The Generation Gap (April 12, 2012)

On 4 April 2012 I tweeted:

People == Product. PeopleGen < x. AudienceGen ≥ y. TechDelta ≥ 100%. Competition horizon == Tech adoption battleground

This excellent article by @briansolis states:  "…the gap between how Gen Y communicates and connects and how businesses, educators, governments, et al. approach them is only widening."

It also links to this great infographic. I hope these articles help explain my tweet. Appealing to Millennials involves speaking their language. And in this case, the medium is a very large part of the message.

Note: GenY — born '75-'92. GenX — born '65-'74. Baby boomers born before '64

Quadrants (April 8, 2012)

WCM (web content management) is a growing market. Implementing a new content management system goes far further than just selecting a content management system, designing and applying templates and then populating the shiny new system with content. Yet new systems are being sort because newer, deeper more meaningful transactions are happening at a place some call *The Engagement Layer*. 

This excellent document from Gartner will help you understand why organisations are swapping old for new. If your organisation is planning a change, the quadrants will guide your implementation process.

Knowledge Quadrants

The purpose of this discussion is to apply a Donald Rumsfeld approach to understanding the complexities of quoting for the integrating a WCM System into your business. The web content management system will need to deliver an environment where audiences can transact with your organisation. And to do this in a useful and cost effective manner (one where a measurable ROI can be established) it needs to integrate with many other systems, especially the CRM.

Rumsfeld described four quadrants of consciousness (http://www.youtube.com/watch?v=GiPe1OiKQuk): known knowns | known unknowns | unknown unknowns and, by implication, unknown knowns.

Rkq

These four quadrants define four areas that apply to costing most WCM projects I've worked on; when viewed from the supplier/integrator point-of-view.

Quadrant 1, THE TASK — Known-knowns

The RFP and ITT hits the desk. Pre-sales guys-and-gals get busy digesting and process the requirements. They issue stock answers to stock questions. The commercial boys work with pre-sales and other business-aware propeller-heads to estimate costs. These are hurredly applied to the spreadsheet  the ground covered quickly because confidence is high — *we've done this before*.

Quadrant 2, THE OPPORTUNITY, Unknown-knowns

The supplier has capabilities that have not been formally requested – it's an area of competance and is confident to estimate at a later stage. For example; supplier-x has an experienced UX team. They've not been asked to quote for the service, perhaps because design will be placed with a different organisation and the delineating line of responsibility fell at UX? It's therefore an opportunity.

Quadrant 3, UNPREDICTABLE ISSUES, Unknown-unknowns

Example: CRM integration with some an unspecified CRM to provide a single sign-on capability. You submit questions and discover which CRM it is and are a little more confident that the required development can be coded and tested without interrupting the existing system. However, what you don't know is the infrastructure limitation and security policy that prohibits connection to the CRM. You don't know this because the project initiator, a.k.a. The Client, doesn't know this.

Quadrant 4, THE HIDDEN AGENDA, Known-unknowns

All WCM projects I've worked on come with a bunch of hidden agendas. These have built-up over months in the form of promises. It seems that almost every organisation's issues are reputedly solved with the implementation of a new content management system. Traditional political battles will be settled. I know this to be true because I've heard it said *don't worry — that'll be fixed with the new system….*

No it won't. Now if I had slighly more sales genes in my body I'd see these as "secondary opportunites". Well I don't, so I don't! I just see supplier and client divide-off into their respective tribal groups. 

Conclusion

In my scenario above, quadrant 3 is an issue that with additional funds and co-operation will be resolved. In most cases work arounds are agreed upon and ways forward are found.

Quadrant 4 is orange not red and yet it's the hidden agenda and associated tribal behaviour that derails projects of this nature.

Successfully quoting a WCM project Requires Knowledge of all Quandrants.

RKQ.

A hobby of mine (April 1, 2012)

A new type of Chilli Jam

Please excuse a deviation from the normal purpose of my blog which is to write about WCMS, Social Media, software development and the endless issues that surround the management of these activities. This post is another personal disclosure from my blog: I like cooking, but, I'm not keen on recipes.

