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December 15, 2008
Mamamusings points to Twalala, which shows you your Twitter stream on your iPhone (of which I don’t have), but includes what look to be some useful filters. For example, you can “mute” someone who perhaps is twittering some event excessively (= me). You can use Twalala in your Web browser, too.
November 12, 2008
I’m going to be on the radio news show Here and Now tomorrow to talk about Google.org’s ability to track outbreaks of flu by charting search terms (“flu symptoms”), time, and presumed IP location. I plan on talking about it as an example of the power of having enormous amounts of data, and of putting to use information generated for some other purpose.
Any ideas about how else this sort of technique could be used or is being used? (Amazon’s personalization is a different sort of example.) Any concerns (other than the how-not-to-do-it example from AOL)?
October 6, 2008
I’ve given a few interviews in Milan where I’ve been for the past two days — what a beautiful city! — and almost every time, someone has asked what Web 3.0 will be. As if I’d know!
If Web 2.0 is about how easy it’s become for people to participate, how easy it has become to mash together disparate applications, and how the “network effect” brings about emergent results, then Web 2.0 is all about making the Net radically unpredictable.
So, the only answer to the question “What will Web 3.0 be?” has to be not only that we don’t know, but that we can’t know.
Web 2.0 also makes it less likely that a single change will sweep the entire Net, for Web 2.0 makes it easier to diversify the Web’s offerings. So Web 2.0 may also spell the end of giving the Web point revision numbers.
In short, if there is a Web 3.0, then Web 2.0 didn’t do its job.
October 4, 2008
GooseGrade lets readers of a blog highlight mistakes of the copy-edit sort so that the blogger can fix them. It stops spammers by grading each copy-editor based on whether her suggested changes are accepted by the blogger. Here’s a C-NET article about it.
I’d try it at this blog, because I do occasionally (= constantly) make mistakes, but I’m on the road and can’t easily update my template…
September 19, 2008
I’m at the 20th anniversary celebation of the Information Resources Management College of the National Defense University in DC. David Wennergren (Deputy asst secty of defense for info mgt, and DoD deputy chief info officer) is leading a panel on Gov’t 2.0, with Anthony Williams (nGenera, and coauthor of Wikinomics), Bruce Klein (Cisco, US public sector) and Mike Bradshaw (Google, federal sector). [I’m live blogging, making mistakes, being incomplete, mishearing …]
The moderator and the panelists each take a turn at the podium.
David says that Web 2.0 (etc.) is a powerful opportunity “for us to change differently.” Agencies don’t have to be isolated. Mashups, mass collaboration, etc., enable rapid innovation. “We’ve grown up in a world of systems,” big systems. In the new world, we need to be able to “focus and converge.” [David is citing someone else, but I didn’t catch the name.] He refers to the book “Polarity Management.” We have to get both security and sharing right. E.g., focus on secure networks and you create a “self-inflicted denial of service attack” on yourself. [Nice] If you don’t get sharing right, we lose our edge as a nation of innovators.
Anthony Williams (Wikinomics) says he’s been working with governments on e-gov ideas. If we can do Wikipedia, Galaxyzoo, Curriki, there’s no telling what we can do as citizens. The five big ideas: 1. Rethink public service. We still treat citizens as passive recipients. 2. Make sure the information flows horizontally and through all the governmental layers. 3. Open up the boundaries of government, inviting input from citizens, non-profits, private e, etc. 4. New models of democracy, especially interactive models of political communication. 5. Rethink our core institutions, redraw the division of labor. Can we source government services globally?
Bruce (Cisco) talks about how Cisco is using tech to transfer its business. Web 2.0 is about collaboration. Collaboration accelerates productivity, mission success (or growth), and innovation. But it’s more about the culture and the processes than the technology. He shows a crowded slide of how Cisco is using Web 2.0. Their Directory 3.0 includes profiles and areas of expertise. Ciscopedia is an internal wiki. And they have a portal for employees that includes info and apps. Wiki use went up 5x over a year, blogs up 3x, and video up 12x. Cisco is changing from command and control to collaboration and teamwork.
