August 29, 2014
The IBM Watson content marketing machine grinds on. This time, IBM’s Hail Mary is making Watson into a research assistant. Let’s see. Watson does cancer treatment, recipe invention, and insurance analyses. “IBM Sees Broader Role for Watson in Airing Research” the operative word is “sees”, not hipping, sold, market dominance, and similar “got it done” phrases. Heck, there’s not even a public demo on Wikipedia data or a collection of patents.
The write up cheers me forward with:
With the aid of Watson, companies could better mine that private information and combine it with scientific data in the public domain.
One company studying such possibilities to evaluate medications and treatments is Johnson & Johnson, IBM said. But the company sees applications beyond the health realm, including making automated suggestions based on financial, legal, energy and intelligence-related information, IBM said.
Watson has to generate lots of dough and fast. IBM expects the Watson “system” to produce billions in revenue in five or six years. What Watson is producing is more credibility problems for search vendors with technology that “sort of” works.
I had a query yesterday from a consultant whose client wants to use IBM Watson technology. I suggested that if IBM will fund the quest for a brass ring, go for it. Have a Plan B.
In the meantime, I find the Watson arabesques pretty darned interesting. With HP planning billions from Autonomy, where is this money going to come from. No one seems to think much about the need to have a product that solves a problem for a specific company.
No “saids” or “sees” required. Just a business built on open source technology and home grown code. IBM is fascinating as is its content marketing methods. Quite an end of summer announcement. How about a live demo? I am weary of Jeopardy references.
Stephen E Arnold, August 29, 2014
August 29, 2014
You are familiar with Computerworld, and you may visit the Computerworld.com Web site. The emulators and name surfers somewhere in the IDG Enterprise combine wants more eyeballs. That’s why I saw this news story from the professionals at Marketwired. Note: Not “marketwire.”
The title? “Computerworld.com Integrates Responsive Design Technology and functionality Enhancements in Site Relaunch.” The “real” news story reports:
The award-winning site incorporates responsive design technology to create a universal experience by scaling editorial and advertising content to the user’s screen size, whether they are accessing Computerworld.com with a smartphone, tablet or desktop.
I thought that blog themes like those readily available for WordPress, Joomla, and other content frameworks did the responsive thing automatically. The notion of “responsive design” is getting bright lights at “the leading enterprise technology media company”, however.
I suppose on a slow news day or when an IDC unit cannot publish my information without my permission or the other impedimenta that marks professional behavior, the crackerjack experts at IDG have to dig deep and gut through the really tough news. The story reports:
The editorial voice, content and design of Computerworld.com remains unique to the brand, while functionality has been aligned across IDG Enterprise sites including back-end capabilities enhancing search functionality and digital asset management for displaying more images and video content. The reader experience is further enhanced by large more legible type and fully integrated social media tools. Ads and promotional units are highlighted in a “deconstructed” right rail optimizing effectiveness and native advertising will be threaded intuitively throughout the site.
From whence does the content come from? Well, here’s an example of how IDG maintains its alleged “leading” position:
“Computerworld.com is well known for its superb tech news. What may be less obvious to website visitors is all the other great content Computerworld serves up for senior technology leaders,” said Scot Finnie, editor in chief, Computerworld.
Interesting since the consulting outfit bandied my name about like a tennis ball between mid 2012 and mid July 2014 without fooling around with contracts, sales reports, edit cycles, etc.
Now what about Computerworld.com? Today’s Computerworld.com has 64 objects on the home page, uses 30 images, and expects my wonderful Windows phone to render a page that is a svelte 1656946 bytes. Ooops. Don’t forget that the images pumped to me today total 1612438 bytes. You can see a report by navigating to www.websiteoptimization.com.
Fascinating news about the responsive design innovation. I am surprised that IDG elected to share this secret to online success. Is it possible that Computerworld.com invented responsive design following in the impressive footsteps of Al Gore’s Internet system and method?
Well, as long as revenues rise, the long slog to responsive design will have been worth it.
Stephen E Arnold, August 29, 2014
August 28, 2014
Every time I see my story about Dave Schubmehl’s surfing on my name, I think about the paucity of innovation among the low- and mid-tier consulting firms. It is not sufficient to lack creativity. Success appears to require surfing on the insights of others. For more on the Schubmehl surfing angle, please, navigate to “ “Meme of the Moment” and “IDC and Reports by Schubmehl.” For ethical issue related to some firms’ actions, see “Are HP, Google, and IDC Out of Square.”
