came up in the consumer product world without a technical background, and he spoke to overcoming some of his own insecurities to become a leading product thinker in the Valley.

Q&A with J Crowley, Head of Product at Airbnb Lux, on what makes a great PM

This week, I wanted to offer another perspective on product from Anjul Bhambhri, who is Vice President, Platform Engineering at Adobe, where she and her team conceived Adobe’s new Experience Platform for real-time customer experience management.

Across Bhambhri’s more than two decade career straddling the line between software engineering and product, she has worked on deeply technical, enterprise projects at Sybase and Informix as startups, big data infrastructure at IBM, and now at Adobe.

We discuss the challenges and opportunities of moving from an engineering career into product (and management more generally) as well as the ways she thinks about building compelling products that are sold B2B.

This conversation has been condensed and edited for clarity

Scaling out product after product

Danny Crichton: Anjul, thanks for joining us. One of the major initiatives that we’ve been doing as part of Extra Crunch is to interview experts in their fields, talking about how they go about doing their job, and how you think about the decisions that come up on a day-to-day basis in the work that you do. So to start, I would love to talk a little about your background.

Anjul Bhambhri: Very nice to meet you, and happy to share my journey, Danny. I have been in the software industry now for really almost 30 years. I’m an electrical engineer, and basically, my entire career has been in data, databases, and big data analytics.

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It’s time to move off of SQL Server 2008

If you are still running Microsoft’s 2008 version of SQL Server, time is running out. The company announced support for SQL Server 2008/2008 R2 will end next month. What this means is that Microsoft will no longer be adding new features or providing security updates.

Once support ends, this will leave organizations still using the version more vulnerable to a hack attack. “If it happens to you, how would you like to explain to your CEO and shareholders that you were running unsupported software and that it might have led to a security breach?” Microsoft said in a video. Additionally, without security updates software can begin to break compliance requirements.

While there have been a number of new versions of SQL Server released since 2008, Elena Goryainova, senior data and analytics consultant at the digital transformation consultancy SPR, explained there are still many companies that rely on SQL 2008 to run their production databases.

According to Goryainova, the reason companies stay on an older version is because they don’t have the right skills or experience to lead a migration, administrators don’t want to touch anything if the app is working fine, they are afraid of breaking things or it becomes a budgeting issue.

However, end of support is only a few weeks away and these companies have to seriously start thinking about their next plan of action. Fortunately, once support ends there will still be a way for companies to continue to use SQL Server 2008, but the solution is only temporary.

“Because Microsoft understands how many people are still using 2008, they will offer some kind of paid support. This is just temporary. Microsoft does this right after July. If you still want to be secure and not have to worry about unpatched, unprotected or unsecure software, you can buy this extended support, but you have to immediately start planning how you get out of that support. This kind of support shouldn’t be something to consider long term, it is just a Band-Aid until you get something else,” said Goryainova.

One option is to migrate to Microsoft’s cloud service Azure, or another cloud service. Microsoft will enable users to rehost their 2008 and 2008 R2 workloads on Azure for three more years of security updates. According to Goryainova, this will give users the ability to take advantage of things like automatic patching and performance.

“I would recommend clients to really consider this option because it will not only save money, but also give the opportunity to move to a scalable platform on Azure as well as help prepare yourself for the future so you don’t end up in the same situation. When you are in the cloud, you always receive your upgrades and updates on time. You don’t fall behind,” she said.

There are, though, requirement and compliance reasons that keep organization’ data on-premises. For these situations, Goryainova recommended companies switch to version 2016 or 2017 of SQL Server because they already have initial patches and have reached a certain level of maturity. Anything older than 2016 or 2017 runs the risk of having to update or migrate again because early versions are very close to the end of support. Additionally, Goryainova said she would not wait for SQL Server 2019 to come out  because ideally you want to wait for the first set of security patches to come out before moving to a brand new version.

Once you decide on the version you are moving to, it becomes an issue on how you are going to make that change. The first thing Goryainova would suggest doing is to document the complete current state of the system. Typically organizations have a lot of data and different connections to that data as well as have a number of third-party systems integrated and tools to worry about, she explained

“All this software has to be compatible. What usually ends up happening is SQL Server is upgraded, but certain pieces that were not acknowledged during the migration phase all of a sudden broke and it is a complete surprise,” Goryainova added.

Other recommendations are to create a backup, make sure the third-party driver versions you are using still work, and capture the real production workflow of the existing SQL Server and replay it on a different version. “What I have seen happen is sometimes SQL Server is upgraded in a test environment and the application works, but then once it is in production there are 100 times more people and it doesn’t perform well.”

Additionally, she said to always have a rollback plan. “There are so many unexpected things that can happen especially with a SQL Server so many versions behind. Having a good rollback plan is key to success because even if you don’t quite get there on the first attempt, you are able to switch back. You don’t want to end up in the middle where nothing works,” said Goryainova.