Those that know me know it's a Goode thing. (Jippo sighs)

Volcan

I recently decided to make a chilli jam, not one of those vinegar based affairs but rather; fruit-jelly based. It's sweet and hot! And I'm not talking *English Man's Version of Hot* either.

It comes in three varieties: 

Berry Chilli, Volcan Grande and Medio Rouge

Labels, names and packaging are all important. The labels are hand-burnt with minimalist typography, the jars are recycled and the contents to be used sparingly. Everyone that's had a sample comes back for another, I'm wondering whether to take it somewhere like Fortnum & Mason?

 

Social media and the fuel of change (October 23, 2011)

My blog post of February 6, 2011 entitled The fuel of change provoked an interesting debate on social media and it's significant role in precipitating major change. It's now October 2011, the Arab Spring has *sprung*, Muamma Gaddafi has been shot dead and the whole region is at best described as *unstable*.

So far Saudi Arabia has remained unaffected by the uprising. But all that could be about to change. On October 22, 2011, Crown Prince Sultan bin Abdulaziz al Saud died in America — he lost his fight against cancer. He was next in line to the throne and one of the old-guard. The next inline are younger, they are of a different mold and will likely introduce further instabilities when they come to power. In the meantime, their contemporaries are reported to be impatient for change. And they *do* social media.

The fuel of change = problem + idea (possible solution) + social media + will

Take a listen to this report from the BBC http://news.bbc.co.uk/today/hi/today/newsid_9620000/9620144.stm. Social media has a significant impact on the ability of common people to bring about change to governmental powers.

I remain convinced that social media is a significant and powerful factor in the rate of change being seen in various global theaters.

Fear is a killer (October 5, 2011)

In his inaugural address, 4 March 1933 Franklin D. Roosevelt said: "the only thing we have to fear is fear itself". I've heard this quote repeated a number of times in the past weeks.

What is the source of people's fear this time around?

Here are some contributing factors: Joe Average was directly affected by the Credit crisis of 2007: Northern_Rock.

This has been followed by an endless stream of issues leading to systemic mis-trust in modern capitalism and it's ability to care for or even care about Joe Average.

Banking crisis 2008

Banking crisis 2009

Icelandic financial crisis 2008–2011

European sovereign debt crisis

Currency War of 2009–2011

What some commentators say

Alessio Rastani says Eurozone Market will crash

David Harvey knows the questions that need to be answered

23 of the 29 cabinet members are millionaires

And here's what happens when people are paid too much

Comparing then and now

This crisis is different to that of the 1930's, it has added complexities: The Entitlement Generation whose anger is fueled by resentment over the widening gulf between rich and poor. Another significant difference is that of extended bureaucratic process. Most governments operate in such a way as to frustrate rapid decision making, quick decisive action is no longer possible at state level or higher — happy contemplation!

I have highlighted some salient points made in FDR's speech.

I am certain that my fellow Americans expect that on my induction into the Presidency I will address them with a candor and a decision which the present situation of our people impel. This is preeminently the time to speak the truth, the whole truth, frankly and boldly. Nor need we shrink from honestly facing conditions in our country today. This great Nation will endure as it has endured, will revive and will prosper. So, first of all, let me assert my firm belief that the only thing we have to fear is fear itself—nameless, unreasoning, unjustified terror which paralyzes needed efforts to convert retreat into advance. In every dark hour of our national life a leadership of frankness and vigor has met with that understanding and support of the people themselves which is essential to victory. I am convinced that you will again give that support to leadership in these critical days.

In such a spirit on my part and on yours we face our common difficulties. They concern, thank God, only material things. Values have shrunken to fantastic levels; taxes have risen; our ability to pay has fallen; government of all kinds is faced by serious curtailment of income; the means of exchange are frozen in the currents of trade; the withered leaves of industrial enterprise lie on every side; farmers find no markets for their produce; the savings of many years in thousands of families are gone.

