Forrester Research on Social Business Intelligence
April 3, 2011
ECRMGuide.com interviewed James Kobielus, senior analyst at Forrester Research, for their article, “Social Business Intelligence- What Is It, and Do You Need It?”
Kobielus asserts that social BI is the essential new addition to business intelligence. It taps into information available on social networks that traditional solutions can’t capture. In particular, he mentions customer comments about your company, good, bad, or non-existent. He also emphasizes increased data available for predictive modeling tools.
Is this more baloney or pure intellectual gold? Pass the sandwich loaf please. We think social BI enthusiasts may overstating their case.
When asked about the risks of implementing social BI, Kobielus replied that companies must be careful to use only the official, sanctioned versions of records in order to avoid making costly mistakes. Important caveat.
As to the trend’s projection, Kobielus summarizes:
“There’s no clean delineation where traditional BI leaves off and social BI picks up because traditional BI is a moving target. Every couple of years it adds an additional layer of functionality that used to be bells and whistles but now is inherent. I think the social interface in the next year of two will become pretty much standard everywhere.”
We’ll see.
Cynthia Murrell April 3, 2011
New Google CEO Page Searching for the Past
April 3, 2011
The chords to “Back in Time” by Huey Lewis and the News from Back to the Future played through my head while reading “Page Can’t Turn the Clock Back at Google.” Unlike the time-traveling hero Marty McFly, newly appointed Google CEO Larry Page can’t go back to the old days of Google. Page started Google with Sergey Brin when he was a graduate student at Stanford University.
When Page founded the company it was an exciting, new venture that comes with the glee of youth. Google, with its revolutionary ideas, was the antithesis of corporate conformity in its natal days, but now the “Google Way” is the new business model that everyone follows. Page wants to reinvigorate the company by capturing that “old magic” and creative energy, but the likelihood is zero to null. The write up asserted:
What’s more, a company as rich as Google can get a little lazy on the intellectual front. Why invent something when you can buy it? And the more companies you purchase, the more cultures and technologies you have to shoe-horn into the environment. Lacy believes Google has to bring innovation back in-house when possible.
Despite the Google’s expanded waistline, he’s encouraging managers to e-mail him (60 words or less) updates about projects. Page will try to reclaim the small business atmosphere in large, global company. He will never be able to go back in time, however.
Whitney Grace, April 2, 2011
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Google Needs Mending
April 3, 2011
What a surprise! The San Francisco Chronicle has made it official: Google has some remediation ahead. “Google’s Larry Page Must Mend Image of Firm, Self” targets both the organization and the top dog with a tough love “must”. I had to remind myself that the San Francisco Chronicle wants to sell newspapers. I also think that the publication needs to have its socks darned as well. Nevertheless, I think it is important that a semi-Silicon Valley outfit is preaching to the big dog of online advertising.
Here’s a passage from the article that caught my attention:
The message floating out to select publications is that Page wants to return the company to its entrepreneurial roots; to kick-start its innovation engine. That’s a good thing, of course. But Page and Google may need to recognize that different rules and different lenses apply for a startup in a Menlo Park garage and an almost $190 billion company that dominates the search market. Increasingly, Google might have to seek consensus and partnerships to achieve its goals, rather than simply unleashing disruptive technologies on the world. That may mean Page will have to learn to empathize with, rather than dismiss out of hand, those who don’t see the world the way he and Google do. And it could mean sometimes – and maybe even a lot of the time – he’ll have to plead his case in the court of public opinion, or else the other kind.
What I found interesting in the approach taken in the story was the weird absence of time. The examples are very now, now and go, go. Are Google’s problems recent? I saw a focus on the recent, not the historical, structural problems within Google. In my research, I pegged 2006-2007 as the pivot point for the company. In 2006, Google was on a roll. Then 12 months later the slide began:
- Controlled chaos produced bombs, flops, and failures
- The enterprise division failed to gain significant traction. The once vaunted search appliance became an invitation to competitors to show up where Google Search Appliances were installed to ask, “How is that GSA, customer service, and integration working for you?” Many vendors made sales after the GSA ran aground. One example: Thunderstone.
