Wednesday, June 22, 2005
The most important metrics are going to become who can I trust most and who is less prone to manipulation either by inside advertisters or through extranal manipulation by sophisticated (and some not so sophisticated) linking schemes. How trust is propogated through a search engine is going to become the key differentiator (IMHO) over the next several years not the index size or refresh rate.
Tuesday, June 21, 2005
My feeling is that many organizations confuse have cool tools/software with having people that know how to use the output effectively. The goal of business processes is to deliver information to decision makers. The difference between a great artisan and the rest of us is not the tools they use it is in their native and acquired skills. The same is true in any organization - great people succeed no matter what - good tools merely help make their life easier.
and to Doug's other point - no The Specials were the coolest ;-)
Monday, June 20, 2005
However I am not sure this now tells the full story. I have noticed a substantial drop in my book buying habit, much to the relief of my wife who has had to navigate the piles around the house. It is not that I read less but rather the internet is more the source of up to date information rather than a book. I have mixed feelings about this, as I enjoy reading information from a book, especially sitting out on a warm sunny day. Laptops just do not cut it for reading outside or on the train etc. While the information junkie in me loves the immediacy of the internet and ability to research any problem quickly and easily. Hopefully tablet machines will get to the point where they are readable in all environments.
Wednesday, June 15, 2005
Tuesday, June 14, 2005
Matthew Adams makes a great clear case for not prescribing the end point technology. I would further interpret this as by keeping the definition of the end point to the minimum. Not prescribing the end point keeps the service loosely coupled, which is the objective yes?
Monday, June 13, 2005
Reading a little on Ruby over the weekend I was struck by how artificial we have made that boundary between client and servers (Note: I have very limited knowledge of Ruby so excuse an inaccuracies). Ruby has a built in http server as part of the language. This seemed very sensible - most other language environments make http servers/interfaces a different part of the system.
This blurring of the lines between client and server seems to be the right direction. In this I would include AJAX both the client and server can send and receive events the only real difference is who is in control (machine or human) - does there need to any other difference's? It should be all about breaking down the barriers!
Monday, June 06, 2005
The amount of raw power in the hands of a six year old is something to consider. How will their brains develop when they have access to limitless information and what new skills will they need to develop to process it and determine fact from fiction?
Thursday, June 02, 2005
Enterprise software and services on the other hand have both potential for significant cost and for significant competitive advantage. The ability to turn these from fixed capital costs to variable utility model changes the way a company spends money. It shifts the capital expenses to the service provider and reduces large multi-year projects to simple connections. This has been touched on by Stefan Tilkov in The Same for Both Worlds and Tim Ewald looking at why inside and outside are different. I do not think they should be the fact they are largely different today is that the inside has not caught up with the fast evolution of the outside. The internet is much more loosely coupled than the enterprise and hence evolves faster. The goal of CIO's should be to move the internet model in house such that the enterprise becomes truly loosely coupled and can take advantage of services.
The other is the the wall between the enterprise and the internet is becoming increasingly porous and more irrelevant as services are delivered faster and better than enterprise software. It is no longer a competitive advantage to have enterprise software installed and managed internally it is both an unnecessary capital cost and an impediment to flexibility and moving the enterprise architecture to a variable cost model that tracks with the corporate performance.
Wednesday, June 01, 2005
While I am not sure the "dictatorship of the minorities" should or will be solved on the desktop it can certainly be solved by services as they only need to run on a single platform. Putting it another way - the value of desktop software (and I include server software in this group) is measured by the breadth of platform support and deployed seats, and how much it costs the owner of these seats to manage and support them while the value of services are measured by their SLA and it is someone elses problem to manage and support them.
Open source software has tremendous opportunity in the service model as there is no "Dictatorship of the Minorities" and the goals of writing great software can be supported by an economic model based on SLA not supporting software. In a recent article The Open Source Heretic Larry McVoy has a great quote:
"One problem with the services model is that it is based on the idea that you are giving customers crap--because if you give them software that works, what is the point of service?"
Infrastructure is necessary but does not differentiate a company, whether they run Linux or Windows will not materially impact there profitability as they need to have a certain amount of desktops and servers to run their business.
However using subscribing to and using innovative services wisely can transform a company in terms of significant cost reductions, dramatic increases in agility and the ability to quickly adopt innovative technologies that will differentiate them.