Lucid Imagination Reports Strong Growth
February 8, 2011
Open source search vendor Lucid Imagination is on the move. Marketwire’s “Lucid Imagination Delivers Record Growth on Momentum of Apache Solr/ Lucene Search Adoption” reports on the rapid rise of Solr/Lucene, its sales growth having doubled in 2010. CEO Eric Gries expects continued success:
” ‘I attribute our continued rapid growth to the widespread recognition that we have freed business-critical search from the expensive, rigid cost structure of proprietary commercial search software. . . . As more and more organizations discover they can have enterprise-grade support to quickly and easily integrate, develop, and deploy Solr-based search applications, I fully expect this growth to accelerate.’ “
At 150 customers and growing, Lucid Imagination is one to watch. The company added to its executive ranks Peter Tait, who brings more than 20 years of marketing and management experience to Lucid Imagination. Prior to joining Lucid, he held management and executive management positions at BEA, Citrix, Documentum and EMC.
Check out Lucid Imagination’s Web site here.
Cynthia Murrell February 8, 2011
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Is Google Ignoring an Apple Method?
February 7, 2011
Love it or hate it, the Apple iPhone set the yardstick against which smartphones are measured. Microsoft has not slipstreamed fixes to its Windows 7 Phone. Now Google seems to be following the Microsoft path, not the Apple four lane superhighway.
Secure Computing Magazine reports that “Google Fails to Fix Android Flaw” in the newest 2.3 version. Google was aware of the flaw in Android 2.2 last year and promised to fix the defect. When 2.3 was churned out, hackers went to work and easily cracked the patch. Android’s flaw is as follows:
“If a user is tricked into visiting a malicious site, the flaw could let hackers view any files stored on the SDcard, as well as view a list of apps and upload them to a remote server.”
Disabling JavaScript support and/or using a third party browser can avoid the hacking problem. Google has again promised to fix its popular mobile OS in the next version and are already working on a solution, but we’ll see how that goes.
What may be important is that Google has not gotten its chickens in the coop. Another indication of the similarity in management approaches and customer focus between Microsoft and Google? And search? Maybe taking a back seat? Just a thought.
Whitney Grace, February 7, 2011
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Android Apps
January 27, 2011
At lunch yesterday, the goslings and I had a spirited discussion. The topic was Android, Google’s open source mobile operating system. There were three points of view and none of us agreed on which point of view was likely to the “correct” one. We had heard what was reported in “Unhappy with Slow Growth of Android App Purchases , Google Talks 2011 Roadmap.” Here are the points of view:
First, Google is going to get its act together now what Larry Page is in charge. The counter to this argument is that Larry Page has to demonstrate to Wall Street, customers and competitors that Google is more than a one trick pony. After a decade of trying, Google is ads only when it comes to revenue.
Second, Google is learning and adapting. The slow start of its new products and services gives the company time to look at click streams and make adjustments. Maybe the approach is not as spectacular as an iPad product, but Google’s approach is the best one for the company. Google is not in a hurry and can evolve, crushing rivals as it moves forward.
Third, Google is struggling because it hit a home run with search and then another one with advertising. Since those two lead off game winners, Google has bogged down. The company is emulating Microsoft’s trajectory, just on an accelerated time cycle. The Android play is a good example of an idea that has not delivered, although it may. Like the Xbox, the costs of the “win” are not likely to be added up.
So which point of view is correct? I think that the Google has its work cut out for it. Legal hassles, staff turnover, brand erosion, Apple, and Facebook—big job.
Stephen E Arnold, January 27, 2011
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AOL, Search, and Management
January 18, 2011
I miss Relegence.com, a property acquired by AOL and now subsumed into the various consumer services AOL offers. I used to enjoy testing AOL Search. The company once had PLS (Personal Library Software), then Thunderstone, then Fast Search & Transfer, and now I just don’t know.