Mike (Google) begins with a title slide that has Google in one corner but that shares the space equally with Skype, Wikipedia, the iPhone, Facebook, AOL, YouTube, the iPod, Second Life, and Bebo. 98% of Google’s revenues come from its free products. Only 2% comes from Mike’s federal group. The cost of switching is zero, he says, so companies have to constantly work on providing good features that are usable without training. “We take that philosophy now to the workplace.” 89% people say they use at least one “unsanctioned” technology at work (Yankee Group). 49% say the tech they have at home is more advanced than what they have at work. He gives some examples of government embracing Web 2.0 tech. E.g., Homeland Security in Alabama used Google Earth as a platform for satellite imagery. Then firefighters started populating it with info about buildings and equipment. Then students started adding info. Etc. He ends by talking about the importance of cloud computing. He compares it to the early corporate resistance to PCs because they were insecure, etc. In addition to providing applications and infrastructure, cloud computing can be a platform (as with Google aps and Salesforce.com). In its own data centers, Google assumes things will fail. They buy commodity hardware and hold the drives in with velcro. Every minute, 13 hrs of video are uploaded to YouTube. The search engine gets a billion queries a day. Google has had to build a huge infrastructure, which they now make available to the public for free.
Q: How do we reconcile the rapidity of innovation and the slowness of the gov’t acquisition process?
A: (david) It’s changing. We’re becoming beter about using what’s on the Web. And we’re learning to move incrementally rather than building the big honking system.
Q: What kind of test did Cisco do to weed about the execs who are not ready to move from the command and control structure?
A: At Cisco, we measure everything. John Chambers put together boards and councils to run the company. The councils are cross-functional. You quickly see who collaborates and who doesn’t. Cisco changed the compensation so that for some, 70% of their compensation comes from how the company overall does.
Q: The DoD blocks many social networking sites. The younger employees want to collaborate all the time. How do we bring them in, let them live in their culture, and modify the environment to meet their needs?
A: (david) Blocking access is a non-sustainable policy. These government institutions do change when leaders stand up.
A: (anthony) We interviewed 10,000 youths globally. The public sector is the least desirable place to work in the US, UK and Canada. I agree with Dave on the blocking of sites. Canada banned Facebook for gov’t empoloyees, so everyone moved to MySpace. Canada is now looking at rolling out a Facebook-like product for the entire government.
A: (mike) Google has “20% time”: Spend 20% of your week doing something of great interest to you. That’s how Gmail was created. It includes community service, solar energy, etc. That helps retention. The federal gov’t attracts very smart people, but they get frustrated when tools they’re using — Facebook, for example — gets shut down. The first thing that has to be addressed are the security issues. We open our data centers to let federal folks see how secure we are. The old certification process takes too long.
Q: In the new model of gov’t how do you make sure the voice of all the people, even those without cmputers, is heard?
A: Yes, we don’t want simply to amplify the traditional values. But we hope some of the gaps will close. This needs political attention.
Q: The Toffflers [who are in the audience] point to the variance of rates of change. What’s Google doing to help accelerate change in education and law, to keep it up with the speed at which business changes?
A: (mike) We do try to influence policy. And we try to get info out to the gov’t. My 20% time is spent in bringing tech to charitable orgs.
A: (bruce) Cisco thinks there has to be a major transformation in education: Change in curriculum, in how teachers teach, how students can use tech to learn. We have bunches of pilots in place.
Q: We don’t have standards. Should there be government regulation of the Net to produce standards? And how would this work internationally?
A: (anthony) Regulating the Internet is not so good. But having the government using open standards is important.
A: (bruce) You stifle innovation if you over regulate.
A: (mike) Disruptive tech disrupts cost structures as well. We like open source and open standards because if you use our stuff, you’ll also be using other stuff as well.
Last thoughts? What do you see coming down the road?
A: (mike) Watch for Android. Open source.
A: (bruce) Work on culture to take advantage of what’s out there.
A: (anthony) How does the gov’t source expertise? How does it tap into the collaborative intelligence?
A: (david) We have to work on trust. It’s the single biggest inhibitor to making this shift.
September 8, 2008
The tag line at the Canadian Conservative Party’s Web site, attacking the liberal candidate Stéphane Dion — as you know, the PM just called for an election — seems oddly 19th century:
“Canada cannot afford risky experiments at a time of uncertainty”
It’s as if Obama were to say, “My opponent’s steadiness of purpose is challenged by recent announcements seemingly at odds with this character,” or if McCain were to say, “To what end shall our nation proceed if driven by hands untested by trial?”
The Conservative site does feature “MyCampaign,” a “virtual campaign office,” that lets you write letters to editors, recruit friends, call talk radio, and engage in other acts of personal broadcasting. As far as I can see, there’s no actual social networking available.
The Liberal party site does some Ajax-y launch-on-hover things, and has a prominent link to Facebook where Dion has 12,000 supporters. The page was updated on Dec. 14, June 19, and Aug. 19. The Liberal’s YouTube page leads with a video of a slow clap for nature, posted two months ago.