Please review the Marketwired story “The Radicati Group Releases Enterprise Content Management – Market Quadrant, 2014.” This analysis is not like the original Boston Consulting Group’s grid analysis from the late 1970s. That method was based on such data as market share, return on investment, revenue, and other “hard” information.
This “quadrant” seems quite similar to the Gartner Group’s “quadrant” now the subject of a legal action by Netscout. For the details of the Netscout allegation, you will find Netscout’s view of the situation at http://wp.me/pf6p2-aAo.
The Radicati approach eschews dogs, stars, cows, and question markets for:
- Mature players
- Trail blazers
- Top players.
Are these categories connotative and subjective? Can a trail blazer be a top player or mature player? Oh, what’s a player? Hmm.
The idea is that the Radicati analysts have created a way to map enterprise content management vendors against these categories. The hope, I assume, is that a potential licensee of one of these systems will use the Radicati’s research as a guide to purchases.
I also find it interesting that the “Radicati Market Quadrants” phrase is a service mark. Like the IDC surfing on my name issue, the inspiration from BCG’s notion is not referenced. Will potential purchasers confuse low- and mid-tier consulting firm’s quadrants with those produced by blue-chip Boston Consulting?
Nah. Just another example of the challenges consulting firms face in today’s business climate. If you are interested, there is a helpful explanation of the BCG approach at http://bit.ly/1pa5m4A.
That’s what many of these “quadrants” suggest: The work of a student trying to improve a mark. In today’s environment, doing what is expedient seems to be a popular approach. Content marketing is one way to become visible I assume.
Another, more difficult path, is to craft an original question to answer and then perform research and analysis to help answer that question.
Wow. What consulting firms have time and the expertise to tackle investigations in this manner? I can name some who avoid this approach like the plague.
Stephen E Arnold, August 28, 2014
August 23, 2014
I recommend reading “Forrester Says It’s Time to Give Up on Physical Storage Arrays.” The position of the mid tier consulting firm is clear: Local storage bad, cloud storage good. What’s missing is nuance. The comments point out a couple of issues with this Promethean assertion; for example:
- The time has therefore come to recognize that arrays are expensive and inflexible, Baltazar says, and make the jump to virtual arrays for future storage purchases. Fancy words for outsource and off site.—from Ole Juul
- Until workmen outside cut through your comms cable …… It can and does happen (Power cable for one company I worked for, water mains for another). We hear all about the resilience built up at the other end to near guaranty your data, but there’s always single points of failure much closer to home.—from Dappman
- Data needs to be local. How can you move 1000TB of data around? The storage needs to be local to where it’s being used. Increasingly, the data is coming in from the cloud. What happens in the cloud stays in the cloud(R).—from Anonymous Coward
But for me the article tips Forrester’s hand with regard to HP Autonomy. HP is reporting record revenues from sales of PCs. HP is emphasizing the value of HP Autonomy IDOL as an enterprise app. Against this background, I noted this passage in the source article:
Forrester knows this, too: one of its analysts, Henry Baltazar, just declared you should “make your next storage array an app”.
I look forward to HP’s picking up on this “expert” opinion and giving the hobby horse a whack. Content marketing? Yep yep.
Stephen E Arnold, August 23, 2014
August 19, 2014
I read “PR Workers Outnumber Journalists in the US.” This write up surprised me for two reasons. I thought that the ratio for PR people to “real” journalists was higher than five PR types to one “real” journalist types. Second, the sample does not seem to include low tier and mid tier consultants who may be PR folk wearing the garb of shaman.
Qualifications for PR professionals vary widely. I recall the halcyon days when I was supposed to provide oversight to a company’s PR outfit. The firm was Ketchum, Macleod. The PR professionals I encountered were friendly sorts and very good at billing. How does one bill a client for 160 hours and handle several other accounts? Magic, I assumed. The pros were adept at bridge, offering to take me out, and confusing my deadlines with other people’s deadlines. It all ended happily. I met with a former Marine and chatted about the magic of billing. Happiness ensured. Did I mention that the PR pros had worked at college newspapers, rock radio stations, and interpersonal networking. Interesting work indeed.
Are PR professionals engaging in a variant of All Hallow’s Day festivities. Image source: http://bit.ly/YtNmwU
The data on which the article is based does not appear to include “rentals.” These are folks who are positioned as experts and generate content. I suggest you read the rather interesting legal document about Gartner Group at http://slidesha.re/1pPsY21.
