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June 29, 2011
Googzilla and the Ice Cream Social
June 28, 2011
Hot summer days in Illinois spawned a weird event. Churches would organize what was called an “ice cream social.” My great grandmother called the events “ice cream parties.” The idea was to use ice cream as a reason to get together. In addition to ice cream, I recall cookies, cakes, sticky things called brownies, and other confections I never tasted. These “confections” melted as quickly as the ice cream. Kids ran around making noise. Everyone else talked and slurped ice cream. I hated the darned events. I wanted ice cream in a cup sitting alone with a book.
Here are the features of the ice cream social:
- Seemed like fun but it was summer and the ice cream was messy. The reality of the event was different from the old time posters with quaint lettering and the hype about the event.
- There were lots of things on offer. Ice cream was supposed to be the big deal but whether from fear, doubt, or the need for fat, butter, and sugar, there was a lot of Twinkie grade junk food available
- The talk and chatter was less meaningful than a conversation and a heck of a lot more public that a barbeque with a more select group of invitees
- Not much happened. I recall the build up and preparation were more important than the event itself. I slipped away quickly so maybe the social were rocking and rolling.
- Adults still drank beer, cursed, and went to bars, so the “social” stuff did not have traction or what today is called “stickiness”.
Why bring up a church ice cream social? I learned about Google’s 2011 social service called Google+. Now that’s a heck of a name because the + is also a Google search operator. Maybe search is really a gone goose at Google? But that’s a thought for another blog post. I found the insider story in Wired interesting. Navigate to “Inside Google+ — How the Search Giant Plans to Go Social”, and you can get a good run down of the angst and excitement of the giant effort Google+ represents. There are powerful metaphors like “bet the company” and references to “fear.” Great stuff because the founders are behind the service. There are pronouncements like search is organized around people. Okay. I buy that.
I just can’t shake the ice cream social thought. The run up seems similar to what my mother did with her “spark plug friends”; that is, planning, cooking, stirring, and phone calling to coordinate. Nevertheless, the stuff she cooked was ill suited to the hot summer day. The main feature—the ice cream—was a disappointment. Try slurping a semi soft scoop of vanilla on a 95 degree day adjacent a corn field chock full of hungry critters. The insects got more ice cream than I did and what was left melted and ran down my hands.The social part was forced. When I was older, the social action in the local college hang out was more directed than the dances with melting chocolate coconut bars. Maybe it was the booze, but the cocktail lounge “social” was the real thing, not the namby pamby gig my mother and her friends cranked out.
Will Google move from the ice cream social metaphor to the throbbing base and clink of glasses filled with booze, not Shirley Temples? My hunch is that Google will be okay with this service, but okay may not do the job on good old Facebook. Facebook has some crazy stickiness. Facebook has some crazy problems. Facebook has 20 percent of its staff with Google on its résumés. Facebook has a walled garden and a raft of advertising options. Did I mention the user base? That is important, but Google can make inroads.
My view is that Google is now focusing on social and Android. What about poor old search? Is the field open for Yandex to move into a sector while the leader is betting the company on some other services? What about the enterprise initiative? That seems to be distant from the center of gravity at Google. What about products and services that are shut down or left dangling in the wind? Google Health, Translate APIs, poor, poor Knol—you get the idea.
Googzilla had a shot with Orkut. That was about seven years ago. The wheel is turning: Google has a portal. Google is doing me-too products. Google is betting the company. Like the ice cream socials I recall, the event is less than the build up. I hope the GOOG makes Google+ a success. Googzilla goes social. Could be a book title.
Stephen E Arnold, June 29, 2011
From the leader in next-generation analysis of search and content processing, Beyond Search.
The Portal Is Back: What Do You Love? Answer: 1998
June 28, 2011
I labor in the goose pond in the hollow in Harrod’s Creek, Kentucky. Time stands still in Harrod’s Creek. No joke. One can see walkers, bicyclists, and even horse riders in these parts. What did I see yesterday? A blast from the past: The “new” What Do You Love” service from the Google. If you have not heard about the site from the savvy folks in Silicon Valley—”Google Quietly Rolls Out WDYL.com: A Range of Google Product Results on One Page”—you definitely want to catch up with the Google. My goodness, there are so many informed sources available from prolific experts on other information centric Web sites, WDYL is going viral.