- Legal hassles began to pile up. There was the $1.0 billion flap with Viacom and then even more significant problems. Every week another legal bombshell was lobbed toward Mountain View. Some important legal matters were lost in higher profile cases. Example: Foundem.
- Google’s responses to problems became increasingly interesting. From Eric Schmidt’s telling publishers to embrace technology when publishers were embracing technology to the odd attempt to freeze out CNet for using Google to report on Mr. Schmidt’s activities. Then there was a day care flap, the deal to build houses along 101, the generally wacky spat about bedroom décor in one of the Google aircraft, etc.
My take on Google is different from the “real” journalist’s report in the San Francisco Chronicle.
First, I think that the management challenges are more significant than many pundits, poobahs, and art history majors now working as consultants reveal or know. From arguments about food to Microsoft jurisdictional spats, the Google is struggling with the effects of controlled chaos. Chaos is tough to convert to a Kia style management set up.
Second, the ad revenue dependence is great now but looking forward, the golden goose could be snared and converted to a Facebook lunch entree. Why? Google ads are being hosed out across more and more “hot points”. The problem is that the newer “hot points” don’t work like the 2002 to 2006 Oingo-fueled text ads. Facebook has an advantage and a lot of Googlers who are working to suck in some ad bucks from disaffected Google advertisers. What’s Google’s response whilst mending?
Third, the legal problems are big but money can deal with lawyers. The giant problem Google has created is a state of conflict with the world’s largest and fastest growing market. Yep, China. Google’s situation in that market may be tough to “mend.” A few more pokes in Chinese chests could result in some quite strong responses from China toward Google. Remember, even though Google often forgets, China is a country. What’s this mean? Well, police, intelligence operatives, and laws. Honking off a country is probably not the preferred diplomatic method when one wants to work in said country.
The good news is that a northern California newspaper is taking a somewhat more realistic view of Google. The bad news is that the editor who decided that now is the time for the story got the message four years late.
Stephen E Arnold, April 3, 2011
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Does Google Get an Edge by Hiring a Java Babydaddy?
April 2, 2011
Some background. Sun “invented” Java. Oracle bought Sun. Oracle entered into the American legal process to assert its rights over Java. Forget the open source stuff. This is Oracle and the alleged miscreant, Google.
The IT sporting arena has seen some hefty competition this year. The rivalry between Oracle and Google heated up over an infringement suit, but according to “Google Hires Java Founder James Gosling amid Oracle Infringement Suit” things are about to get nasty or more interesting depending upon one’s point of view.
Google has been less than happy that Oracle is suing them over a Java-related patent infringement. The search mogul decided to rub static electricity over the wounded relationship by hiring James Gosling, Java founder, and former VP of Sun Microsystems. Engadget opines:
When Oracle acquired Sun last year, Gosling, who refused to take part, wasn’t shy about expressing his views, calling Oracle’s Larry Ellison “Larry, Prince of Darkness.” On a post to his blog, which has since crashed, Gosling was vague about his new duties saying simply, “I don’t know what I’ll be working on. I expect it’ll be a bit of everything, seasoned with a large dose of grumpy curmudgeon.
Gosling may be unsure of what job awaits him at Google, but one thing is certain: Larry Ellison is not happy about the sudden change in teams. The Java babydaddy phase of the Google – Oracle dust up is underway.
Whitney Grace, April 2, 2011
Freebie like most things in life except Google enterprise services and Oracle database software
Internet Savvy Available in Free eBook
April 2, 2011
Search Engine Journal is helping us out by publicizing a free resource in “Insights from Google and Microsoft Released in Free eBook.” Microsoft’s 2010 panel assembled experts in an effort to help the N.P.O DonorsChoose.org:
“The ‘Social Hackathon’ was a panel sponsored by Microsoft (via Bing and Hotmail) that brought together industry experts from a number of major companies, including O’Reilly Media, Bing, Twitter, Google, and Facebook. The entire objective was to help the non-profit organization “DonorsChoose.org” figure out ways they could reach the internet audience.”