Another thought that struck me is that outfits like IDC use third party content, edit it, and put their “experts” name on them are engaged in quasi PR. See http://bit.ly/1thUZAJ. In the case of the Schubmehl affair, IDC sold edited and cheerful versions of my research for $3,500. (My attorney was able to stop the sale of these documents carrying the name of the IDC expert, Dave Schubmehl in July 2014.) Are these documents gussied up PR? Are these documents sweetened to facilitate sales? Are these documents the work on which Pat McGovern built his company? PR? You figure it out.
The point is that if one includes the data set in the “Outnumber” article and mix in the “experts” who sell third party endorsements, the number of PR purveyors goes up. Five to one is, in my view, conservative. A different methodology might inflate the ratio. Seven to one? Nine to one? I don’t know. Five to one seems conservative.
The point is that when organizations and individuals need money, almost anything goes. Heroin? No problem. Failing to pay postage? No problem. Surfing on another’s reputation to further one’s own career? No problem. Generating PR dressed up like the All Hallow’s Eve celebrants? No problem.
Stephen E Arnold, August 19, 2014
August 18, 2014
I find CMS Wire quite interesting. A number of the articles are by consultants and some seem quite vendor centric. In general, it is a useful way to keep track of what’s hot and what’s not in the world of content management. Like knowledge management or anything with the word “management” in its moniker, I am not sure what these disciplines embrace. Like the equally fuzzy notion of predicative analytics, I find that the aura of meaning often at odds with reality. Whether it is the failure of certain professionals to “predict” problems with the caliphate or whether it focuses on predicting which start up with be the next big thing, the here and now are often slippery, surprising, and, at times, baffling.
Not in “How Vendors learn to Play the Gartner Game.” This is a darned good write up and it introduces a bound phrase I find intellectually satisfying: “the Gartner Game.” I understand Scrabble and checkers. More sophisticated games are beyond my ken. I am not able to play the Gartner Game, but I can enjoy certain aspects of it.
The article explains the game clearly:
Now, in fairness, just because someone gives you a wad of cash — even in the form of extra business — it’s no guarantee you’ll write something favorable. Trust me on this: Back when news was still reported in daily papers and reporters were wooed with more insincerity than a contestant on The Bachelor, it was customary for sources to send gifts.
My own brush with Gartner-like firms was a bit different. I did not expect to see a report with my name on sold on Amazon from late 2012 to July 2014. Why? I provided content/research to IDC, a Gartner competitor. IDC took the information, created reports, and sold those reports. I received no contract. No sales reports. When one of the documents turned up on Amazon, I realized that an IDC expert named Schubmehl was surfing on my work.
I wrote a short commentary about the apparent erosion of certain business practices. In that article, I found a thread connecting the HP problem with the post office, the Google executive’s brush with heroin and a female not involved in Kolmogorov analyses, and IDC’s Schubmehl. In each case, executives made decisions that probably seemed really good at the time. Over time, the decisions proved to be startling. I mean the post office and postage. Horrific. I mean the Google wizard who ended up dead on a yacht while his wife took care of the kids. Professionally clumsy. I mean an “expert” who writes reports taking another person’s information and using it to close information centric deals.
I don’t know much about the world of mid tier consulting firms. I worked for a number of years at a pretty good outfit, Booz, Allen & Hamilton. I did some work for other consulting firms as well. I do not recall a single instance of a failure to pay postage, a colleague flat lining from heroin, or a professional on our team using another’s work or name to make professional hay.
None of these actions surprise me. I am getting older and I suppose I am able to cruise forward in Harrod’s Creek without worrying about the situational decisions that produce some interesting business situations. Exciting stuff this world of mid tier consulting and the unbounded scope of action some executives enjoy. Wow. Postage, heroin, and using another’s name to look informed. Amazing.
I will expand on this notion of “loose governance” in one of my columns. This notion of “governance” is an intriguing topic in knowledge management.
As Einstein said:
“Two things are infinite: the universe and human stupidity; and I’m not sure about the universe.”
Stephen E Arnold, August 15, 2014
August 11, 2014
The write up reports that “Netscout is suing research firm Gartner, accusing it of unfair practices in its construction of a Magic Quadrant, citing pay to play.” The magic quadrant lingo is important because it is different language than that used by Bruce D. Henderson in the early 1970s.