The NDP’s Facebook page has 13,000 supporters and a campaign video uploaded yesterday, although the updates have been about monthly. And the NDP has been twittering. Well, to be exact, they’ve tweeted three times, but once was six minutes ago. They have 169 followers, but are following 151, creating an amazing following-to-follower relationship that they can only hope will not be sustainable in the long run.
(And, yes, although I’m being snarky about the Canadian Web sites’ campaign rhetoric, I do prefer it to America’s.)
June 11, 2008
At the Enterprise 2.0 conference (which I didn’t attend), Don Burke and Sean Dennehey from the CIA gave a talk on Intellipedia, the CIA’s internal wikipedia. As part of their talk, they cited a manual, including, I’m told, this from page 28:
(1) Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.
(2) Make “speeches.” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of perÂsonal experiences. Never hesitate to make a few appropriate “patriotic” comments.
(3) When possible, refer all matters to committees, for “further study and consideraÂtion.” Attempt to make the committees as large as possible — never less than five.
(4) Bring up irrelevant issues as frequently as possible.
(5) Haggle over precise wordings of comÂmunications, minutes, resolutions.
(6) Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
(7) Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonÂable” and avoid haste which might result in embarrassments or difficulties later on.
(8) Be worried about the propriety of any decision — raise the question of whether such action as is contemplated lies within the juris diction of the group or whether it might conflict with the policy of some higher echelon.
Their point was that these instructions come from a 1944 manual on how to sabotage a business.
The session’s Web page points to the entire, amazing, declassified manual of simple sabotage.
April 1, 2008
The Media Re:Public group at Berkmanhas announced a breakthrough technology that promises to take the “conference” out of “un-conference.”
March 17, 2008
Library of Congress Reference Librarian Thomas Mann has a long, detailed and fierce argument against the LC Working Group on the Future of BibliographicControl. He is quite specific about what will be lost to scholars with the Working Group’s more folksonomic approach.
Much of what I’ve read so far points to the huge amount of information contained in the existing LC Subject Headings and their cross references, and how well they can convey to a scholar a lay of the land she is researching. (I don’t know why we’d want to throw out the LCSH instead of supplementing them with yet more metadata.) I haven’t read the entire piece yet, but what I’ve seen is fascinating, learned and will, I hope, occasion a productive debate.
February 27, 2008
1995-6 I was VP of strategic marketing at Open Text, right when it went from search engines to intranet collaboration software. I’m at a CIO ass’n meeting in Waterloo, Ontario, where Open Text’s exec chair, and my old boss (and current friend), Tom Jenkins is giving a talk on Enterprise 2.0. Also, last year I did a paid consulting day at Open Text. So, I am biased in just about every way a person can be biased, from sentimental memories to the possibility of future consulting. With that in mind, here goes:
Tom begins by pointing to the Obama campaign. “2.0 is here,” he says, pointing at Obama’s “community blogs” page. Politicians are breaking out of the confines of the media. But, of course, not just politicians, he says.
Web 2.0 really points to two facts: We have bandwidth and an enormous volume of users. (Web 2.0 was always with us in some ways, says Tom, as I nod vigorously.) In 2.0, everyone gets to talk and everyone gets to listen.
He points to the dangers of a 2.0 world. E.g., a Canadian passport control person blogged about the secret marks on passports. The blog site had been intended to increase productivity, but because it was a public site, a secret was blown. Nevertheless, says Tom, “You can’t bury your head in the sand. In the long term, you’ll be at a competitive disadvantage with companies that do embrace these productivity tools.” Not to mention, you won’t be able to hire and keep under-30s (Tom says).
Tom calls Web 1.5 what happened around 2000. Also around then, the lawyers started getting nervous.
Tom contrasts Web 1.0 and Web 2.0: from inform to engage, from few authors to many, from few contributors to many. In Web 2.0, treats the Web as a platform with “desktop-level bandwidth” (or so).
Tom places metadata at the center of content management [and literally points to me in the audience <blush>]
“Social networking is shaping the minds of our employees,” his slide says. Yahoo, Google, etc., are “pre-training our employees.”
We’re starting to map the business processes to the social and human processes, Tom says. This requires getting past technology lock-ins.
Some random facts from Tom:
We have produced 32 M books in our history. That’s about 600 TeraBytes
100,000 films cumulative history= 20TB
4M songs cumulative history = 8TB
300TB of email per year.
100TB Web pages = 100
Alp Hug from Open Text takes up the talk, to explain how to take advantage of 2.0 technology in the organization while avoiding the dangers, which — what a shock! — happens to map to Open Text’s software and services. [It’s good to see Open Text embracing this social software stuff.]
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