What is interesting are two stories I saw today (January 17, 2011). The first appeared in the hard copy of the New York Times I get each morning. Well, most mornings. Delivery is a challenge in Harrod’s Creek when the weather does not cooperate. The article explained that AOL was doing well with Patch.com, a locality information service. You may be able to read the NYT article at this link, but, like home delivery in Harrod’s Creek, access can be a hit and miss affair. This is a Kool-Aid story, sparkling with good news. Now Patch.com is interesting because the company was the or one of the founders. See “Tim Armstrong’s Patch to Cash In on Death of Newspapers.” Xoogler Armstrong is the top dog at AOL. I find this interesting and amusing, particularly because the NYT often gilds lilies.
The other interesting story is the dust up between two AOL information services. I don’t understand what the hassle between two Web logs concerns. What does interest me is that Xoogler Armstrong is not able to manage the issue. You can one blog’s view at “Dear Michael Arrington.” You can get the other blog’s angle at “Blog Fight Rules of Engagement.”
My view is:
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- AOL management should focus on making its services and content findable
- The content side of the business may want to brand its properties so what is really a snit among siblings is easily identified as an in-house affair. Do you know what Project Phoenix is?
- The notion that working at Google translates to management expertise gets another dent in its sleek, retro rod exterior.
Just our opinion where the newspapers may not get delivered and the local citizens shoot squirrels with big guns.
Stephen E Arnold, January 18, 2011
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Booz, Allen: Azure Chip Status Validated
January 9, 2011
The split of the “old” Booz, Allen & Hamilton was a Yogi Berra déjà vu moment. Booz, Allen & Hamilton tried the public company route 40 years ago. The step was reversed and BAH became a privately held firm once the money tree had been shaken. In 2010, BAH, once in the same league as McKinsey and Bain, split into two parts: Booz in New York and Booz Allen Hamilton in Washington, DC. My view is that consulting firms are difficult companies to manage, not impossible, of course, just tough. One of the challenges for publicly-traded consulting companies is the hassle of conforming to the 12 week lockstep of the SEC. Another annoyance is the fact that outsiders can review the financial data, plug them into one of those MBA spreadsheets, and generate more ratios than anyone has time to review. When an oddity surfaces, then the excitement begins.
Navigate to “Shares of Booz Allen Hamilton Rank the Highest in terms of Debt To Equity Ratio in the IT Consulting & Other Services Industry” and you will see an example of the types of insight such scrutiny delivers. The main point of the write up is, in my opinion:
Booz Allen Hamilton (NYSE:BAH) has a Debt/Equity ratio of 2.45x based on total debt of $1.5 billion. Gartner (NYSE:IT) has a Debt/Equity ratio of 1.95x based on total debt of $300 million.
International Business Machines (NYSE:IBM) has a Debt/Equity ratio of 1.23x based on total debt of $27.5 billion.
What this means is that the publicly traded chunk of BAH is performing less well than the azure chip outfit, Gartner Group. If the data are accurate, it means that the publicly traded BAH is now a verified azure chip consulting firm.
Gartner, as you may know, opines about the future of search and other types of technology. The staff is hard working and focused on making sales. Closing deals is a great skill. BAH is going to be focused on explaining why a once blue-chip outfit is dragging around a big chunk of debt. Sure, the debt can be explained just like the old BAH Minerva search effort and BAH’s missing out on a couple of big procurements in FY2010. Consulting firms unable to manage their own finances may not be the consulting firms prospects looking for guidance that works hire.
Welcome, BAH to the azure chip ranks. Now the firm needs to hire more English majors, unemployed journalists, and failed Web masters. Profitability and debt reduction await once those staff costs are cut and reported in a 10-K. Just my view, of course.
Stephen E Arnold, January 9, 2011
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Wikileaks and Metadata
January 7, 2011
ITReseller’s “Working to Prevent Being the Next Wikileak? Don’t Forget the Metadata.” is worth a look. The write up calls attention to indexing as part of an organization’s buttoning up its document access procedures.