This is likely to be a contentious matter. You can find the court filing in the Diginomica story. The document is about 60 pages long and probably not suited for consumption on an iPhone whilst driving.
Who are the folks involved in the squabble?
Netscout offers what it calls “unified service delivery management solutions.” The company is publicly traded and reported revenue of about $400 million in revenue. You can get more information via Google Finance at http://bit.ly/1mCtlJI and information about Netscout at www.netscout.com.
Gartner is a consulting and services firm generating about $1.8 billion per year in revenue. You can get more information via Google finance at http://bit.ly/1kWiX4x. Details about Gartner’s products and services are available at www.gartner.com.
I don’t have any experience or dealings with either firm. Will the interaction end in a race track accident like that at Canandaigua Motorsports Park?
The Gartner Magic Quadrant, in my opinion, is a variation of the Boston Consulting Group’s diagram containing a star, cow, dog, and question mark. The BCG method, if I recall my Booz, Allen charm school lesson, is that a ton of expensive analytic work was presented to often sluggish corporate types in one simple chart.
Here’s an example of the BCG approach recreated by Marketing Health Online:
I remember that a “dog” was not good. Dogs should be sold, killed, or kicked to the side of the road. It was definitely good to the a “star.” Stars generate revenue and illuminate the new BMW or yacht the manager of the star could buy with a bonus. The “cow” gave recurring revenues. When the cow stopped pumping out milk, then it morphed into a dog. A question mark required more analysis and, hence, more consulting work for our competitor.
The x axis reports the market share from high to low and the y axis represents market growth. High is good and BCG generated data and analysis to prove what was good. Low is bad and BCG displayed data that explained why something was a dog and should be treated with extreme prejudice.
The key to the BCG grid was its utter simplicity parked on top of hundreds of thousands or dollars invested in BCG time, analysis, and data crunching by fairly bright individuals from pretty good schools. My employer, Booz, Allen & Hamilton, was never able to create such a compelling graphic to drive business, but we did “invent” program evaluation and review techniques or PERT charts. You know our work as PERT charts. But that BCG method was a burr under the Booz, Allen saddles. We couldn’t rip off the approach. That was against the rules when I worked at the blue chip outfit. I have no idea what the rules are today.
Gartner’s chart is different, using words, lots of words when compared to the BCG chart looks similar. Here’s the graphic from Diginomica’s write up:
My hunch is that the legal eagles would take flight if an actual, 100 percent pure magic quadrant were reproduced in the article. (Note: you can download a representative magic quadrant from one of the companies included in the report. You will have to do some Googling to find a “real” MQ report. Have fun!)
If the information in the Diginomica write up is accurate, it seems that BCG’s legendary rigor may not be exactly duplicated by Gartner’s “experts.” I am skeptical of the saucisson generated by any consulting firm, but some saucisson is judged by gourmands as better than others.
Vendors regard analyst services as part of their marketing, which in turn supports sales. The lawsuit makes this very clear. Buyers view the Gartner MQ as a validation point. Gartner plays on this, selling it to the the vendors on the basis that no-one buys technology without making a decision based upon a Gartner MQ. It’s a subtle form of implied blackmail that discriminates against the smaller vendors. When a mega vendor cuts a $1 million check to Gartner, no-one notices. But when an early stage business find itself having to stump $50-100,000 then that’s an altogether different matter that gets sucked out of limited marketing resource.
The Diginomica analysis points out that another company tried to sue Gartner in 2009 and “lost their fight with Gartner.”
Is this legal dust up different? Who knows.
- Analysis and consulting opinions are often pretty wild and crazy. I remember the analysis that preceded our implementation of the Marketing Analysis and Reporting System (MARS) for Bellcore in 1985 as quite the cat’s pajamas. Well, we know how the IBM MVS TSO environment worked out for end users who were not into green screens, or fans of keyboards with lots of extra keys.
- The BCG matrix is now part of the intellectual woodwork for anyone with an MBA. It just makes it so easy to explain why some products and companies are losers. It is an SU 35 for selling more consulting work for companies other than BCG, a firm which still adheres to the old fashioned analysis, analysis, and more analysis method of consulting.l .
- Who cares what today’s mid tier third party advisors say?For the hourly worker at Wendy’s, a graphic with lots of words is probably less compelling than a snapshot of a Kardashian. Content marketing is the name of the game today. Clicks, sales leads, and revenue—the Red Bull for success.
