Short Bits

Some good tips from the Christian Science Monitor: Seven steps to financial fitness. Common sense steps, yes, but a little common sense never hurt anyone.

An area that the web hasn't quite gotten to yet, but it's good to see someone thinking about it, is Web Design for All the Senses. Lots of other interesting ideas from Dirk Knemeyer here.

One thing I would like to see more of in 2005, is site owners getting a firmer grasp on how they can more tightly integrate User and Business Goals

I recently tested Microsoft's Beta Spyware program, and uninstalled it after a couple of days. A nice writeup of some of the reasons why can be found here: Free Microsoft Program To Battle Spyware Has Some Serious Flaws

I'm going to have to sit down over the next couple of days and try to figure out if I want to add Technorati Tags to this blog. They are another neat-looking feature that probably won't get incorporated into blogger. I'd be happy with trackback and categories. If anyone has the ear of someone at Google, please pass it along.

Speaking of Google, there's an article from Peter Norvig at Always On, titled Semantic Web Ontologies: What Works and What Doesn't. Peter Norvig is the Director of Search Quality at Google.

Growth Where There Shouldn't Be: Revel in the Unexpected

I really enjoyed Kirsten Osolind's post about an observation she made while visiting some clients, and noticing that some decorated branches left over from their Christmas celebrations had begun to bud, and show new life.

See: RE: Forcing Branches

If's funny that we can find such inspiration in such unlikely places, but we can. And the moments where we might feel drained of creativity, and uninspired, are times when creativity sometimes finds us - at least if we keep our eyes open.

Never shop on an Empty Stomach

I don't like going to the grocery store when it's crowded.

I discovered, during my college days, the joy of strolling through the supermarket in the later evening hours, and it's a habit that I'm not sure I want to break.

Sure, there's no one manning the Deli counter. And the salad bar has long been put out to rest for the day. If you catch it just right, there's a nice mist in the vegetable center, and the only dodging you have to do is around pallets used to restock shelves. Some of the necessities have been stripped clean from the shelves, and the baked goods are traveling on the downside from their morning freshness.

Usually, finding a parking place near the front doors isn't a challenge, but locating more than one cashier might be. It's a little easier to see the business behind the business when you walk through the tinned goods at night. When you skip an aisle because it's just been washed and waxed, you're reminded that a lot of people trample down those lanes everyday, and those footpaths get pretty messy.

Maybe it's the mess that I like. When I read an article like They have ways of making you spend, I'm reminded of the rough-hewn nature of my grocery at night, and the magic of the market doesn't seem as enchanting.

Though I do try to eat a snack before I drive to the store.

(via the BusinessPundit)

What changes would you make for 2005?

I purposefully didn't list a set of resolutions for 2005.

I think this year, I'm going to follow Jennifer Rice's suggestion in her blog post from a couple of days (and a year) ago, in her post, Let's be the change we want to see:

It's important to take a look at the relationships in your life, and to see how you can strengthen them. Make more time for family and friends if you haven't. Look up some people you haven't talked to in a while, and say hello. See if there's some way that you can reach out to your local community, and make a difference by being interested and involved. As Jennifer wrote:

If each of us chooses to take ownership of our small section of the vast social fabric that ties us all together -- to tighten it up and halt the unravelling, not just with technology but with our own authentic goodness -- our society can be irrevocably changed for the better.

That's a change that I think I'd like to see a lot of people adopt.

Selling Your Boss

Ever had one of those eureka moments, where all of the planets align, you can tell north from south absolutely without a compass, the stock market and racing track and health insurance forms all make complete sense, and Einstein's General theory of Relativity falls into place?

Or at least a new business idea makes such perfect sense to you that you wonder why you haven't been doing it all along. But you then face having to sell your company, or at least your boss on the idea.

I've been there, and it can be a tricky business.

Michael Hyatt, at Working Smart has a great set of guidelines on how to try to do just that. It's nice to see a well defined strategy for communicating new ideas like the one put together under the title: How to Sell Your Boss.

On the troubles with pricing

I recently had to get a certified copy of my birth certificate.

I was talking with my sister on the phone last night, and found out that she also needed to get a copy of her birth certificate, a couple of weeks back.

She drove an hour away, spent 2 hours waiting, and returned home with proof that she was born when and where she claimed. I spent fifteen minutes downloading a form, filling it out, and faxing it to the same office. Then fifteen minutes driving to the local Fed Ex office to pick my copy up the next night. I paid about $20.00 more. It was worth it.

It had me thinking a little about what we are willing to spend for goods and services, and what we consider value for our money and time.

An excellent post over at Joel on Software also considers those topics, but in the area of pricing software. See Camels and Rubber Duckies for an amusing way to look at how one might price software.