Now, Deep Focus has compiled information from that panel in a free eBook called The Goodness Engine: Driving Greater Social Impact in the Digital World. It, and videos from the panel, are available here. Check it out- the price is right.
We want to point out that low cost or free books seem to be a mini-trend. The idea is that price can be a barrier. By removing the price barrier, the author gets ideas disseminated and generates buzz. The “revenue” comes when the author gets a consulting job or some other remuneration. We like this idea. The last hard backed book I looked at sported a $30 price tag. Sticker shock!
Cynthia Murrell, April 2, 2011
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SAP Achieves Unity
April 2, 2011
“SAP unifies compliance and BI tools” announces Silicon.com.:
“The release, announced on Wednesday 23 March, integrates elements of its business-intelligence toolkit with the newest version of its governance, risk and compliance (GRC) tools into a single platform that can plug into other business intelligence software, such as enterprise resource planning (ERP) applications.”
Apparently, SAP has been working toward this consolidation for three years. It standardizes the look and feel across tools, embeds reports and dashboards, and includes a risk- indicator graphic. Increased ease of use is also a goal.
Can SAP unify without increasing complexity? Jury is still out.
Cynthia Murrell, April 2, 2011
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Digital Reasoning and Cloudera: A Prescient Partnership
April 1, 2011
We learned via Marketwire that “Cloudera and Digital Reasoning Partner to Provide Complex Data Analytics for Government Intelligence and Enterprise Markets.”
Cloudera, leading distributor of open source Apache Hadoop data management solutions, and premiere data analytics provider Digital Reasoning are working together to take complex analytics to new heights. They have integrated both Hadoop (CDH3) and support for HBase into Synthesys, Digital Reasoning’s analytic software. According to the write up:
Designed as a next-generation solution for advanced analytics over both complex and structured data, Synthesys helps decision makers for large government intelligence projects and commercial enterprises make better sense of their data. Synthesys’ integration with CDH3 and HBase will provide confidence to those tasked with solving the government’s largest and most demanding data analytics challenges.
This project allows for the combination of algorithms on an unprecedented scale. The CDH3 version of Apache Hadoop is easy to install and integrate. Also,the support of HBase places Digital Reasoning at the forefront of large-scale text analytics in cloud deployments.
The joint effort may have the additional benefit of pushing U.S. government entities toward adopting Hadoop, an important step toward organizations working together.
Synthesys with Apache Hadoop CDH3 and HBase: a resource greater than the sum of its parts.
Cynthia Murrell April 1, 2011
Google China: Small Bump in the Road
April 1, 2011
After my trip to Hong Kong to give a talk about “content with intent”, I have been noticing information about Google and China. I don’t have a stake in either Google or China, but I find the coverage of the US company interesting. One example is the information in “Sina Ends Google Search Engine Deal for China Online Users.” The one beat article asserts:
Sina Corp., owner of China’s third- most-visited website, dropped Google Inc.’s search engine a year after the U.S. company moved its Chinese service offshore to avoid local censorship rules. Sina stopped using Google’s search service after the expiry of a contract, Liu Qi, a spokesman at Chinese Web portal operator, said in an e-mail today. The Shanghai-based company will instead use its own proprietary technology, he said.
The key point is, in my jet lagged opinion, “use its own proprietary technology.”
I can no longer keep track of companies offering search. The reason is partly due to the demystification of search. What once was rocket science is no big deal. For those unable to code their own engine, a click on an open source package does the trick.
The optimism Google appears to be radiating about its revenue in China is interesting and somewhat at odds with what I picked up as I talked with people at the conference. I learned from one of my readers:
According to Analysys International’s statistics, Google search advertising revenue in China after a long decline, finally ushered in the fourth quarter of 2010 rose. Google China in the fourth quarter of 2010, China accounted for 23.1% of search advertising revenue share, compared to the third quarter rose 1.5 percentage points, but still 35.6% from the end of 2009, revenue market share far. [January 19, 2011]
The source provided was this link.
Google sends messages about China and the opportunities it presents to the firm. I listen, but I have to keep in mind the fact that there is some dissonance between and among messages about Google and China. No joke. Big money is at stake.
