This trip is off to a rocky start, I remember thinking as I walked off the plane through the same gate I'd boarded it 30 minutes earlier. Seems there was an engine problem. No outlets available to plug my MacBook Air into so back on battery while the airline swaps aircraft. I should have taken it as a warning. I finally did reach Paris, only to have the French military storm the TGV station at Charles de Gaulle with machine guns because someone left a bag unattended outside the station. Missed my train, re-booked on the next one but downgraded to the seats with no power outlets because there were no seats left in 1st class. More time on the battery.
Switched trains in Lille, France station to board the Eurostar. Sat down in my seat at a table across from an attractive woman who looked annoyed to have to share the space. Finally plugged in the Mac after more than 7 hours use since the last charge, and promptly fell asleep before I could do any work. All in a day's work for the road warrior. I'm carrying two computers on this trip so I can get a good sense of what one of the better entries in the Ultrabook class of PCs is like to work with on the road, alongside my longtime favorite MacBook Air. So far, so good but a few things to note:
With a little conservation of screen brightness, shutting off Wi-Fi and Bluetooth on the plane, and making sure I close down resource-intensive apps, I can usually get 7+ hours' use on the MacBook Air before I have to find an outlet. That's fantastic for international travel days.
The best I've been able to do on the Dell so far is a little under 5 hours. To be fair though, I haven't had much time with it yet to find out how best to optimize power. One problem though is that the Dell seems to chew through its battery in 24 hours on standby.
Technology Vendors for IT Focus on IT Spend
Forrester's technology vendor clients prefer data over analysis, whereas our IT clients prefer analysis. The vendors are gracious and will sit through a few slides of customer problem examples and politely let me wax on about where their real opportunities are, but most only really perk up when I get to the data slides. Having been responsible for product strategy for software product lines myself, I understand precisely why this is the case: When you're in middle management, your ability to get oxygen (read: funding) to sustain your team depends on your ability to make a case, and the case is usually predicated on IT spend.
Their Strategies are Often Tied to the IT Buyer Data so They Miss the Underlying Human Factors
Why? Because the garden variety general manager in the technology business understands numbers. Human factors? Not so much. For many of them, understanding the underlying human reasons for a disruptive technology shift like, say, the rise of Apple, is not in their DNA. Only the numbers matter. It's tragic really, because if they could reflect on the human factors that I bring with the analysis, born from observation of hundreds of firms who are not yet their customer, their investment priorities would be clearer because significant unmet market needs and competitive risks would be obvious. The best possible question a vendor can ask: What are we missing?
Vendor Strategists Need to Combine Market Data with Human Factors