Some new features organizations can expect in the latest versions of SQL Server include: columnstore indexes, in-memory OLTP, intelligent query processing, always-on failover cluster instances, advanced encryption, row-level security, and backup to Azure.

More information on migrating away from SQL Server 2008 is available here.

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premium Empathy drives software experience design

The acceleration of technology has directly influenced the digital customer’s behavioral patterns, driving enterprises to develop products and services that continue to meet constantly changing demand. Software companies and ISVs cannot afford to take a business-centric approach to push products into the market. It is imperative to fully integrate the customer into the design process and build systems that directly address consumer needs.

In an age of rapid acceleration and virtually endless and competing digital priorities for consumer attention, how will enterprises of the future design these systems?

Empathy is the ability to understand another person and his or her position—it is the key to designing and developing truly remarkable experiences. With empathy, experience design (XD) is not driven by the mind of a software developer, product manager, or business owner, but rather, by the customer.

Backward thinking
Most enterprise on-premises legacy systems that drive platforms and interfaces used by consumers today were installed at the turn of the century. These systems and their software required a great deal of investment in implementation and support—precluding the need or even the ability to replace it. Developers of these systems were focused on providing features and functionality over the customer experience. Customers were forced to learn and adapt to the technology, however cumbersome it proved to be.

With the rise of the on-demand customer, software companies and ISVs must adapt to their needs—and providing a high-quality user experience is imperative. Salesforce reports 76 percent of consumers expect businesses to understand their needs, and 67 percent are willing to pay more for a great experience.

Creating compelling experiences requires development teams to shift perspective and see through the customer’s eyes. Design thinking (DT) is an empathetic, human-centric methodology, allowing businesses to understand and conceptualize problems from the customer point of view. Experience design (XD) uses DT principles to create solution-driven user experiences, tested through an iterative process. By integrating the customer’s mental, emotional, behavioral, and environmental factors into the XD process, companies can create higher-quality software experiences and increase ROI.

For example, a software company wants to assist customers in home food delivery. DT methodology helps to step into the shoes of the customer to understand the problem from their perspective. Who are these customers and what are their needs? What are their technological capabilities? Collaborative ideation of DT process allows for a wider range of perspectives in finding the best solution and, for example, will take the customer’s requirements of easily and quickly finding, selecting, purchasing, and receiving food. The company can then use this information to ideate on the most fitting solution—in this case, the simple and accurate ordering of a wide variety of food items through multiple channels and with prompt delivery. An empathetic and iterative approach of such design process will help to create the ideal experience and means to enable this solution, integrating vendors, delivery services, and devices into the process. The company creates the application based on a thorough understanding of the customer’s preferences, and tests prototypes of this application with customers, applying feedback iteratively.

Empathy through collaboration
Design thinking uses an empathic and collaborative approach to gain a deep understanding of human problems and the current environment. Through empathy, businesses can create the look, feel, and use of a product from a customer point of view. By adopting a “beginner’s mindset,” software

designers, developers, and other stakeholders can perceive a situation with a fresh eye, without presumptions based on the past or conjectures about the future. The result is a higher quality product experience for the customer—and increased profitability for the business.

Empathy also increases team collaboration and retention by creating more meaningful work experiences for employees. By focusing on and caring about the customer’s needs, teams involved in the software’s product development are encouraged to work across departments for greater effectiveness. Stakeholders throughout the company should work collaboratively and transparently, sharing learnings to positively influence the process.

Experience design revolves around a customer focal point—not the designer, developer, or the business itself.

Finding and solving the root problem, rather than simply reacting to symptoms presented by the customer, must also drive the XD process. If a system is not customer-centric and fails to remove the cause of ongoing challenges, the design process has little chance of success.

Experience design identifies future state scenarios with experiential insight. Through internal and external focus groups and interviews, teams can increase perspective and garner new insights.

Development teams are challenged to adopt a beginner’s mindset, moving from “I know the methodology because I have created 100 similar applications,” to “I never created any tool for a particular group of people. I should understand the customer and their problems before constructing a solution.”

Empathetic questions to ask during the design process include: Does the product directly solve a customer problem? Does the performance meet a standard of excellence? What will be the customer learning curve? Is the product easy and simple to use?

These and many other questions must be answered in the empathetic design process. Qualitative and quantitative research is required to successfully uncover the answers.

Quantitative and qualitative research
Design and development teams must combine quantitative, data-driven research with qualitative user information in order to create a holistic understanding of the customer. Qualitative research in the context of experience design involves directly identifying key usability problems through field observations and first-hand customer feedback. Quantitative research is used to confirm if a hypothesis arrived at from qualitative research is valid.

Empathy mapping must be applied in qualitative research to gain a granular understanding of a user’s overall emotional state. For example: by mapping out user likes/dislikes/hopes/fears, businesses can create an empathy framework based on these key emotional dimensions. This knowledge can then be used to understand the user’s needs and from that understanding, create a solution to meet those needs.

