Protected: SharePoint Teams Ignore the Information Professional’s Role
November 25, 2011
Protected: SharePoint is the Fastest Growing Content Tool
November 24, 2011
AOL Management: The Xoogler Effect
November 24, 2011
My view about Google as a management training ground is that “real” managers are not produced at Google. Examples range from the legal tussles to the killing of products, the handling of squawks about search results, and the controlled chaos approach which works because of online revenue flows. Lots of money cleanses many things. But management expertise?
At AOL, Tim Armstrong, a Xoogler (former Google employee), is in charge. I found the round up of news, events, and speculation fascinating. Point your browser thing at “The Truth About The People Running AOL Right Now” to get the full run down of issues.
I noted one point which I have tucked in my “management tips” folder. Here it is:
Huffington is a “perfectionist” who is “in the weeds,” says one source. She is also AOL’s product visionary. She cannot be managed. Another source says AOL is The Huffington Post Media Group now.
Well, that is fascinating. How long will Tim Armstrong remain the top gun? And what about search? What about effective management? Oh, never mind.
Stephen E Arnold, November 24, 2011
Sponsored by Pandia.com
Protected: Mobile Devices and SharePoint Have Opposing Views
November 23, 2011
ZyLAB Pursues Governance with Records Management
November 23, 2011
It is common knowledge that it is necessary for to impart efficient records management (RM) policies and practices in order for an organization to fulfill its enterprise-wide knowledge management (KM) goals. However, it is less common to find an IT department that understands the value of an RM framework that also provides e-discovery http://en.wikipedia.org/wiki/Electronic_discovery.
In this vein of thought, a new marketing theme has recently emerged from software developer ZyLAB as a way to nail down the governance silliness in a way that benefits businesses from a variety of different angles.
The recent CodeZED blog post “Records Management Is the Foundation of Proactive E-Discovery” notes:
Any effective RM solution must be multifaceted and have at least some level of robust search and e-discovery capabilities to be scalable, especially in the face of growing regulations concerning information transparency, security and expectations for data archiving and retention.
In addition to the obvious legal benefits that come with having a good RM solution that provides e-discovery, there are other benefits as well. These include: more proactive customer service capabilities, an unencumbered environment for innovation, optimized maneuverability and preparedness in a rapidly shifting competitive marketplace and stronger positioning for long-term profitability. Who can say no to that?
In my opinion, the governance mavens may not know what to say. Records mnagement is a discipline. Governance is a made-up service designed by folks who don’t want to do the work required to implement a standard.
Jasmine Ashton, November 23, 2011
Sponsored by Pandia.com
Brainware and the Back Office
November 23, 2011
Have we been ignoring the back office as a niche for search and content processing? No, we have not ignored this niche.
There is money to be made in handling paper plus digital content, and Brainware wants to convince some organizations that it leads the field. News.Gnome.es clued us in with “Brainware Emerges As Market Leader For Intelligent Data Capture: 2011 Survey.” The survey, conducted by the Institute of Financial Operations, focused on the use of automated data capture to tame companies’ accounts payable. Thomas M. Bohn of the Institute summarizes the results:
These findings demonstrate that accounts payable departments using data capture technology—especially higher volume, complex operations—hold the advantage in reducing costs, improving turnaround times and optimizing accountability over their process. Furthermore, these insights are consistent with the numerous customer case studies I’ve witnessed while hosting events with Brainware this past year.
This press release from Brainware emphasizes that company’s leadership in this area. The enterprise serves many large companies and organizations globally, and boasts that its products “manage unstructured data without templates, exact definitions, taxonomies or indexing.”
It seems the purveyors of search solutions can’t help but invent new classifications as the try to cope with the complexity of their task. We will update this list of 14 silver bullets to include this new category.
Cynthia Murrell, November 23, 2011
Sponsored by Pandia.com
Protected: CRM Integration Finally Arrives for SharePoint
November 22, 2011
Search Acquisitions
November 18, 2011
One of my two or three readers sent me a link to “Acquisition: The Elephant in the Meeting Room.” I don’t have strong feelings one way or the other about Mongoose, the write up, or the enterprise search sector. I have identified some of the buzzwords used to dance around the little-discussed problem of lousy enterprise search systems. If you want to catch up on the obfuscation in which marketers and “real” consultants are entangled, you may find “Search Silver Bullets, Elixirs, and Magic Potions: Thinking about Findability in 2012” a thought starter.
The main point of the Elephant article, it seems to me, is summarized in this passage:
Should you be wary of acquisitions? Not as much as you might read in the blogs and professional communities.
The write up mentions a number of high profile acquisitions and provides some color for the reasons behind the deals. My view of some of the recent deals is different from the Mongoose write up. I suppose that at age 67, I have been watching and participating in the sale of large and small companies. I learned in my work at Booz, Allen & Hamilton before it became an azure chip firm, that the reasons for a corporate action are often difficult to discern from the outside looking in.