More important, a host of unemployed citizens face the grim problem of existence, and an equally great number toil with little return. Only a foolish optimist can deny the dark realities of the moment.

Yet our distress comes from no failure of substance. We are stricken by no plague of locusts. Compared with the perils which our forefathers conquered because they believed and were not afraid, we have still much to be thankful for. Nature still offers her bounty and human efforts have multiplied it. Plenty is at our doorstep, but a generous use of it languishes in the very sight of the supply. Primarily this is because the rulers of the exchange of mankind’s goods have failed, through their own stubbornness and their own incompetence, have admitted their failure, and abdicated. Practices of the unscrupulous money changers stand indicted in the court of public opinion, rejected by the hearts and minds of men.

True they have tried, but their efforts have been cast in the pattern of an outworn tradition. Faced by failure of credit they have proposed only the lending of more money. Stripped of the lure of profit by which to induce our people to follow their false leadership, they have resorted to exhortations, pleading tearfully for restored confidence. They know only the rules of a generation of self-seekers. They have no vision, and when there is no vision the people perish.

The money changers have fled from their high seats in the temple of our civilization. We may now restore that temple to the ancient truths. The measure of the restoration lies in the extent to which we apply social values more noble than mere monetary profit.

Happiness lies not in the mere possession of money; it lies in the joy of achievement, in the thrill of creative effort. The joy and moral stimulation of work no longer must be forgotten in the mad chase of evanescent profits. These dark days will be worth all they cost us if they teach us that our true destiny is not to be ministered unto but to minister to ourselves and to our fellow men.

Recognition of the falsity of material wealth as the standard of success goes hand in hand with the abandonment of the false belief that public office and high political position are to be valued only by the standards of pride of place and personal profit; and there must be an end to a conduct in banking and in business which too often has given to a sacred trust the likeness of callous and selfish wrongdoing. Small wonder that confidence languishes, for it thrives only on honesty, on honor, on the sacredness of obligations, on faithful protection, on unselfish performance; without them it cannot live.

Restoration calls, however, not for changes in ethics alone. This Nation asks for action, and action now.

Our greatest primary task is to put people to work. This is no unsolvable problem if we face it wisely and courageously. It can be accomplished in part by direct recruiting by the Government itself, treating the task as we would treat the emergency of a war, but at the same time, through this employment, accomplishing greatly needed projects to stimulate and reorganize the use of our natural resources.

Hand in hand with this we must frankly recognize the overbalance of population in our industrial centers and, by engaging on a national scale in a redistribution, endeavor to provide a better use of the land for those best fitted for the land. The task can be helped by definite efforts to raise the values of agricultural products and with this the power to purchase the output of our cities. It can be helped by preventing realistically the tragedy of the growing loss through foreclosure of our small homes and our farms. It can be helped by insistence that the Federal, State, and local governments act forthwith on the demand that their cost be drastically reduced. It can be helped by the unifying of relief activities which today are often scattered, uneconomical, and unequal. It can be helped by national planning for and supervision of all forms of transportation and of communications and other utilities which have a definitely public character. There are many ways in which it can be helped, but it can never be helped merely by talking about it. We must act and act quickly.

Finally, in our progress toward a resumption of work we require two safeguards against a return of the evils of the old order; there must be a strict supervision of all banking and credits and investments; there must be an end to speculation with other people’s money, and there must be provision for an adequate but sound currency.

There are the lines of attack. I shall presently urge upon a new Congress in special session detailed measures for their fulfillment, and I shall seek the immediate assistance of the several States.

Through this program of action we address ourselves to putting our own national house in order and making income balance outgo. Our international trade relations, though vastly important, are in point of time and necessity secondary to the establishment of a sound national economy. I favor as a practical policy the putting of first things first. I shall spare no effort to restore world trade by international economic readjustment, but the emergency at home cannot wait on that accomplishment.

The basic thought that guides these specific means of national recovery is not narrowly nationalistic. It is the insistence, as a first consideration, upon the interdependence of the various elements in all parts of the United States—a recognition of the old and permanently important manifestation of the American spirit of the pioneer. It is the way to recovery. It is the immediate way. It is the strongest assurance that the recovery will endure.

