June 8, 2021
Are you one of those skeptics who do not buy the baloney labeled artificial intelligence? I am okay with rules based systems, constrained neural networks, and old school look up tables. But really smart software? Not yet. But the people who provided the data for this gem “Global AI Market Predicted to Reach Nearly $1 Trillion by 2028” are true believers.
The write up states with the confidence of a thumbtyper working from home:
According to a recently released analysis report from Grand View Research, the AI market is expected to reach nearly $100 billion in 2021 and nearly ten times that by 2028. Per a report from Grand View Research: ‘The global AI market is expected to grow at a compound annual growth rate of 40.2% from 2021 to 2028 to reach USD 997.77 billion by 2028.’
In the Pandemic Era, smart software has not delivered the goods. There are shortages of chips, food, and medical services. Will smart software address these issues? Maybe but so far, the rah rah has been attention grabbing. Smart software was ineffective when the assorted security missteps disrupted organizations’ routine operations. Not even the sleek and proud at Amazon were exempt if the information in this report is accurate: “The Internet Is Broken – Is Twitch, Reddit, and Amazon Down?” The grammar sucks, but the message is clear — smart software failed again. Where’s Grammarly when you need it? Answer: Advertising on YouTube, not fixing up headlines at Dual Shockers.
But there’s that one trillion dollar number. That’s what matters.
Stephen E Arnold, June 8, 2021
June 8, 2021
I don’t know if this story is true. For all I know, this could be the work of some TikTok wannabes who need clicks. Perhaps a large competitor of the online bookstore set up this incident? Despite my doubts, I find the information in “Video Shows Amazon Driver Punching 67-Year-Old Woman Who Reportedly Called Her a B*tch.” The main idea is that a person who could fight Logan Paul battled a 67 year old woman. That’s no thumbtyper. That’s a person who writes with a pencil on paper. The outrage.
According the the “real” news report:
SHOCKING VIDEO shows an Amazon Driver giving a 67 year old Castro Valley woman a beat down after words were exchanged. 21 year old woman arrested by Alco Sherriff…who says suspect claims self defense.
Yes, it is clear that the 67 year old confused the Amazon professional with a boxing performer. After a “verbal confrontation,” the individuals turned to the sweet science.
Pretty exciting and the event was captured on video and appears to be streaming without problems. That’s something that could not be said about the Showtime exhibition or Amazon and Amazon Twitch a few hours ago. (It is Tuesday, June 8, 2021, and Amazon was a helpless victim of another feisty Internet athlete.)
Exciting stuff. Will there be a rematch?
Stephen E Arnold, June 8, 2021
June 8, 2021
If this Reddit diagram is on the money, we have a great example of how Google management goes about rule making. The post is called “Google Can’t Pass Its Own Page Speed Test.” The post was online on June 5, 2021, but when Beyond Search posts this short item, that Reddit post may be tough to find. Why? Oh, because.
Notice that these Google sites get the red badge of high school science club mismanagement recognition:
There are three Google services which get the yellow badge. I find the yellow badge thing very troubling. Here these are:
Observations:
What happens if a non Google Web site doesn’t go fast? You thought you got traffic from Google like the good old days, perhaps rethink that assumption?
Stephen E Arnold, June 8, 2021
June 8, 2021
The document “Thoughts on Cadence” is online as of June 7, 2021, at 6 am US Eastern. If you are a fan of management thrillers, you will want to snag this 14 page X Ray at www.shorturl.at/dgCY6 or maybe www.shorturl.at/cdBE2. (No guarantee how long the link will be valid. Because… Google, you know.)
“Cadence” was in the early 2000s, popular among those exposed to MBA think. The idea was that a giant, profit centric organization was organized. Yep, I know that sounds pretty crazy, but “cadence” implied going through training, getting in sync, and repeating the important things. Hut one two three four or humming along to a catchy tune crafted by Philip Glass. Thus, the essay by a person using the identifier Shishir Mehrotra, who is positioned as a Xoogler once involved in the YouTube business. A book may be forthcoming with the working title Rituals of Great Teams. I immediately thought of the activities once conducted at Templo Mayor by the fun loving Aztecs.