ITReseller says this about metadata:
A key part of the solution is metadata – data about data (or information about information) – and the technology needed to leverage it. When it comes to identifying sensitive data and protecting access to it, a number of types of metadata are relevant: user and group information, permissions information, access activity, and sensitive content indicators. A key benefit to leveraging metadata for preventing data loss is that it can be used to focus and accelerate the data classification process.. In many instances the ability to leverage metadata can speed up the process by up to 90 percent, providing a shortlist of where an organisation’s most sensitive data is, where it is most at risk, who has access to it and who shouldn’t. Each file and folder, and user or group, has many metadata elements associated with it at any given point in time – permissions, timestamps, location in the file system, etc. – and the constantly changing files and folders generate streams of metadata, especially when combined with access activity. These combined metadata streams become a torrent of critical metadata. To capture, analyze, store and understand so much metadata requires metadata framework technology specifically designed for this purpose.
Some good points here, but what raised our eyebrows was the thought that organizations have not yet figured out how to “index”. Automation is a wonderful thing; however, the uses of metadata are often anchored in humans. One can argue that humans need play no part in indexing or metadata.
We don’t agree. Maybe organizations will take a fresh look at adding trained staff to tackle metadata. By closing in house libraries, many organizations lost the expertise needed to deal with some of the indexing issues touched upon in the article.
Stephen E Arnold, January 7, 2011
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Search and Flexible IT
January 6, 2011
I read “McKinsey: Run IT Like a Flexible ‘Factory‘”. I generally pay some attention to the musings of a blue chip consulting firm. Heck, years ago I did a tiny bit of work for McKinsey in London. This write up shakes my confidence in the wisdom of the blue chip poobahs, however. Keep in mind that I did not chase down a McKinsey partner, nor did I make any effort whatsoever to obtain a copy of the McKinsey research findings. I read the words “flexible factory” and experienced a kidney stone type of pain.
McKinsey is a global outfit, but the methods were honed in the USA that had resources to fuel its MBA economy. Right now, the USA is not number one in my book in designing, building, operating, or managing factories that make stuff. If I want a “flexible factory”, I snag my Chinese business associate and head to China with a stop in Taiwan as a jet lag shaker.
The notion that search and content processing vendors can “run IT like a flexible factory” is interesting, but I don’t think the analogy or the suggestion is on point.
Here’s why:
- Software is more like making art or making an episode of 30 Rock. There are some general guidelines and then all bets are off. Management intervention often guarantees a disaster of one sort or another. A factory, on the other hand, makes stuff. The key is repeatable processes, not art.
- Search and content processing are shipped in a broken state. Yep, I can hear the bleats from those who think commercial search and content processing software is perfect. Some search vendors and search licensees already operate in outsource mode, and I am not sure that it is working much better than the old style method of having a building stuffed with programmers.
- The buzz words sound great but “industrializing” information technology has already happened at Apple, Amazon, Google, and many other places. Industrializing search, like consumerizing search, does little to address the hard problems in information access.
Net net: cost reduction and zero commitment to human resources. No fancy talk needed.
But if a blue chip consultant articulates it, many senior managers will emit a sheep like bleat and follow the sheep herder and his faithful dog.
Stephen E Arnold, January 6, 2011
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Google Microsoft Battles: Tactics for 2011
January 1, 2011
“The 10 Bloodiest Battles Microsoft and Google Fought in 2010” provides a good run down of the most visible dust ups between the two giants. The write up covers legal hassles between the two companies and the more interesting squabbles about how office workers should access their fact-filled, action-packed PowerPoints, Word files, and Excel sheets. Two points of conflict that stand out in my opinion is the struggle for US government contracts and cloud services.