Stephen E Arnold, April 1, 2011
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No Second Chances? Er, Hang On to Your Sweeping Generalizations
April 1, 2011
First, navigate to the article “The Economics of Attention: Why There Are No Second Chances on the Internet.” Read it. Note that it is about a bunch of different things in the Web 2.0, start up, get-rich-quick world of technology. The pivot point is “attention”, a notion popularized in my opinion by a former journalist and advisor to Salesforce.com. Attention to me is focusing, but this type of attention is monetizable when eyeballs are glued to Web pages or a mobile device. In short, attention is a hip hop way to say “audience” I think.
Now think about the assertion in the title: “No Second Chances” or the qualified “No Second Chances on the Internet.” Oh, my. Some business school types believe, maybe wrongly, that failure is a prerequisite for success. The person who flops, picks himself or herself up, and tries again may have a quality of some value. What about Martin (Winning) Sheen. Not only has failure been converted to a road show, a law suit with some chance of winning, and notoriety that makes other “stars” and “tiger blood drinkers” look like burned out bulbs on an artificial Christmas tree but he is – well – winning.
Source: http://www.jordanchez.com/2009/08/people-of-the-second-chance/
Internet second chances exist as well. Who would have thought that Bing would edge from dead last wearing a T shirt with a loser logo to a leader in travel and other vertical niche search for consumers? What about Facebook after its privacy missteps and a motion picture that was originally supposed to nuke the Zuck? Well, Facebook users stuck with the service despite its flaws. The movie? The movie enhanced Facebook.
I could go on.
One must not slap categoricals on individuals’ ability to make lemonade from lemons. The Internet, in my opinion, is about getting more chances. The products and services can be morphed, shaped, and redefined more easily than a cabinet maker in the 17th century could respond to his patron’s demands. Time itself is altered in the Internet space. Costs are also malleable.
I am all for pontification, poobahism, and English majors who become consultants. I can tolerate a wide range of assertions. But the notion that a digital environment does not permit second chances? Just incorrect.
Now keep in mind if you buy into the premise of the article, that’s okay with me. In Harrod’s Creek, we like Hank Williams’ statement: You got to have smelt a lot of mule manure before you can sing like a hillbilly. You even get second chances in non digital Kentucky.
Please, put your comments in the comments section of the blog. I am eager to see the “he did not mean” remarks. Hey, a “second chance” is more than a metaphor ill conceived Internet services I assert.
Stephen E Arnold, April 1, 2011
Freebie and no joke about mule manure.
A Juicy Hollywood Style Revelation about Engineers. Shocking.
April 1, 2011
I read some biographical “fiction”. In today’s word processor world, I find it difficult to separate the goose feathers from the giblets. I read “Paul Allen: Bill Gates Is A Traitor Who Eats Chicken With A Spoon” and decided to abstain from biographical “fiction.” The write up describes some information in a book allegedly written by the giga billionaire who helped found Microsoft. The giga billionaire? Paul Allen.
What was the snippet the publicists paid to pump the forthcoming book? Here you go:
Allen claims Gates welched on an original agreement to split their interest in the newly formed Microsoft 50-50. Gates wanted to amend it to 64-36 in his favor because he felt he did more work. “I’d been taught that a deal was a deal and your word was your bond. Bill was more flexible,” Allen writes. “There’s a range of elasticity in any business deal, a range for what might seem fair, and Bill pushed that range as hard and as far as he could,” says Allen, who ultimately relented to Gates’ demand.
Cool. Two pals figuring out how to share a pizza.
What does this article tell me? Real journalists are now following in the rhetorical footsteps of high traffic gossip sites. What else does this article tell me? Some of the biographical “fiction” shows the deft touch of an editor who has logged quite a few hours in front of rich media. How different is this “real” behavior from the way in which those who want to have piles of money act? Not different at all.
For a more entertaining look at the antics of these two giga billionaires, check out their present activities. The “now” reveals more than the past edited by folks from publishing houses. I will wait for the YouTube video.
Stephen E Arnold, April 1, 2011
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