Archive for December, 2005

Repetitive Information Injury

5 December 2005

See Rands In Repose: Repetitive Information Injury

Interesting looking tool here…SynchroEdit

5 December 2005


SynchroEdit is a browser-based simultaneous multiuser editor, a form of same-time, different-place groupware. It allows multiple users to edit a single web-based document at the same time, and it continuously synchronizes all changes so that users always have the same version.

Yet more on measurment & innovation

5 December 2005

IdeaFestival: How to discourage innovation: measure everything

Do total quality management, six sigma and ISO 9000 programs discourage innovation?

More on Process vs. Innovation

5 December 2005

Process is an embedded reaction to prior stupidity. Many-to-Many:

Six or seven years ago, ATT asked me to spend some time helping them figure out their web hosting offerings, and after some preliminary work, it became clear that there would be no mainstream hosting business, because the cost to the customer would be too high to be competitive. This was not because ATT was buying expensive hardware; it was because their minimum hosting processes imagined layers and layers of dev, stage, and live servers, and a complex array of user management interfaces. When ATT asked how the existing hosting companies could provide their services so cheaply, I said that the competition was simply offering shell access, and that people could FTP anything they liked to the server or telnet in and write stuff directly on a live box.

ATT was aghast, of course, at such laxity, but in fact, it was this kind of simple, process-lite attitude that helped the net spread generally, and it was ATT’s "Quality of Service" attitude that marginalized them.

Glad we don’t have that problem here…

Processes vs. Innovation

5 December 2005

Ross Mayfield’s Weblog: The End of Process

Organizations are trapped in a spiral of declining innovation led by the false promise of efficiency.

Managers have the false belief engineered process and hoarding information is a substitute for good leadership. Processes fail and silos persist despite dysfunctional matrices. Executives are so far removed from exceptions and objections that all they get are carefully packaged reports of good news and numbers that reveal the bad when it’s too late.

Hmmm…sounds like some systems we have at Agilent…