In the field of world policy I would dedicate this Nation to the policy of the good neighbor—the neighbor who resolutely respects himself and, because he does so, respects the rights of others—the neighbor who respects his obligations and respects the sanctity of his agreements in and with a world of neighbors.

If I read the temper of our people correctly, we now realize as we have never realized before our interdependence on each other; that we can not merely take but we must give as well; that if we are to go forward, we must move as a trained and loyal army willing to sacrifice for the good of a common discipline, because without such discipline no progress is made, no leadership becomes effective. We are, I know, ready and willing to submit our lives and property to such discipline, because it makes possible a leadership which aims at a larger good. This I propose to offer, pledging that the larger purposes will bind upon us all as a sacred obligation with a unity of duty hitherto evoked only in time of armed strife.

With this pledge taken, I assume unhesitatingly the leadership of this great army of our people dedicated to a disciplined attack upon our common problems.

Action in this image and to this end is feasible under the form of government which we have inherited from our ancestors. Our Constitution is so simple and practical that it is possible always to meet extraordinary needs by changes in emphasis and arrangement without loss of essential form. That is why our constitutional system has proved itself the most superbly enduring political mechanism the modern world has produced. It has met every stress of vast expansion of territory, of foreign wars, of bitter internal strife, of world relations.

It is to be hoped that the normal balance of executive and legislative authority may be wholly adequate to meet the unprecedented task before us. But it may be that an unprecedented demand and need for undelayed action may call for temporary departure from that normal balance of public procedure.

I am prepared under my constitutional duty to recommend the measures that a stricken nation in the midst of a stricken world may require. These measures, or such other measures as the Congress may build out of its experience and wisdom, I shall seek, within my constitutional authority, to bring to speedy adoption.

But in the event that the Congress shall fail to take one of these two courses, and in the event that the national emergency is still critical, I shall not evade the clear course of duty that will then confront me. I shall ask the Congress for the one remaining instrument to meet the crisis—broad Executive power to wage a war against the emergency, as great as the power that would be given to me if we were in fact invaded by a foreign foe.

For the trust reposed in me I will return the courage and the devotion that befit the time. I can do no less.

We face the arduous days that lie before us in the warm courage of the national unity; with the clear consciousness of seeking old and precious moral values; with the clean satisfaction that comes from the stern performance of duty by old and young alike. We aim at the assurance of a rounded and permanent national life.

We do not distrust the future of essential democracy. The people of the United States have not failed. In their need they have registered a mandate that they want direct, vigorous action. They have asked for discipline and direction under leadership. They have made me the present instrument of their wishes. In the spirit of the gift I take it.

In this dedication of a Nation we humbly ask the blessing of God. May He protect each and every one of us. May He guide me in the days to come.

Source: Franklin D. Roosevelt, Inaugural Address, March 4, 1933, as published in Samuel Rosenman, ed., The Public Papers of Franklin D. Roosevelt, Volume Two: The Year of Crisis, 1933 (New York: Random House, 1938), 11–16.

Good-bye old friend (July 6, 2011)

Immediacy CMS got lost in an alphabet soup of A's, C's, M's, and P's. Someone must have decided it would be a cool idea to give 2 different products similar, all most identical names: CMC & CMP. In 2007 you would have known these products as Immediacy and Morello.

CM7 recipe

Take 1 Immediacy and add to marketing mix
Gently pour 1 Morello
Continue stirring until one marketing story has been created
Allow to rise in a warm market
Bake till nicely brown

Discard Immediacy residue which should compost quite nicely.

Can 2 go into 1?

If Immediacy were a car I reckon it would be a faithful old Morris Minor. Uncomplicated, trusted by many, some learnt to drive CMS software starting here. Basic. reliable. Typically British!

226387244_82621f7f19

Morello on the other-hand has some deeply technical under-pinnings. But hey! It's powerful and it's sophisticated and therefore fundamentally different to Immediacy.