The table below provides a run down of my personal take on why certain deals took place.
Search to Management: The eDiscovery Play
November 16, 2011
New regulations in both the US and the UK have e-discovery vendors anticipating profits. FT.com advises, “E-discovery: Manage Your Data Wisely—Regulators Now Have Teeth.” (This wise publisher wants you to subscribe to read the full document. Get out your credit card.)
Of course, managing data for e-discovery purposes takes time and resources, so most companies tend to put the issue off until regulators come knocking. This can mean last minute scrambling and, as a result, disadvantage in any proceedings. What can be done?
Writer Jessica Twentyman points to some key advice:
Dean Gonsowski, e-discovery counsel in the information management group at Symantec, a security software company, believes the answer lies in making e-discovery a ‘repeatable business process’, rather than a one-off response to a request. That means establishing company-wide rules on electronic information, governing what should be deleted or retained, applying those rules and using e-discovery software to retrieve information quickly, he says.
Perhaps surprisingly, email comes in third as an e-discovery request target. Files/ documents are the most requested, followed by database/ applications data. Social media records, corporate blogs, instant messages, and texts are growing categories.
It’s important that companies understand e-discovery at least as much as regulators do. Do your research and invest in good e-discovery software. Be prepared, even as you hope you never have to respond to a regulator’s request for information.
Vendors of search will have to “move up the value rope”. Finding is no longer enough we believe.
Cynthia Murrell November 15, 2011
Sponsored by Pandia.com
Google Reworks Its Approach to Innovation
November 15, 2011
In the aftermath of Steve Jobs’ death, innovation is a hot topic. Even consumer television programs stick in a reference to Mr. Jobs’ attention to detail, his brush with oriental philosophy, and his mental processes which would get him deleted from the interview pool at General Motors. Since Mr. Jobs’ death, Apple has made some mistakes which suggests that the loss may have generated some negative karma for Apple.
Apple may have innovation challenges going forward. I now hypothesize that Google has here and now innovation problems, and I think the firm’s most recent actions underscore that innovation is a concern to Google’s senior management.
As you may know, Google’s not-so-quiet shift from “we do it all in the Googleplex” to a more traditional approach to finding great ideas turned out the lights in the “old” Google Labs. Now many of the “real” consultants and journalists will point out that Google is an innovation machine. Examples range from the upgrade to Google+ Facebook type service to the tweaks to maps, Gmail, and Google Apps. Point taken, but let me summarize the thought that was triggered by three apparently unrelated announcements. Some of the azure chip crowd will assert that I, once again, am off base, living in rural Kentucky, and past my prime.
No problem. But consider:
First, last week Google bought two companies. Google has been acquiring companies quickly, and I thought it was a combination of getting people and technology. You can read about the deals in “Google Acquires Apture and Katango”. Apture developed an in-browser search gizmo described as a “glossary for the Web,” and Katango offers an automatic friend manager. (The Katango url was dark, but the eWeek story to which I linked explains what Katango did or does.) Net net: Buying ideas.
Google is throwing money, people, and public relations at its innovation problem. Is this is warning light that the engines of creativity at Google are ill-suited to breakthroughs that neutralize challenges from Amazon, Apple, Facebook, and other firms which are gaining momentum in lucrative new markets.
Second, my dead tree copy of the New York Times ran a front page story about Google’s “new” and presumably “real” Google Labs. You can find it in the November 13, 2011 production copy which arrives in Louisville with a November 14, 2011, date. “Google’s Lab of Wildest Dreams” is one of those big company public relations coups that make smaller outfits turn green with envy. I learned in the carefully shaped story that Google has a “new” Google Labs, Google X. It is a “clandestine lab where Google is tackling 100 shoot-for-the-stars ideas.” So the demise of the “old” Google Labs was not the “termination with extreme prejudice” of “labs.” Google just trimmed the fat and narrowed its focus to 100 “shoot-for-the-stars” ideas. I understand gentle pruning of innovative deadwood, reassignment of bright folks without hurting too many egos, and the focus thing. Net net: Focusing the best of the best on 100 problems to get a home run.
Third, ITProPortal recycle ad story from Globes, an Israeli newspaper, that Google was “planning to establish an incubator for startups in Israel” in 2012. “Google to Incubate Startups in Israel” said:
The company said that it plans to host 20 pre-seed start-ups or 80 people in the incubator program. Google plans to give the start-up training for a minimum of three months. Google said that it was interested in companies developing projects based on open source technologies similar to Android and Chrome web browser.
Israel has some innovative folks. My Overflight service is chock-a-block with references to Google’s activities in Israel, but this is another public relations or marketing nudge related to innovation. Net net: Fund smart people in Israel and presumably elsewhere like Beijing, Moscow, etc.
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