Take a look at the Diginomica article. This interaction will be fun to watch. I wonder if it will be possible to plot the matter using a BCG matrix?
Stephen E Arnold, August 11, 2014
August 5, 2014
Watson, fresh from its recipe innovations at Bon Appétit, is on the move…again. From the game show to the hospital, Watson has been demonstrating its expertise in the most interesting venues.
I read “A Room Where Executives Go to Get Help from IBM’s Watson.” The subtitle is an SEO dream: “Researchers at IBM are testing a version of Watson designed to listen and contribute to business meetings.” I know IBM has loads of search and content processing capability. In addition to the gems cranked out by Dr. Jon Kleinberg and Dr. Ramanathan Guha, IBM has oodles of acquisitions in the search and content processing sector. Do you know about Clementine? Are you familiar with iPhrase? Have your explored Cybertap’s indexing and search function with your local IBM representative? What about Vivisimo? What about the search functions in DB2, FileNet, and OminFind regardless of its incarnation? Whew. That’s a lot of search and content processing horsepower. I think most of that power remains in the barn.
Watson is not in the barn. Watson is a raging bull. Watson is, I believe, something special. Based on open source technology plus home brew wizardry, Watson is a next-generation information retrieval world beater. The idea is that Watson is trained in a manner similar to the approach used by Autonomy in 1996. Then that indexed content is whipped into a question answering system. Hapless chefs, litigation wary physicians, and now risk averse MBAs can use Watson to make better decisions or answer really tough questions.
I know this to be true because Technology Review tells me so. Whatever MIT-tinged Technology Review says is pretty darned solid. Here’s a passage I noted:
Everything said in the room can be instantly transcribed, providing a detailed record of any meeting, and allowing the system to listen out for commands addressed to “Watson.” Those commands can be simple requests for information of the kind you might type into a search box. But Watson can also take a more active role in a discussion. In a live demonstration, it helped researchers role-playing as executives to generate a short list of companies to acquire.
The write up explains that a little bit of preparation is required. There’s the pesky training, which is particularly annoying when the topic of the meeting is, “The DOJ attorneys are here to discuss the depositions” or “We have a LOCA at the reactor. Everyone to my conference room now.” I suppose most business meetings are even more exciting.
Technology Review points out that the technology has a tough time converting executive speech to text. Watson uses the text as fodder for the indexing and parsing required to pass queries to the internal subsystems which then tap into Watson for answers. The natural language query and automatic query refinement functions seem to work well for game show questions and for discerning uses of tamarind. For a LOCA meeting or discussion of a deposition, Watson may need a bit more work.
I find the willingness of major “real” news outlets to describe Watson in juicy write ups an indication of the esteem in which IBM is held. My view is a bit different. I am not sure the Watson group at IBM knows how to generate substantial revenues. The folks have to make some progress toward $1 billion in revenue and then grow that revenue to a modest $10 billion in five or six years.
The fact that outfits in search and content processing have failed to hit more modest benchmarks for decades is irrelevant. The only search company that I know has generated billions is Google. Keep in mind that those billions come from online advertising. HP bought Autonomy for $11 billion in the hopes of owning a Klondike. IBM wisely went with open source technology and home grown code.
But the eventual effect of both HP’s and IBM’s approach will be more modest revenues. HP makes a name for itself via litigation and IBM is making a name for itself with demonstrations and some recipes.
Search and content processing, whether owned by a large company or a small one, faces some credibility, marketing, revenue, technology, and profit challenges. I am not sure a business triathlete can complete the course at this time. Talk is just so much easier than getting over or around the course intact.
Stephen E Arnold, August 5, 2014
August 5, 2014
I have mentioned recent “expert analyses” of the enterprise search and content marketing sector. In my view, these reports are little more than gussied up search engine optimization (SEO), content marketing plays. See, for example, this description of the IDC report about “knowledge quotient”. Sounds good, right. So does most content marketing and PR generated by enterprise search vendors trying to create sustainable revenue and sufficient profits to keep the investors on their boats, in their helicopters, and on the golf course. Disappointing revenues are not acceptable to those with money who worry about risk and return, not their mortgage payment.