You can check out the service yourself, by navigating to http://www.wdyl.com. You will see a Yandex-style basic search box, sort of a reminder of the way things were at Google and now are at Yandex.
Now run a query for Riemann Hypothesis, which is similar to the type of query that most people run when testing services in my experience. What does WDYL.com display? A mash up of frames that is a portal dressed up in a meat dress. These “containers” present “relevant” results for the user’s query. Here’s what I saw:
A couple of points:
- There were two empty containers. Yikes. I thought that Google would expand the semantic cloud in order to show close matches. Guess not in the case of “Riemann hypothesis.” So two null sets.
- I did not find the offer to “translate” Riemann Hypothesis into 57 languages particularly helpful. Most people who care about the hypothesis recognize the string as it is presented in most of the math books I have examined, including the ones in Hong Kong in March. Yep, English worked, so another null set.
- The photo album is interesting but not germane to my test query. The reason is that this “love” service is more of a demo than a useful and intelligent enhancement for my queries. I did like the mini version of an equation which when I clicked it did nothing. No link I suppose for those who like equations.
- The maps container was a zero as well.
Here’s what I wanted to see in a Google container but did not:
Note that the Yandex display provides a link to the Wikipedia write up which is okay with me. The main hit for me was this one:
For me Yandex delivers on point search results quickly without the “controlled chaos” thing with the null sets, offers to show maps, and other ephemera. No wonder content free content is having such a Six Flags day at the Googleplex.
My initial take is, therefore, pretty much what I noted in the title to this post. Yep, it is 1998. As you may recall, Google rose to fame and fortune because search vendors were chasing the notion of a one stop shop or portal. Google perceives itself as sufficiently big to warrant its own portal.
I think the demo is interesting, but what strikes me is that as Google struggles to make coherent the outputs of controlled chaos, Yandex is chugging along poised to grow as Google loops back to the presentation idea that distracted Excite, Inktomi, Lycos, Yahoo and other search vendors in 1998.
Google exploited that distraction. Will Yandex do the same? Will Google react as did Yahoo in 1998? Exciting times in the world of content free content and empty containers.
Stephen E Arnold, June 28, 2011
From the leader in next-generation analysis of search and content processing, Beyond Search.
BA Insight Books a New CFO
June 28, 2011
BA Insight, founded several years ago, boasts patented software that “empowers organizations to optimize their information access and search protocols in order to achieve higher productivity, greater efficiencies, and happier end users. The firm has also optimized two of its key company functions: accounting and legal.
“BA Insight Appoints Chief Financial Officer” alerted us that Gary Traynor, MBA, JD has been named the firm’s chief financial officer responsible for directing “the development and execution of BA Insight’s financial growth strategy and oversee the company’s accounting, internal reporting, and investor relations activities while also managing the company’s legal matters.”
Guy Mounier, BA Insight’s CEO, touts Traynor’s 15 years of investment banking and management experience with technology companies as necessary for the “financial performance of a rapidly growing company like ours.”
So what’s BA Insight up to? Given Traynor’s background in successfully guiding numerous tech companies through the ventures of venture capitalism, including capital raising and private placements, BA Insight may be aiming for more funding or an initial public offering.
The press announcement emphasized the company’s plan to “engage in new markets around the world,” “build the global team,” and to execute its next phase of “responsible growth” with “expansive and global plans for the future.”
Stephen E Arnold, June 28, 2011
From the leader in next-generation analysis of search and content processing, Beyond Search.
The Wages of SEO: Content Free Content
June 28, 2011
In the last two weeks, I have participated in a number of calls about the wrath of Panda. The idea is that sites which produce questionable content like Beyond Search suck. I agree that Beyond Search sucks. The site provides me with a running diary of what I find important in search and content processing. Some search vendors have complained that I cover Autonomy and not other engines. I find Autonomy interesting. It held an IPO, buys companies, manages reasonably well, and is close to generating an annual turnover of $1.0. I don’t pay much attention to Dieselpoint and a number of other vendors because these companies do not strike me as disruptive or interesting.
I paddle away in Harrod’s Creek, oblivious to the machinations of “content farms.” I have some people helping me because I have a number of projects underway, and once I find an article I want to capture, I enlist the help of librarians and other specialists. Other folks are doing similar things, but rely on ads for revenue which I do not do. I have some Google ads, but these allow me to look at Google reports and keep tabs o n various Googley functions. The money buys a tank of gas every month. Yippy.
