June 12, 2015
What is one way to improve a user’s software navigational experience? One of the best ways is to add a graphical user interface (GUI). Software Development @ IT Business Net shares a press release about “Lexalytics Unveils Industry’s First Wizard For Text Mining And Sentiment Analysis.” Lexalytics is one of the leading companies that provides sentiment and analytics solutions and as the article’s title explains it has made an industry first by releasing a GUI and wizard for Semantria SaaS platform and Excel plug-in. The wizard and GUI (SWIZ) are part of the Semantria Online Configurator, SWEB 1.3, which also included functionality updates and layout changes.
” ‘In order to get the most value out of text and sentiment analysis technologies, customers need to be able to tune the service to match their content and business needs,’ said Jeff Catlin, CEO, Lexalytics. ‘Just like Apple changed the game for consumers with its first Macintosh in 1984, making personal computing easy and fun through an innovative GUI, we want to improve the job of data analysts by making it just as fun, easy and intuitive with SWIZ.’”
Lexalytics is dedicated to helping its clients enjoy an easier experience when it comes to data analytics. The company wants its clients to get the answers they by providing the tools they need to get them without having to over think the retrieval process. While Lexalytics already provides robust and flexible solutions, the SWIZ release continues to prove it has the most tunable and configurable text mining technology.
Whitney Grace, June 12, 2015
June 2, 2015
IDC tried to sell some of my work on Amazon without my permission. Much lawyering ensued, and IDC removed the $3,500 eight page heavily edited report about Attivio. I suppose that is a form of my knowledge management expertise: But $3,500 for eight pages without my caveats about Attivio? Goodness gracious. $3,500 for eight pages on Amazon, a company I describe as a digital WalMart..
I then wrote a humorous (to me) analysis of an IDC report about something called a knowledge quotient. You can read that Swiftian write up at this link: http://arnoldit.com/wordpress/honk/ . I write a column about knowledge management, and I found the notion of the KQ intellectually one of the lighter, almost diaphonous, IDC information molecules.
An I too harsh? No because now there is more evidence for my tough love approach to IDC and its KQ content marketing jingoism.
Navigate to “Where to for Knowledge Management in 2015: IDM Reader Survey.” The survey may or may not be spot on. Some of the data undermine the IDC KQ argument and raise important questions about those who would “manage knowledge.” Also, I had to read the title a couple of times to figure out what IDC’s expert was trying to communicate. The where to for is particularly clumsy to me.
I noted this passage:
“The challenge is for staff being able to find the time to contribute and leverage the knowledge/information repositories and having technology systems that are intuitive putting the right information that their fingertips, instead of having to wade through the sea of information spam.”
Ah, ha. KM is about search.
Wait. Not so fast. I highlighted this statement:
Technology is making it easier to integrate systems and connect across traditional boundaries, and social media has boosted people’s expectations for interaction and feedback. The result is that collaboration across the extended value chain is becoming the new normal.
Yikes. A revelation. KM is about social collaboration.
No, no. Another speed bump. I marked this insight too:
“There is also a fair gap between knowledge of the theoretical and knowledge of how things actually work. It is easy to say we should assign metadata to information to increase its discovery but if that metadata should really be more of a folksonomy, some systems and approaches are far too restrictive to enable this. Semantics is also a big issue.”
Finally. KM is about indexing and semantics. Yes, the info I needed.
Wrong again. I circled this brilliant gem:
“Knowledge management has probably lost it momentum as the so-called measurement tools are really measuring best practice which in turn is an average. Perhaps the approach should be along the lines of “Communities of Process” where there is a common objective but various degrees and level of participation but collectively provide a knowledge pool,” he [survey participant]observed.
The write continues along this rocky road of generalizations and buzzwords.
The survey data make three things clear to me:
- The knowledge quotient jargon is essentially a scoop of sales Jello, Jack Benny’s long suffering sponsor
- Knowledge is so broad IDC’s attempt to clarify gave me the giggles
- Workers know that knowledge has value, so workers protect it with silos.
