As a high school student I had to go through a Philosophy class, even though my curriculum was in sciences. Zeno's paradox, or the negation of movement, was one of the subjects of that class through which I suffered enormously. Years later, my daughter came back one day with some math homework: the subject was to explain why Zeno's paradox was wrong. And I suffered through it again. This familiarity with Zeno, which I really could have done without, lead me to apply it to IT and what I consider to be the ball and chain that slows IT progress. In Zeno's paradox a runner (Achilles) cannot catch a turtle which started a race earlier than him because each time the runner reaches the point where the turtle was, the turtle has of course moved forward. Repeating this reasoning leads to the conclusion that the interval will become very small, but that the runner will never catch the turtle. What's wrong with the reasoning is that it explains a continuous movement variation through a set of discrete events. But this is what we do in IT: we have a continuous progress of IT technology, hardware and software, and IT projects which are discrete events. When we decide to start an IT project, all hardware and software components are frozen for the duration, while technology continue to progress.
The rock-band R.E.M. sang a song about the "end of the world as we know it" and to hear some people talk - the end is near!
The Chicken-littles of the world would have us believe that retiring Baby Boomers will wreak untold havoc. Half the world's population will suddenly disappear from the workforce - collapsing world markets, straining national pension systems to the breaking point, and burdening younger generations with unmanageable national debt.
Other folks are at the opposite end of the spectrum - they're in denial, like ostriches with their heads deep in the sand - if they don't look at how bad the problem is, it can't hurt them, right? No staffing problems here - look we can still hire people, let's deal with today's problems and not go looking for tomorrow's troubles!
I am thrilled to welcome Augie Ray to Forrester! Augie is coming aboard as a Senior Analyst supporting interactive marketers and focusing on Social Computing. He's starting on November 15 and will be based in Forrester's Foster City offices (Augie is relocating from Milwaukee and eagerly anticipating the warmer weather!).
I've been the hiring manager for nearly a dozen positions at Forrester, and I've come to recognize a particular feeling when I'm talking to a special applicant. Sure, there are lots of people with strong CVs and interviewing skills. But a great candidate brings ideas to life, and the interview becomes a fun gallop through the world of marketing themes, customer behavior, and the craft of writing. My first conversation with Augie was exactly that.
Pretty soon now, you will be noticing that I am no longer posting reports or blogs on the Vendor Strategy Professional pages. This does not mean that I have left the stage. It is just that I am assuming a new research focus and targeting my reports at a new role, one serviced within the Technology Product Marketing and Marketing pages. I will be building up research for one of my favorite marketing contributors, the Field Marketing Manager, that true marketing schizophrenic.
Today Roku launched two new players to complement the original $99 Roku player. Perhaps somewhat obviously, the two new players come in at $79 and $129, allowing Roku to test whether there's price elasticity in this market.
I'm not sure this was a necessary move. The cheaper box (called Roku SD), simply removes HD playback from the original Roku Player (now called Roku HD). The $129 version offers wireless-n wi-fi streaming to deliver dramatically better video quality. I don't personally need that since I hook up my Roku player -- which is in constant demand in my home -- via ethernet. (Yes, being a nerd has its advantages including a fully self-wired home that has over 24 ethernet ports in it.) So while I can see the value of the more expensive box for wi-fi users who have wireless-n routers (do you know if you do? betcha don't know), I think muddying the waters with 3 boxes instead of a maximum of 2 just feels like unnecessary complexity. A bit like Amazon announcing it would sell two versions of the Kindle in the US, one that's domestic only and one that can roam abroad, a decision doesn't appear likely to last very long.
In a world where users approach the Web with ever increasing expectations, a firm's Web site has become critical for building a company’s relationship with its customers. Today, the Web site is often the first, and sometimes only, place customers interact with a company. Unfortunately, many sties offer lackluster experiences that leave an emotional void.
Last week, the Customer Strategy Group is
held its inaugural summit on customer engagement – an intimate,
executive conference designed for B2B marketers who manage customer
reference programs, advisory boards, and the emerging area of online
communities. I spoke to about 75 marketers and sponsors about “Understanding the Value of Customer Engagement”.
I’m excited to announce the release of my latest report: “How Chief Customer Experience Officers Gain Active Executive Support.” Executive involvement is critical to the success of any customer experience transformation, but it’s hard to get. I interviewed several successful CC/EOs to find out how they got their peers on the leadership team on board.
Telepresence is the life-size, true color, no latency video meeting technology that creates a “wow” reaction from participants, especially those who have experienced some traditional videoconferencing that gave poor picture quality, out-of synch audio/video, and added no sense of presence to a meeting. Here are some factors that make telepresence different:
Video provides high quality 1080p pictures with hidden cameras placed to achieve eye contact no matter where people are seated around the conference table.
Audio is full duplex with microphones and speakers that allow sound to come from the direction of the speaker.
The environment is purpose-built with lighting arrays, speakers, and cameras all configured for the optimum experience. Conference tables, chairs, and even the wall paint are the same at all sites to convey a uniform sense of presence.
Managed service and support assure that this expensive system is going to work. Many organizations buy a concierge-type service model so participants just need to push a button to start the videoconference.