I read “Google’s War on Nonsense.” You should too while I go out to clean the pasture spring. The main point is that a number of outfits pay people to write content that is of questionable value. No big surprise. I noted this passage in the write up:
The insultingly vacuous and frankly bizarre prose of the content farms — it seems ripped from Wikipedia and translated from the Romanian — cheapens all online information. A few months ago, tired of coming across creepy, commodified content where I expected ordinary language, I resolved to turn to mobile apps for e-books, social media, ecommerce and news, and use the open Web only sparingly. I had grown confused by the weird articles I often stumbled on. These prose-widgets are not hammered out by robots, surprisingly. But they are written by writers who work like robots. As recent accounts of life in these words-are-money mills make clear, some content-farm writers have deadlines as frequently as every 25 minutes. Others are expected to turn around reported pieces, containing interviews with several experts, in an hour. Some compose, edit, format and publish 10 articles in a single shift. Many with decades of experience in journalism work 70-hour weeks for salaries of $40,000 with no vacation time. The content farms have taken journalism hackwork to a whole new level.
My take on this approach to information—what I call content free content—is that we are in the midst of a casserole created by Google and its search engine optimization zealots. Each time Google closes a loophole for metatag stuffing or putting white text on a white background, another corner cutter cooks up some other way to confuse and dilute Google’s relevance recipe.
The content free content revolution has been with us for a long time. A Web searcher’s ability to recognize baloney is roughly in line with the Web searcher’s ability to invest the time and effort to fact check, ferret out the provenance of a source, and think critically. Google makes this flaw in its ad machine’s approach with its emphasis on “speed” and “predictive methods.” Speed means that Google is not doing much, if any, old fashioned index look up. The popular stuff is cached and updated when it suits the Google. No search required, thank you. Speed, just like original NASCAR drivers, is a trick. And that trick works. Maybe not for queries like mine, but I don’t count literally. Predictive means that Google uses inputs to create a query, generate good enough results, and have them ready or pushed to the user. Look its magic. Just not to me.
With short cuts in evidence at Google and in the world of search engine optimization, with Web users who are in a hurry and unwilling or unable to check facts, with ad revenue and client billing more important than meeting user needs—we have entered the era of content free content. As lousy as Beyond Search is, at least I use the information in my for fee articles, my client reports, and my monographs.
The problem, however, is that for many people what looks authoritative is authoritative. A Google page that puts a particular company or item at the top of the results list is the equivalent of a Harvard PhD for some. Unfortunately the Math Club folks are not too good with content. Algorithms are flawless, particularly when algorithms generate big ad revenue.
Can we roll back the clock on relevance, reading skills, critical thinking, and the pursuit of knowledge for its own sake? Nope, search is knowledge. SEO is the into content free content. In my opinion, Google likes this situation just fine.
Stephen E Arnold, June 28, 2011
You can read more about enterprise search and retrieval in The New Landscape of Enterprise Search, published my Pandia in Oslo, Norway, in June 2011.
In Defense of the Google: Spray and Pray Is Run and Gun
June 28, 2011
I liked “Google’s SOE (Strategy of Everything).” The write up rather gently explains that Google is doing too much, has limited management expertise, and has managed to make its online ad business support everything from wind farms to algorithms. I did quite like this statement too:
In practice, “all things to all people” invariably becomes too many different services in too many market segments. “We don’t know what will work or for whom, so we’ll spray and pray. We’ll shoot arrows in the dark and when the sun rises, we’ll paint a target around the one that lands in a good spot. We’ll declare victory and raise a second round while claiming that this had been our strategy all along.”
I have shifted my research efforts in the last 18 months, so I am not immersing myself in Google’s goodness as I did in the period between 2003 to 2009. I grew impatient waiting for the Googzilla to give birth to the nifty products and services described in Google’s technical papers and patent applications. Google was in a position to bring more order to real estate, online video, professional directories, and many other content niches that were under served or ill served. I even spent some time courtesy of a client writing about Google’s video technology. I thought Google was going to be able to build connections across a fragmented, craft business because—gosh darn it—the technology was visible when I ran certain queries on Google’s public Web site. I loved demoing the recipe service, the Baltimore real estate service, the flight options service, the medical information service, and many more. But nothing ever happened. I grew bored and moved on to more interesting research areas. Sure, I bumped into the Google, but I don’t focus on Google. In fact, I don’t too much about the company any more.