I assume that experts cooked up the knowledge quotient notion. The pros running the survey reported data which suggests that knowledge management is a bit of a challenge.
Perhaps IDC experts will coordinate their messaging in the future? In my opinion, two slabs of spam do not transmogrify into prime rib.
Little wonder IDC contracts is unable to function, one of its officers (Dave Schubmehl) resells my research on Amazon without my permission at $3,500 per eight pages edited to remove the considerations Attivio warranted from my team. Then an IDC research unit provides data which strike me as turning the silly KQ thing into search engine optimization corn husks.
Is IDC able to manage its own knowledge processes using its own theories and data? Perhaps IDC should drop down a level and focus on basic business processes? Yet IDC’s silos appear before me, gentle reader. and the silos are built from hefty portions of a mystery substance. Could it be consulting spam, to use IDC’s own terminology?
Stephen E Arnold, June 2, 2015
May 27, 2015
This is interesting. OpenText advertises their free, downloadable book in a post titled, “Transform Your Business for a Digital-First World.” Our question is whether OpenText can transform their own business; it seems their financial results have been flat and generally drifting down of late. I suppose this is a do-as-we-say-not-as-we-do situation.
The book may be worth looking into, though, especially since it passes along words of wisdom from leaders within multiple organizations. The description states:
“Digital technology is changing the rules of business with the promise of increased opportunity and innovation. The very nature of business is more fluid, social, global, accelerated, risky, and competitive. By 2020, profitable organizations will use digital channels to discover new customers, enter new markets and tap new streams of revenue. Those that don’t make the shift could fall to the wayside. In Digital: Disrupt or Die, a multi-year blueprint for success in 2020, OpenText CEO Mark Barrenechea and Chairman of the Board Tom Jenkins explore the relationship between products, services and Enterprise Information Management (EIM).”
Launched in 1991, OpenText offers tools for enterprise information management, business process management, and customer experience management. Based in Waterloo, Ontario, the company maintains offices around the world.
Cynthia Murrell, May 27, 2015
May 22, 2015
The article titled Big Data Must Haves: Capacity, Compute, Collaboration on GCN offers insights into the best areas of focus for big data researchers. The Internet2 Global Summit is in D.C. this year with many exciting panelists who support the emphasis on collaboration in particular. The article mentions the work being presented by several people including Clemson professor Alex Feltus,
“…his research team is leveraging the Internet2 infrastructure, including its Advanced Layer 2 Service high-speed connections and perfSONAR network monitoring, to substantially accelerate genomic big data transfers and transform researcher collaboration…Arizona State University, which recently got 100 gigabit/sec connections to Internet2, has developed the Next Generation Cyber Capability, or NGCC, to respond to big data challenges. The NGCC integrates big data platforms and traditional supercomputing technologies with software-defined networking, high-speed interconnects and visualization for medical research.”
Arizona’s NGCC provides the essence of the article’s claims, stressing capacity with Internet2, several types of computing, and of course collaboration between everyone at work on the system. Feltus commented on the importance of cooperation in Arizona State’s work, suggesting that personal relationships outweigh individual successes. He claims his own teamwork with network and storage researchers helped him find new potential avenues of innovation that might not have occurred to him without thoughtful collaboration.
Chelsea Kerwin, May 22, 2014
Stephen E Arnold, Publisher of CyberOSINT at www.xenky.com
May 21, 2015
The article on Business Insider titled Google Has a New and Unexpected Explanation for Its Falling Ad Rates places the blame on Youtube’s “TrueView” video ads. For some time there has been concern over Google’s falling cost-per-click (CPC) money, the cash earned each time a user clicks on an ad. The first quarter of this year has CPC down 7%. The article quotes outgoing Google CFO Patrick Pichette on the real reason for these numbers. He states,
“TrueView ads currently monetize at a lower rate than ad clicks on Google.com. As you know, video ads generally reach people earlier in the purchase funnel, and so across the industry, they tend to have a different pricing profile than that of search ads,” Pichette explained. “Excluding the impact of YouTube TrueView ads, growth in Sites clicks would be lower, but still positive and CPCs would be healthy and growing Y/Y,” Pichette continued.