Experience design: A case study
An example of how experience design can be effective can be found in the following issue plaguing a large retail chain: siloed management. This included 1,500 managers spread across the country who were managing locations in disparate silos, with widely varying communications, systems, and processes. The legacy approach to communicating a singular vision nationwide was facilitated via email.

The solution that fixed this root issue was to empower corporate leadership with greater visibility and proactive direction by allowing back-end designations of management requirements and desired outcomes. These presets ensured that flags were raised when issues arose, so that challenges were prioritized appropriately, and addressed efficiently.

In the end, each manager knew the process to follow when making decisions about budget, time, user needs, and the technology.

User experience design follows suit with the evolution of digital technology. Software development teams can implement empathy within experience design to understand end-user needs, and create a future state, and products and services to improve the process of getting there.

The post <span class="sdt-premium">premium</span> Empathy drives software experience design appeared first on SD Times.

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Slack opens at $38.50, a pop of 48% on its first day of trading on NYSE as WORK

Slack, the workplace messaging platform that has helped define a key category of enterprise IT, made its debut as a public company today with a pop. Trading as “WORK” on the New York Stock Exchange, it opened at $38.50 after setting a reference price last night of $26, valuing it at $15.7 billion, and then setting a bid/asking price of $37 this morning.

The trading climbed up quickly in its opening minutes and went as high as $42 and is now down to $38.95. We’ll continue to update this as the day goes on. These prices are pushing the market cap to around $20 billion.

Note: There was no “money raised” with this IPO ahead of today because Slack’s move into being a publicly traded company is coming by way of a direct listing — meaning the shares went directly on the market with no pre-sale. This is a less-conventional route that doesn’t involve bankers underwriting the listing (nor all the costs that come along with the roadshow and the rest). It also means Slack does not raise a large sum ahead of public trading. But it does let existing shareholders trade shares without dilution and is an efficient way of going public if you’re not in need of an immediate, large cash injection. It’s a route that Spotify also took when it went public last year, and, from the front-page article on, it seems that there might be growing interest in this process — or at least, that the NYSE would like to promote it as an option.

Slack’s decision to go slightly off-script is in keeping with some of the ethos that it has cultivated over the last several years as one of the undisputed juggernauts of the tech world. Its rocket ship has been a product that has touched on not one but three different hot growth areas: enterprise software-as-a-service, messaging apps and platform plays that, by way of APIs, can become the touchstone and nerve center for a seemingly limitless number of other services.

What’s interesting about Slack is that — contrary to how some might think of tech — the journey here didn’t start as rocket science.

Slack was nearly an accidental creation, a byproduct that came out of how a previous business, Tiny Speck, was able to keep its geographically spread-out team communicating while building its product, the game Glitch. Glitch and Tiny Speck failed to gain traction, so after they got shut down, the ever-resourceful co-founder Stewart Butterfield did what many founders who still have some money in the bank and fire in their bellies do: a pivot. He took the basic channel they were using and built it (with some help) into the earliest public version of what came to be known as Slack.

But from that unlikely start something almost surprising happened: the right mix of ease of use, efficient responsiveness and functionality — in aid of those already important areas of workplace communication, messaging and app integration — made Slack into a huge hit. Quickly, Slack became the fastest-growing piece of enterprise software ever in terms of adding users, with a rapid succession of funding rounds (raising over $1.2 billion in total), valuation hikes and multiple product improvements along the way to help it grow.

Today, like many a software-as-a-service business that is less than 10 years old and investing returns to keep up with its fast-growing business, Slack is not profitable.

In the fiscal year that ended January 31, 2019, it reported revenues in its S-1 of $400.6 million, but with a net loss of $138.9 million. That was a slight improvement on its net loss from the previous fiscal year of $140.1 million, with a big jump on revenue, which was $220.5 million.

But its growth and the buzz it has amassed has given it a big push. As of January 31, it clocked up over 10 million daily active users across 600,000 organizations, with 88,000 of them on paid plans and 550,000 using the free version of the app. It will be interesting to see how and if that goodwill and excitement outweighs some of those financial bum notes.

Or, in some cases, possibly other bum notes. The company has made “Work” not just its ticker but its mantra. Its slogan is “Where work happens” and it focuses on how its platform helps make people more productive. But as you might expect, not everyone feels that way about it, with the endless streams of notifications, the slightly clumsy way of handling threaded conversations and certain other distracting features raising the ire of some people. (Google “Slack is a distraction” and you can see some examples of those dissenting opinions.)

Slack has had its suitors over the years, unsurprisingly, and at least one of them has in the interim made a product to compete with it. Teams, from Microsoft, is one of the many rival platforms on the market looking to capitalise on the surge of interest for chat and collaboration platforms that Slack has helped usher in. Other competitors include Workplace from Facebook, Mattermost and Flock, along with Threads and more.

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