468080133_6f4d04e2d0

If you're used to utilitarian convenience perhaps Immediacy (CMC) was a comfortable option. If the upgrade offer is just too tempting — you might want to consider my thoughts about migrating content: http://johngoode.com/content-confusion. Can 2 go into 1? In a few circumstances the upgrade will mean a welcome addition to the drive-way.

 

 

Alternative Energy Saves Money (June 13, 2011)

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Approximately 2 years ago I designed and built an alternative energy system for my folks. They live in a large Victorian house; 6 bedrooms, 3 floors. The gas bill for the past 12 months which includes the coldest winter for 100 years was £3.60. Needless to say the gas supplier has inspected the meter, no doubt checking for foul play!

The challenges

1. Reduce heating bills
2. Overcome the issue of poor hot water supply to top floor
3. Introduce the possibility of cooking on solid fuel

Reducing the bills

Owing to a plentiful supply of free wood the aspiration to reduce heating bills was more than a theoretical possibility.

Increasing hot water supply pressure

The old hot water tank was replaced with a Gledhill 400 litre Thermal Store (TS). And this cunning plan enabled mains pressure hot water in one easy step.

No longer cooking on gas

Compared to the cost of heating a large home, cooking on gas is not a large consideration — even at today's gas prices it's still cheap. However, it's no bad thing to have the option of cooking on solid fuel or gas and if the solid fuel range is used for cooking it's heating the water and the house too. We installed one of these: http://www.fireplaceproducts.co.uk/Stoves-Cookers/Sideros-Desiree-860-Idro-Wo... (Not the same name but it is the same unit).

Stove

My design

It's a bit too complex to explain in detail, I'll let the drawing do that. Suffice to say, the domestic hot water and central heating are supplied by any combination of 3 heat sources.

1. Evacuated tubes on a south facing roof
2. Solid fuel
3. Gas

If the sun shines the tubes get busy and preheat the water but, to be honest, I don't think they've been worth the investment.

The gas boiler is hydraulically common with the TS and heating system but heats the TS by means of an indirect coil. The boiler will not fire if there's no load i.e. if the water temperature is above a preset TS temperature.

The solid fuel boiler heats the 400L TS to a maximum of 85ºC. Above this temperature an overheat condition triggered and hot water is pumped to the radiators to bring the operating temperature back to safe levels.

Schematic

66

Net result

I have just completed a version 2 redesign followed by a system rebuild and reprogramming of the Siemens LOGO! PLC. All seems to be working well so far.

If the wind will not serve, take to the oars — Latin proverb

Them and Us (June 9, 2011)

The title implies to groups, I'm not sure which category you're in, I have spent time in both camps: WCM vendor and Digital Agency. Inextricably linked and yet, entirely different.

WCM Vendor

While working at Immediacy I'd often hear this type of conversation.

Commercial: Client X wants us to do the implementation, it's worth Y, let's get our PS team on it.

Delivery team: There's a UX component — don't have the skills in-house, there's an integration piece — don't have the skills or development environment. This project is way outside our comfort-zone.

The commercial team and client both rationalise: Vendor built the product, vendor knows best how to implement and deliver our project.

That's a bit like concluding the best concert pianist has to be someone called Steinway.

Digital Agency

Not all agencies make great pianists! Seriously though, a digital agency is a very different animal to a WCM vendor, the 2 parties should not be confused. When selecting your agency to deliver a WCM project, you'll want to be sure they have the technical depth; accredited developers with experience that stretches beyond one implementation would be a good place to start. Your chosen agency will also have UX and design skills and experienced project managers. They will have a number of disciplines onboard that a vendor does not pretend to understand. Ask a vendor to define what a planner does — it's like asking a northener where Windsor Castle is!

Conclusion

Adrian Newey would not drive his formula 1 racing car and expect to win.

Henry Engelhard Steinway, if he was alive, would not be found playing his beloved instrument in public — for money!

Doctors do not have the time or skill to run the NHS.

Agencies and vendors happily co-exist in the WCM eco-system. Happy providing they know and value their respective roles.

 

/discuss