It is often thought that the increasing dependence on mobile internet access through smartphones is the reason for falling CPC. Google can’t charge as much for mobile ads as for PC ads, making it a logical leap that this is the area of concern. Pichette offers a different view, and one with an entirely positive spin.
Chelsea Kerwin, May 21, 2014
Stephen E Arnold, Publisher of CyberOSINT at www.xenky.com
May 21, 2015
Through all the iterations of SharePoint, it seems that Microsoft has wised up and is finally giving customers more of what they want. The release of SharePoint Server 2016 shows a shift back toward on-premises installations, and yet there will still be functions supported through the cloud. This new hybrid emphasis provides a third pathway through which users are experiencing SharePoint. The CMS Wire article, “3 SharePoint Paths for the Next 10 Years,” covers all the details.
The article begins:
“Microsoft Office 365 has proven to be a major disruption of how companies use SharePoint to meet business requirements. Rumors, fear, uncertainty and doubt proliferate around Microsoft’s plans for SharePoint’s future releases, as well as the support of critical features and functionality companies rely on . . . So, taking into account Office 365, the question is: How will companies be using SharePoint over the next 10 years?”
Stephen E. Arnold of ArnoldIT.com is a leader in SharePoint, with a lifelong career in search. His SharePoint feed is a great resource for users and managers alike, or anyone who needs to keep on top of the latest developments. It may be that the hybrid solution is a way to keep on-premises users happy while they still benefit from the latest cloud functions like Delve and OneDrive.
Emily Rae Aldridge, May 21, 2015
May 20, 2015
I love it when Xooglers demonstrate how Googley behavior translates into down home management expertise. Two examples this morning:
- The Wall Street Journal reported that the new Yahoo chief information officer has decided to leave Yahoo for other opportunities. You may have to pay to view the article or you can buy a dead tree version at your local news agent. (Local news agent! What was I thinking?)
- The Alibaba deal worth lots of money may have hit a speed bump. You can get some of the details in “Yahoo Affirms Spinoff Plan as IRS Comments Trigger Share Slump.” That tax stuff is tricky. Accountants have so much to do and tax issues come up so infrequently.
Yahoo management continues to provide a flow of possible business school case examples.
Stephen E Arnold, May 20, 2015
May 19, 2015
I read “Slow Progress Forces navy to Change Strategies for Cloud, Data Centers.” I have high regard for US Navy technical professionals. ONION router technology and miniature swarm drones have been based on some Navy research.
The write up troubled me. Here’s the first passage I noted this statement:
Culturally, we have to make this shift from a mistaken belief that all our data has to be near us and somewhere where I can do and hug the server, instead of someplace where I don’t know in the cloud. This is a big shift for many within the department. It’s not going to be an easy transition.”
Like most nations’ military forces resources are available in the form of personnel, machines, and money. Staffing also refreshes on a cadence different from some other government entities and many commercial organizations. There are not too many 70 year old nuclear submarine commanders.
The issue about the shift to cloud computing suggests that more than technical hurdles prevent enterprise and mission critical applications from moving to the cloud. I noted this paragraph as well:
While the Navy is open to using commercial or public clouds, the Marine Corps is going its own way. Several Marine Corps IT executives seemed signal that the organization will follow closely to what the Navy is doing, but put their own twist on the initiative. One often talked about example of this is the Marines decision to not move to the Joint Regional Security Stacks (JRSS) that is part of the Joint Information Environment (JIE) until at least version 2 comes online in 2017. Marine Corps CIO Gen. Kevin Nally said the decision not use the initial versions of JRSS is because Marine Corps’ current security set up is better and cheaper than version 1 or 1.5.