Source of a Milton Paradise Lost illustration: http://www.inspirationalposter.org/poster-6635-6093242/paradise-lost-john-milton-satan-beelzebub-are-abyss-raging-fire-giclee-print/
From this uninformed and reasonably objective position, let me offer a partial response to the most accurate observations of Jean-Louis Gassée.
Focus and Competition
Google’s success in search had less to do with Google and more to do with the magnificent ineptitude of Hewlett Packard, the company that ended up owning AltaVista.com and some pretty smart folks and a ton of technology. But portal fever was upon the land in 1996. Google was able to get some loving insight from the Clever system, from the void created as Yahoo and others chased the portal rainbow, and from inattentive HP which provided disgruntled employees with a chance to do some search work for the Backrub/Google crowd.
Because Google had essentially zero competition, the company’s founders and some of the engineers rightly concluded the company was invincible. I am reminded of the John Milton line, “ Execute their airy purposes.” Paradise Lost. Book i. Line 430.
From the git go, Google saw its rush forward as evidence of the company’s essential rightness. Google concluded, “Organize the world’s information.” The “do no evil” angle was part of the hubris which Milton described rather well. Without competition, why not focus on using technology to herd the digital doggies into the Google Bar None corral?
Once the twig is bent and the tree grows, changing that tree is time consuming and may be impossible. That’s where Google is today: a big oak planted in the soil of today’s business climate. The focus remains like a forgiving 18 millimeter Olympus Zuiko lens. But` in today’s environment the competition is attentive, and Google is not mentally set up to accept that Amazon, Apple, Facebook, and some other outfits are just better at marketing, technology, and innovation. I am confident Google can adapt. After all, managing a company is not much more that tweaking a numerical recipe. That’s just logical.
Quality and User Experience
One of the interesting findings from my research for my three Google studies was that Googlers do not understand why regular people have so much trouble performing “trivial tasks.” I quite like the phrase “a certain blindness,” and it does apply to Google. The SOE strategy uses the word “quality”, but that is a buzzword that has different meanings in different contexts.
For example, quality at Google is algorithmic. Let me give an example. If there are lots of users of Gmail and the usage is growing, the volume of data is growing, and the clicks on ads are growing, we have metrics. When quality is defined in terms of actions like clicks and data, more is better. Therefore, as the metrics rise, the quality is evident from the data. The fact that the interface is a mess does not correlate with the usage; therefore, the subjective comments about Gmail user controls are at odds with the metrics which define quality. So Google grades Web content via algorithm. If humans fiddle, then the unpredictability of Panda roils the search landscape. Google sticks by its view that its method is right. Tautological? Sure, but that’s how metrics Math Club members work.
My research surfaced a number of examples of the confusion Googlers experienced when the algorithms were not perceived as logical. I imagined hearing Spock on Star Trek remind humans that Captain Kirk or the good doctor was not logical. If a Googler can understand it, then the approach is “correct.” Disagree without data. The Google logic does not accept illogic. So if humans can’t figure out the interface, just use predictive search to give the non Googler what he or she really wants. Logical and not likely to change any time soon.
In Google’s defense, how can Math Club members relate to Facebook type services. These, as noted in the section above, are not logical. Google had a head start with social services. Remember Orkut? I do and so do some Brazilian law enforcement professionals. Google stumbled out of the gate. Buzz was supposed to be a fresh start. The Math Club muffed that service and then Wave. Google did not find a way to catch Facebook. Googlers began to jump ship, so now Google is “faced” (yes, bad pun) with having to compete with former Googlers who are helping Mr. Zuckerberg build a giant walled garden of members. There are many implications of the walled garden model, but Google does not have either the time nor the social touch to close the gap between it and Facebook quickly. The Math Club president may not have a date for the prom this year or next I fear. Google is trying, however. Effort, as in my grade school, deserves a grade too. Let’s give Google credit for trying. “I think I can. I think I can. I think I can” is echoing in my mind.