My take on the fights is that this article as well as most of the others written to explain what Google is doing and what Microsoft is doing are missing the main point. What is the main point? Google does not have to win any battle. In fact, since 2005—based on my research—Google has been implementing the “death by 1,000 cuts” strategy. (The illustration shows a whimsical kitchen knife block which reminded me of the “tiny cuts method.” I saw this kitchen gizmo at a holiday party last weekend.)
Google and its surgical approach to challenging Microsoft. Image source: http://slashcool.com/wp-content/uploads/2008/12/voodooknifeblock.jpg
Microsoft depends on revenue from slapping Windows operating system license fees on PCs, netbooks, and notebook computers. Microsoft also has done a great job of getting Windows servers and enterprise software into organizations behind the foot soldiers with Microsoft certification. Like the Oracle database administrators, those certified professionals depend on Microsoft to pay the bills. In other sectors, Microsoft has turned in a mixed record.
The Google is wise enough to know that distraction exacerbates Microsoft’s organizational methods will continue to operate in their traditional manner. Need I mention the Kin as the exemplar of the outputs of the Microsoft system? Google, therefore, takes small steps like offering a cloud based alternative to Microsoft Office for a low ball price. Microsoft reacts and rolls out a product that is more expensive. Go figure.
Farewell, Google. Hello, LinkedIn
December 21, 2010
Former Endeca co-founder and chief scientist, Daniel Tunkelang, who jumped ship to Google, protesting that he was not working on its ecommerce technology has left and gone to work on the data science team at LinkedIn, a social networking outfit using Lucene for search and retrieval.
In a recent Silicon Valley/San Jose Business Journal article, “Another Google Exec Leaves for LinkedIn”. ), Tunkelang said “the decision to leave Google was agonizing, but that he was excited to work with a data set he had coveted for years.”
Those social content and services companies exert a powerful magnetism on Xooglers it seems.
Christina Sheley, December 21, 2010
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Yahoo and a Not So Merry Holiday
December 15, 2010
I am burned out on Yahoo. I did my first Yahoo analysis in 2002, and the company bored me then. I found the Semel and Yang escapades amusing. I even perked up when the Yahooligans made a commitment to search and then generated results for my test queries that left me baffled. Even the new US Department of Treasury search system looks good when compared to Yahoo’s results. For a test, open a new browser window, click on the shopping tab, and do a search for “Angel perfume.” You don’t need the quotes. Here are the first two results. Remember. I want to buy a bottle of perfume.
The hit under the pictures has this headline: “Angel Perfume Is Dangerous.” Click on the link. I get a weird animated page with the title “Clarins and Thierry Mugler Acknowledges that Angel Perfume Is Dangerous.” Great information if I were doing this search on a general Web index: “’Angel perfume danger.” I am not. I want to buy perfume.
This is an example of Yahoo’s search. I hope the Yahoo ad sales people don’t pitch the Angel perfume account. This query is not what I expected. I want to buy the perfume, not learn that it, like any similar substance, will burn or kill me if I drink it. Buy is the operative concept. Run the query on Google Shopping and you get links to buy perfume. The Math Club gets it right. The Yahooligans do not.
“Yahoo Still Silent On Today’s Layoffs, But Employees Vent” did not amuse me. In fact, it forced me think about the trajectory of online services companies. When money is flowing, there is no investment in managing the business. When times get tough, management becomes a tough problem. In fact, some online companies may be unmanageable. Google’s solution is to manage by controlled chaos. After more than a decade of “controlled chaos,” Google is starting to show some signs of strain. I mean two operating systems plus the Google infrastructure, the Buzz thing, the Wave thing, the hassle with every offended Street View weak sister, et al.
Here’s the killer quote from the TechCrunch article cited above:
The atmosphere here has never been worse.
That will keep the blue chip folks busy. Will Yahoo survive? Will a white knight ride to rescue the Yahooligans? Will AOL cut a deal that makes 1 + 1 = 3?
Not sure. What is clear to me is that first AOL lost its way, now Yahoo. The question is, “Which big online outfit is next?”
Stephen E Arnold, December 15, 2010
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