I am not going to walk through the oh, so logical explanation of the Google Management Method’s YouTube team. I want to highlight the information in the Tricks section. With such a Campbell soup approach to manufacturing great experiences, these magical manipulations reveal more of the Google method circa 2015. Procedures can change is six years. Heck, this morning, Google told me I used YouTube too much. I do upload a video every two weeks, so now “that’s enough” it seems.
Now to the tricks.
The section is short and it appears these are designed to be “productivity techniques.” It is not clear if the tricks are standard operating procedure, but let’s look at these six items.
First, one must color one’s calendar.
Second, have a single goal for each meeting.
Third, stand up and share notes and goals.
Fourth, audit the meetings.
Fifth, print your pre reading.
Sixth, have a consistent personal schedule.
Anyone exposed to meetings at a Google type of company knows that the calendar drives the day. But what happens when people are late, don’t attend, or play with their laptops and mobile phones during the meeting. Plus, the “organizer” often changes the meeting because a more important Google type person adds a meeting to the organizer’s calendar. Yep, hey, sorry really improves productivity. In my limited experience, none of these disruptions ever occur. Nope. Never. Consequently, the color of the calendar box, the idea of the meeting itself, and the concept of a consistent personal schedule are out the window.
Now the single goal thing is interesting. In Google type companies, there are multiple goals because each person in the meeting has an agenda: A lateral move or arabesque to get on a hot project, get out of the meeting to go get a Philz coffee, or nuke the people in the meeting who don’t understand the value of ethical behavior.
The print idea is interesting. In my experience, I am not sure printed material is as plentiful in meetings as it was when I worked at some big outfits. Who knows? Maybe 2015 thumb typers, GenXers, and Millennials did embrace the paper thing.
Thus, the tricks seem like a semi-formed listicle. With management precepts like the ones in the “Cadence” document, I can see why the Google does a bang up job on human resource management, content filtering, and thrilling people with deprecated features. Sorry, Gran, your pix of the grandchildren are gone now but the videos of the kids romping in the backyard pool are still available on YouTube.
Great stuff! Productivity come alive.
Stephen E Arnold, June 8, 2021
June 8, 2021
In case you have forgotten, Amazon sells online. Over the years, Amazon has gone Googley. First, it was A9 search with views of the street. Then it was product search, a category of some interest to the GOOG. Next was a fling with Twitch and the content creation sector. Then it was online advertising, which caught the attention of the minions of Zuck. Now, armed with smart routing and designs on vehicles, the Bezos bulldozer is scooping maps.
“Amazon Announces a Google Maps Competitor That Uses Esri and HERE Maps” reports:
Amazon has recently announced the general availability of Amazon Location Service, a platform that’s been in preview since December and is a direct competitor to Google Maps Platform.
With Google Maps becoming somewhat difficult to use, Amazon has charted a skirmish or maybe a war with the high school science club infused Mountain View company. The angle for Amazon is the enterprise, but my suspicion is that one of the Amazonians will probe the consumer market. If there’s gold in them thar hills, the adventurous at AWS will head in that direction too. Money trumps marketing in many cases.
The write up says:
Amazon’s purpose was to pack all the necessary solutions into just one product that can provide companies with all the necessary tools they need for location-based applications.
Who loves maps the most? I would suggest public sector entities; for example, enforcement agencies.
What can one do with Amazon maps? Perhaps make the data another component of Amazon’s data services and a snap in for the online bookstore’s artificial intelligence and machine learning components.
With Google struggling in court and arm wrestling with its humanoid resources, Amazon may think the timing is right to put the Bezos bulldozer in gear and try to rework the geo landscape. There is anecdotal information becoming available that smart software may need to be fine tuned but maybe not.
Stephen E Arnold, June 8, 2021
June 7, 2021
Are there security gaps in new cyber solutions? No one knows. “Expel for Microsoft Automates Security Operations across the Microsoft Tech Stack” states:
Expel for Microsoft automates security operations across the Microsoft tech stack, including Active Directory, AD Identity Protection, Azure, MCAS, Microsoft Defender for Endpoint, Office 365 and Sentinel. Expel connects via APIs and ingests security signals from Microsoft’s products into Expel Workbench, along with other third-party signals you have in place. Expel then applies its own detection engine along with threat intelligence gathered from across its broad customer base to quickly find activity that doesn’t look right – like suspicious logins, data exfiltration, suspicious RDP activity or unusual inbox rules. Specific context and business rules that are unique to your environment enhance these built-in detections as Expel’s detection engine learns what “normal” looks like for your organization.