Fear Unfounded
People fear what they don’t understand. I am comfortable with Google. I know how to search without having my results filtered. I know how to enable the Firefox add in for anonymity. I know how to log out of my Google account no matter how many windows keep displaying my alleged user name. The backlash against Google is part of the rite of passage. ATT went through it. IBM went through it. Now Google will go through it. No one needs to fear Google. The company, MOMA, the Googlers, the need for so much brevity that Googlers cannot communicate effectively with one another—these are reasons to feel comfortable with Googzilla.
Google is now its own worst enemy. I think that as the hiring process continues, the legacy of the original Google will be diluted. As a result, the pride that Milton described as one facet of Satan’s character will diminish. The new Google will be a different company. Regulators have not much to regulate because Google will change more quickly than governmental inquiries can react. No worries..
Wrap Up
The SOE analysis is filled with provocative ideas. I think Google is home free, clean as a whistle, and just misunderstood. Maybe a Math Club member for president?
Stephen E Arnold, June 28, 2011
From the leader in next-generation analysis of search and content processing, Beyond Search.
Laurent Couillard, CEO, Dassault Exalead: Exclusive Interview
June 28, 2011
Exalead caught my attention many years ago. Exalead’s Cloudview approach allowed licensees to tap into Exalead’s traditional Web and enterprise functions via on premises installations, a cloud implementation, or a hybrid approach. Today, a number of companies are working to offer these options. Exalead’s approach is stable and provides a licensee with platform flexibility as well as mobile search, mash ups, and inclusion of Exalead technology into existing enterprise applications. For organizations fed up with seven figure licensing fees for content processing systems that “never seem to arrive”, Exalead has provided a fresh approach.
Exalead provides high-performance search and semantic processing to organizations worldwide. Exalead specializes in taking a company’s data “from virtually any source, in any format” and transforming it into a search-enabled application. The firm’s technology, Exalead CloudView, represents the implementation of next-generation computing technology available for on-premises installation and from hosted or cloud services. Petascale content volume and mobile support are two CloudView capabilities. Exalead’s architecture makes integration and customization almost friction-free. The reason for the firm’s surge in the last two years has been its push into the enterprise with its search-based applications.
The idea of an enterprise application built upon a framework that can seamlessly integrate structured and unstructured data is one of the most important innovations in enterprise search. Only Google, Microsoft, and Exalead can boast commercial books about their search and content processing technology.
In 2010, Exalead’s market success triggered action on the part of one of the world’s leading engineering firms, Dassault Systèmes. Instead of licensing Exalead’s technology, the firm acquired Exalead and aggressively expanded the firm’s research, development, and marketing activities. Exalead’s approach enables more than 300 organizations to break the chains of the “key word search box” and has provided Dassault with a competitive advantage in next-generation information processing. In addition to mobile and rich media processing, Exalead is working to present integrated displays of real time information that add value to a wide range of business functions. These include traditional engineering to finding a restaurant on an iPhone.
Laurent Couillard, Chief Dassault Exalead
With the purchase of Exalead, Dassault appointed Laurent Couillard as Exalead’s chief executive officer. Mr. Couillard joined Dassault Systèmes as an application engineer in 1996, most recently serving as Vice-President Sales and Distribution for Europe, the Middle East and Africa. In that post, he played a central role in the sales transformation of 3DS, establishing a powerful reseller channel for all PLM brands and contracting with more than 140 companies. As CEO of EXALEAD, his mission is to accelerate the market penetration of applications based on search technologies. Mr. Couillard holds an M.S. from Institut Supérieur de l’Aéronautique et de l’Espace, a preeminent institution in Toulouse, France.
I asked him what was capturing his attention. He told me:
We are devoting more energy to developing packaged business applications or SBAs built on this foundation. That’s a mission right up my alley. And I intend to apply all my experience in sales and partner network development to this mission as well. That’s my charge from Dassault: To use my dual technology/sales background to develop Exalead and to penetrate new markets with SBAs, while preserving all the qualities that make Exalead so unique in this market. I’m fortunate to be in a position to leverage the full knowledge, resources, geographical coverage and expertise of the Dassault group to make this happen.