In interpreted the milspeak to mean, “We are doing the cloud but we are focusing on a private cloud, not the public Amazon thing.”
Will enterprise search vendors who emphasize their cloud solution advise their customers about cloud options? Search marketers often tell the prospect many things, and I assume explaining the different approaches to clouds and aggregation will be part of the sales presentation.
Stephen E Arnold, May 19, 2015
May 17, 2015
A DMP is a data management platform. I think in terms of databases. I find that software does not do a particularly reliable job “managing data.” Software can run processes, write log file, and perform other functions. But management, based on my experience at Booz, Allen & Hamilton, requires humans. Talking about analytics from Big Data and implementing a platform to perform management are apples and house paint in my mind.
Intrigued by the reference, I downloaded a document available upon registration from Infinitive. You can find the company’s Web site at www.infinitive.com. The white paper maps you 10 ways a data management platform can help me.
I was not familiar with Infinitive. According to the firm’s Web site: Infinitive is
A Different Kind of Consultancy. Results-driven and client-centric. Fun, focused and flexible. Highly engaged and easy to work with. Those are the qualities that make Infinitive a different kind of consultancy. And they’re the pillars of our unique culture. Headquartered in the Washington, D.C. area, Infinitive specializes in digital ad solutions, business transformation, customer & audience intelligence and enterprise risk management. Leveraging best practices in process engineering, change management and program management, we design and deliver custom solutions for leading organizations in communications, media and entertainment, financial services and educational services. For our clients, the results include quantifiable performance improvement and tangible bottom-line value in addressing their most pressing challenges and fulfilling their top-priority objectives.
What is a data management platform?
White paper or two page document identifies these benefits of a DMP. I was hoping for an explanation of the “platform,” but let’s look at the payoffs from the platform.
The company points out that a DMP makes ad money go farther. Big Data become actionable. A DMP provides a foundation for analytics. The DMP “ensures the quality and accessibility of customer and audience intelligence data.” The DMP can harmonize data. A DMP allows me to “adapt traditional CRM strategies and technology to incorporate new customer behavior.” I can create new customer and audience “segments.” The DMP becomes the central nervous system for my company. And the DMP protects privacy.
That is a bundle of benefits. But what is the platform provided by a consulting company, especially one that is “fun”? I was not able to locate details about the platform. The company appears to be a firm focused on advertising.
The Web site includes a page about the DMP at this link. The information is buzzword heavy and fact free. My view is that the DMP is a marketing hook. The implied technology is consulting services. That’s okay, but I find the approach representative of marketing billable time, not delivering a platform with the remarkable and perhaps unattainable benefits suggested in the white paper.
The approach must work. The company’s Web site points out this message:
Not a platform, however.
Stephen E Arnold, May 17, 2015
May 16, 2015
Short honk: I read “Intranet Search? Sssh! Don’t Speak of It.” It seems that enterprise search is struggling and sweeping generalizations about information governance and knowledge management are not helping the situation. But that’s just my opinion.
But set that “issue” aside. Here’s the quote I noted:
The only way this situation [search is a problem’] will change is with intranet managers stepping up to the challenge and telling stories internally. The problem with search analytics (even if you do everything that Lou Rosenfeld [search wizard] recommends) is that there is no direct evidence of the day-to-day impact of search.
Will accountants respond to search stories? Why is there no direct evident of the day to day impact of search? Perhaps search, along with some other hoo hah endeavors, is simply not relevant in today’s business environment? Won’t more hyperbole filled marketing solve the problem? Another conference?
The wet blanket on enterprise search remains “there is no direct evidence of the day to day impact of search.” After 30 or 40 years of implementations and hundreds of millions in search development, why not? Er, what about this thought:
Search is a low value utility which has been over hyped.
Stephen E Arnold, May 17, 2015