A third party – Expel in this case – has developed a smart software wrapper with “rules” able to bring order to the rich and somewhat interesting Microsoft security solutions. Think of this as wrapping five or six Radio Shack kits in a single box, affixing appropriate wrapping paper, and delivering it to the lucky person.
With breaches seemingly on the rise, will this solution stem the tide? But what if the kits within the wrapped box have their own issues?
Worth watching because if bad actors come up with new angles, cyber security firms are in the uncomfortable position of reacting and spending more on marketing. Marketing is, as most know, more difficult than creating cyber security solutions which work.
Stephen E Arnold, June 7, 2021
June 7, 2021
Some interesting ideas appear in “10 Ways to Prevent and Manage Technical Debt—Tips from Developers.” The listicle is not particularized on a specific application or service. Let me convert a few of the points in the article to the challenges that vendors of information retrieval software have to meet in a successful manner.
I am not tracking innovations in search the way I did when I wrote the first three editions of the Enterprise Search Report many years ago. Search technology, despite the hooting of marketers and “innovators” who don’t know much about the 50 year plus history of finding, search has not made much progress. In fact, if I were still giving talks at search-related events, I would present data showing that “findability” has regressed. Now to the matter at hand.
I am not sure most people understand what technical debt is in general and even fewer apply the concept to search and retrieval. To keep it simple, technical debt is not repairing and servicing your auto. You do just enough to keep the Nash Rambler on the road. Then it dies. You find that parts are tough to find and expensive to get. If you want to do the job “right,” you will find that specialists are on hand to make that hunk of junk gleam. Get out your checkbook and write small. You will be filling in some big numbers. Search is that Nash Rambler but you have a couple of Metropolitans and a junker of a 1951 Nash Ambassador sitting in your data center. You can get stuff from A to B, but each trip becomes more agonizing. Then you have to spend.
Technical debt is the amount you have to spend to get back up and running plus the lost revenue or estimated opportunity cost. These numbers are the cost of the hardware, software, knick knacks, and humans who sort of know what to do.
What about search? Let’s take three of the items identified in the article and consider them in terms of what is often incorrectly described as “enterprise search.” My work over the years has documented the fact that there is no enterprise search. Shocking? Think about it. Employees cannot find the video of that Zoom meeting or the transcript automagically prepared this morning. And that sales presentation with the new pricing? Oh, right, that’s on the VP’s laptop and it won’t connect to the cloud archiving system because the wizard executive has trouble opening a hotel room with the keycard. Like I said, “Wizard.”
Item number 2 in the article is “Embed technical debt management into the company culture.” Ho ho ho. The present state of play is to get something up and running, dump on features, and generate revenue, some revenue, any revenue. In many organizations, the pressure to move the needle trumps any weird ideas to go back and fix the plumbing. How often is the core of Google’s search and retrieval reworked? Yeah, not often and every year the job becomes less and less desirable. The legions of Xooglers who worked on the system are unlikely to return to the digital Disneyland to do this work even for dump trucks filled with Ethereum.
Item number 5 is “Make technical debt a priority in open source culture.” Okay, let’s think about open source search. Have you through about Sphinx recently. What about Xapian? The big dogs are under intense pressure from the real champions of open source like Amazon and everyone’s favorite security company Microsoft. The individuals who do the bulk of the work struggle to make the darned thing work on the latest and greatest platforms and operating systems. The more outfits like Amazon pressure Elastic, the less likely the humans who work on Lucene and Solr will be able to fend off complete commercialization. Hey, there’s always consulting work or a job at IBM, another cheerleader for open source. So priority? Right.
Now item number 6 in the article. It is “Choose a flexible architecture.” What does this mean for search and retrieval. Most search and search centric applications like policeware and intelware are mashups of open source, legacy code left over from another project, and intern-infused scripts. The “architecture” is whatever was easiest and most financially acceptable. Once those initial decisions are made or simply allowed to happen because someone knew someone, the systems are unlikely to change. Fixing up something that sort of works is similar to the stars of VanWives repairing their ageing vehicle while driving in the rain. Ain’t gonna happen.