Some content processing vendors are in need of sales leads. Others are just desperate for revenue. The companies with venture money in their bank account have to deliver a return. Annoyed funding sources may replace company presidents. This type of financial blitzkrieg has struck BA Insight and LucidWorks. Other search vendors are in legal hot water; for example, one Fast Search & Transfer executive and two high profile Autonomy Corp. professionals. Other companies tap dance from buzzword to catchphrase in the hopes of avoiding the fate of Convera, Delphes, or Entopia. The marketing beat goes on, but the revenues for search solutions remains a challenge. How will IBM hit $10 billion in Watson revenues in five or six years? Good question, but I know the answer. Perhaps accounting procedures might deliver what looks like a home run for Watson. Perhaps the Jeopardy winner will have to undergo Beverly Hills-style plastic surgery? Will the new Watson look like today’s Watson? I would suggest that some artificiality could be discerned.
Last week, one of my two or three readers wrote to inform me that the phrase “knowledge quotient” is a registered trademark. One of my researchers told me that when one uses the phrase “knowledge quotient,” one should include the appropriate symbol. Omission can mean many bad things, mostly involving attorneys:
Another one of the goslings picked up the vaporous “knowledge quotient” and poked around for other uses of the word. Remember. I encountered this nearly meaningless quasi academic jargon in the title of an IDC report about content processing, authored by the intrepid expert Dave Schubmehl.
According to one of my semi reliable goslings, the phrase turned up in a Portland State University thesis. The authors were David Clitheroe and Garrett Long.
The trademark was registered in 2004 by Penn State University. Yep, that’s the university which I associate with an unfortunate management “issue.” According to Justia, the person registering the phrase “knowledge quotient” was a Penn State employee named Gene V J Maciol.
So we are considering a chunk of academic jargon cooked up to fulfill a requirement to get an advanced degree in sociology in 1972. That was about 40 years ago. I am not familiar with sociology or the concept knowledge quotient.
I printed out the 111 page document and read it. I do have some observations about the concept and its relationship to search and content processing. Spoiler alert: Zero, none, zip, nada, zilch.
The topic of the sociology paper is helping kids in trouble. I bristled at the assumptions implicit in the write up. Some cities had sufficient resources to help children. Certain types of faculties are just super. I assume neither of the study’s authors were in a reformatory, orphanage, or insane asylum.
Anyway the phrase “knowledge quotient” is toothless. It means, according to page 31:
the group’s awareness and knowledge of the [troubled youth or orphan] home.
And the “quotient” part? Here it is in all its glory:
A knowledge quotient reflects the group’s awareness and knowledge of the home.
August 4, 2014
I received an email from IDG, owner of the mid tier consulting outfit IDC.
The most remarkable item in this marketing email was the offer for information about “Web Hosting: How to Break Free from Servers.” I clicked on the link and saw this title:
The information is a “white paper” with the title “Hosting Is Dead.” Now if I go to a car dealer with an ad for a car at a special price and the salesman says, “Oh, we don’t have that auto. I can sell you this higher priced auto” I get annoyed. Some folks would call this bait and switch. But the IDG “white paper” is offered for free, presumably by a company keen to get sales leads.
Well, I filled in the information, using one of my special accounts, and this is what I received after accepting the cookie from IDG:
So what’s the white paper after jumping through these hoops?
The white paper is 17 pages in length. The basic idea in the rather colorful white paper is that I should not purchase do it yourself hosting. The choice, the authors argue, is buy Pantheon.
There are “real” numbers backing up this assertion:
Well, sort of real numbers. There is not pricing for the Pantheon solution. I did some poking around and found this Web page on the Pantheon Web site at https://www.getpantheon.com/pricing:
I don’t want to misread this information so check it out yourself. I would point out that these questions flashed through my mind:
- Why not put the prices in the white paper? Why didn’t IDG present some “real” analysis in their email to me? Why did I come away from this clumsy marketing thinking, “Isn’t this a variation on the Schubmehl affair?”
- Isn’t it possible to use a similar service at a far lower price point via SquareSpace?
- What are the benefits of Drupal compared to Hippo CMS or a similar solution?
There is one important take away for me from this reading, clicking, and exploring. The notion that IDG and its units are delivering McKinsey- or Bain-grade information has been put to rest.
IDG is, in my mind, closer to the content marketing outfits trying to outguess Google.
This would be amusing if it were not such a large window into the ways in which IDG and its units are pursuing revenue by presenting sales silliness as high value information.
Oh, not a peep about the search functionality in Pantheon solution. Not surprising because I don’t see the difference among the hosting outfits that are “dead” and the approach suggested by Pantheon.
Stephen E Arnold, August 1, 2014