I probed for the reasons behind Dassault’s purchase of Exalead in 2010, a move which caught many analysts by surprise. He said:
Dassault saw first-hand how search-based applications based on Exalead’s systems and methods solved some of its clients’ long-standing, mission-critical business challenges quickly, painlessly and inexpensively. Dassault’s management understood–based on technical, financial, and performance facts—that Exalead’s search-based applications were a prime reason why search was, and is forecast to remain, an exceptional performer in the information technology software market. Because Dassault was seeking to diversify its content processing offerings, search in general and search based applications technology in particular were obviously an appealing choice. Dassault is, therefore, developing SBAs as one of its three core activities.
We discussed the challenges facing most of the traditional key word search and content processing systems. He noted:
You have to remember Exalead’s always understood search is sometimes something you do, and other times something you consume. In other words, sometimes it’s a search text box, and sometimes it’s the silent enabler beneath a business application, or even an entire information ecosystem.
You can read the full text of my interview with Mr. Couillard in the ArnoldIT.com Search Wizards Speak collection. The interview is located at this link.
Stephen E Arnold, June 28, 2011
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June 28, 2011
DC Bar Method: An Exercise in Social Media Success
June 27, 2011
Interest in investment opportunities is rising. Traditional financial instruments are uncertain. Bonds, once the pride and joy of grandfathers and grandmothers, are a source of worry. Bond now triggers associations with default, particularly in some beleagured US cities.
In Washington, DC, a young entrepreneur, Kate Arnold, have found an investment upside in a business that combines old fashioned personal service with next generation social media marketing.
The duo have opened a specialized, “no impact” exercise studio. The Bar Method eliminates the risks associated with free weights and some types of machine-assisted exercise. I recall seeing members in air casts after an encounter with one device designed for young athletes, not those over the age of 40.
The owners have blended Twitter, Facebook, Tumblr, and other methods into the run up for the grand opening of the exercise studio.
Take this test. Navigate to the firm’s Web site at http://dc.barmethod.com/. Explore the information. Then run queries for the business on Facebook. We experimented with a number of services and had zero difficulty locating the facility.
I asked one of the owners of the new facility about the firm’s marketing approach. Kate Arnold said:
We understand how the search engines like Bing and Google find information. We took extra care to make sure that we used Tumblr as a way to build buzz among the community of health conscious professionals in Washington, DC. When the studio took its final form, we opened up the messaging across a number of social channels. The key to our success with social media is not dependent on technology. We focused on personal and online relationships. The response has been remarkable.
If you are interested in social media marketing that also embraces findability in the major Web search systems, drop by the facility at 750 9th Street NW, Washington DC 20001, in the heart of DC.
Classes are available from 6 15 am to 7 15 pm, Eastern time. You may participate on a class on a walk in or member basis.
The Harrod’s Creek goslings definitely need tutoring in social media, and most of us can benefit from “the most targeted body sculpting workout.”
Don C Anderson, June 27, 2011
Stephen E and Kay S Arnold sponsored this post. Some do NPR. We do health and www.theseed2020.com
Tibco: Creeping into Social Content Territories
June 27, 2011
MarketWire’s “TIBCO Announces Enterprise Social Computing Launch Event for tibbr 3.0” details the coming-out party for the third generation of TIBCO Software’s enterprise social computing platform.
With the upgrade, the infrastructure company continues to expand its presence beyond content processing and into the hot social computing segment. The article asserts:
“Tibbr builds on TIBCO’s decades of experience in linking enterprise software systems, and connects not just people, but also systems, processes, applications, and subjects and makes them part of the conversation.
While many companies are capable of imitating the Facebook model of social computing, they lack TIBCO’s strong enterprise roots, making the company’s solution one to watch. It’ll be very interesting to see this new version of tibbr.
When I visited TIBCO for the first time, I was interested to see a number of servers in the TIBCO facility in Palo Alto, California, sporting happy Yahoo logos. At that time, TIBCO was hosting some of Yahoo’s services. In the last five years, TIBCO has continued to grow. The company is much more than a provider of plumbing to financial institutions.
The push into social functions should serve as a flashing light to search and cotnent processing vendors who have an eye on the types of customers TIBCO serves. Search may be a utility. TIBCO operates the information grid in which a utility snaps.
Stephen E Arnold, June 27, 2011
You can read more about enterprise search and retrieval in The New Landscape of Enterprise Search, published my Pandia in Oslo, Norway, in June 2011.
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