Net net: Technical debt for most organizations is what will bring down the company. Innovations slows to a crawl and becomes a series of add ons, wrappers, and strapping tape patches. Then boom. A competitor has blown the doors off the incumbent, customers just cancel contracts for enterprise search systems, or the once valued function becomes a feature for a more important application. Technical debt, like a college grad’s student loan, is a stress inducer. Stress can shorten one’s life and kill. The enterprise search market is littered with the corpses of outfits terminated from technical debt denial syndrome.
Stephen E Arnold, June 7, 2021
June 7, 2021
Many years ago when I worked at a big time consulting firm, GE was a good customer. Anecdotes about Neutron Jack were frequent. After departing the estimable firm, Neutron became a management guru, an author, and an esteemed business luminary. One comment about Neutron has remained with me for more than 40 years was:
Stack and rank or the more upscale vitality curve.
My fave for this concept which the big time consulting firm enthusiastically embraced was “rank and yank.”
“Amazon’s Controversial ‘Hire to Fire’ Practice Reveals a Brutal Truth About Management” is adrift from Neutron Jack’s method. In fact, the write up is critical of Amazon’s implementation of this logical and realistic practice. Not everyone is intellectually or socially equivalent. In a profit making entity, it is necessary to cultivate an environment in which winners win. Losers — that is, who don’t perform either in terms of meeting objectives or socially in terms of making colleagues love them like a puppy — have an opportunity to find their future elsewhere.
The write up states with little awareness of the rich principles of Neutron Jack:
Amazon managers are hiring people they otherwise wouldn’t, or shouldn’t, just so they can later fire them to hit their goal. That completely defeats the point since–if the metric is based on sound business principles–there are people keeping their job who shouldn’t, at the expense of the sacrificial lamb.
The write up does not understand the dynamics of a big time, 21st century profit machines. Athletes cheat. Honest executives cheat on their taxes. Ministers in Kentucky find interaction with some congregation members the best thing ever.
The consequence of hiring to fire and Neutron’s rank-and-yank approach is to further one’s own success. Does the reader of the Inc. article think for a New York minute that an executive at a monopoly like company is into public good, doing what’s right for a fuzzy idea like ethical behavior, or being honest. Even the glittery Apple executive Tim Apple revealed that the app store 30 percent was to enrich Apple, not help the gamer.
Net net: Please, connect with reality in 2021.
Stephen E Arnold, June 7, 2021
June 7, 2021
I find analyses of intelware/policeware companies fascinating. “Palantir DD If You Want to Understand Company and Its History Better” is based on research conducted since November 2020. The write up asserts that Palantir is three “companies”: The government software (what I call intelware/policeware), the adding sales professionals facet of the business, and “their actual like full AI for weaponization and war and defense for the government.”
I must admit my research team has characterized Palantir Technologies in a different way. Palantir has been in business for more than a decade. The company has become publicly traded, and the stock as of June 2, 2021, is trading at about $25 per share. The challenge for companies like Palantir are the same old set of hurdles that other search and content processing firms have to get over without tripping and hitting the cinders with their snoot; namely:
To sum up, the analysis — at least to me — was a hoot.
Stephen E Arnold, June 7, 2021
June 4, 2021
I get a kick out of the Google. First, there was the really embarrassing matter of the diversity director outputting a few years ago some spicy comments about a country. Here’s a rundown of what makes the Timnit Gebru affair like just another synthetic pearl in a long string of management jewelry at a flea market.
I found this story even more revealing. The context is that numerous legal eagles are slapping Googzilla with a wide range of legal documents. Many of these are related to alleged monopolistic practices. I am no lawyer, but I get the feeling that some people are concerned about Google’s ability to absorb online advertising revenues, control what information people can find via the universal search thing, and Google’s Amazon like arrogance. (Yep, Amazon is the new Big Dog, but you knew that, right?)
Here’s the key statement:
Today I Learned you can not advertise on @GoogleAds if you use @googleanalytics competitors like @matomo_org
This seems reasonable. An “if then” statement for organizations that want to tap into Google’s billions of “users.”
An entity called @HashNuke added:
This is easily identifiable as anti-competitive practice. Wouldn’t this be illegal in many countries?
If these statements are accurate, isn’t being Googley just the best way to inspire individuals and organizations. Some of those legal eagles may find the information worth checking out.
Stephen E Arnold, June 4, 2021