Take my advice, offered about 20 pages back: charge $0.05 for your software. Unless it does bug tracking, in which case the correct price is $30,000,000. Thank you for your time, and I apologize for leaving you even less able to price software than you were when you started reading this.

I'm not sure I agree with his conclusion, which I've quoted above. His essay is a thoughtful exploration of factors that one might consider in setting a price.

Not so Nasty Businesses

I really liked the list of companies that Johnnie Moore put together recently.

They are Brands... with a conscience?

Nice to see that there are companies which strive to set a good example, and act as responsible social entities.

I'm going to have to look for some more Not so Nasty Businesses in 2005. It sort of gives me a warm and fuzzy feeling to see some.

How do you measure success?

An article in the New Yorker about doctors, and the treatment of Cystic fibrosis is one of the best essays I've read in quite a while.

The Bell Curve looks at how doctors from two different hospitals treat the disease, and how they interact with their patients.

It also looks at how they learn from their efforts, and how they apply what they have learned.

(via Design Observer)

Welcome to the working blog

There's possibly some good to blogging about your work, and there's potentially some bad to it also: Looming pitfalls of work blogs

The companion BBC article involves a police office and an emergency medical technician, who explain why they blog about their jobs.

Business Blogs Interview

For 2005, I'm going to predict that many more businesses will adopt blogs in an effort to start conversations with their customers.

A lot of design firms, and online marketers have made that move, as have software manufacturers and search engines.

John S. Rhodes has a nice interview with Matthew Oliphant on the subject at Oristus: Blogs, Business and Some Usability.

Here are some reasons why I think that blogging might spread to more mainstream businesses:

• Content management tools that bloggers are using make publishing to the web much easier than having to create the html for new pages.


• People who have been testing the waters with personal sites may see the benefit of using blogs in their businesses


• Blogs allow businesses to bring timely news to their customers, and to share their views and reactions to changes in an industry

Is the world ready for more business blogs?

Reputation Management in Froogle's New Shopping Lists and Ratings

Google has added the ability to make and share a Froogle shopping list, and to rate sites found through Froogle.

It sounds a little like the ability to comment upon, and rate books, at Amazon.com. But the scope appears much larger - the commercial web as a whole. Or at least the commercial web as seen through Froogle.

It's an interesting approach for Google, which is branching out from its roots as a way to search the web.

Though, looking closely at those roots may show something else.

At a Presentation by Google's Larry Page last February, he had this to say about the intentions behind building Google:

"It wasn't that we intended to build a search engine. We built a ranking system to deal with annotations. We wanted to annotate the web--build a system so that after you'd viewed a page you could click and see what smart comments other people had about it. But how do you decide who gets to annotate Yahoo? We needed to figure out how to choose which annotations people should look at, which meant that we needed to figure out which other sites contained comments we should classify as authoritative. Hence PageRank.

"Only later did we realize that PageRank was much more useful for search than for annotation..."

Annotating the web. It's something that people blogging do. When Google purchased Blogger, a lot of people with blogs started pointing at how the acquisition would help Google to track and follow what bloggers felt was important on the web.

Maybe Google is using that information, and maybe they aren't. But the Froogle effort appears a lot more transparent, and seems like an approach to not only see what people think of a site, but also make it easy for others to share those comments. Is this reputation managment?

It's kind of interesting to slip back 6 years, and look at an old Jakob Nielsen article on Reputation Management. I don't know if we will ever arrive at the type of reputation management that he writes about, but I sort of feel that we might be a little closer if the Froogle rating system catches on:

The simplest reputation manager would compute the average rating for each information source, but more advanced services would use ideas from collaborative filtering and compute different ratings for different users. Basically, the reputation manager would find other users whose tastes are very similar to your own and give added weight to these users' ratings. Since the Web will have half a billion users in five years, it will always be possible to find other users who match your interests, no matter how obscure they are. Thus, the reputation manager can deal differently with people who love the Spice Girls and people who don't.

How popular will Froogle's rating system become? It's difficult to tell at this point, but if the popularity of Amazon's system is any sign, it might catch on in a big way.

If you have a commercial web site that sells products, you might want to spend a little time on Froogle's page for Froogle Merchants - Frequently Asked Questions, and spend the time to put together a Froogle Feed.

Academic Business Literature Search

As a fan of academic research, the Google Scholar program was great news.

There are lots of other search engines online for educational resources. For instance, SMEALSearch, which yielded some excellent results for a couple of searches I performed.

(Via searchenginewatch)

Google for Scholars

Information junkie that I am, the new Google Scholar is a dangerous thing.

Cite Seer has been keeping me up to my eyebrows in whitepapers. Adding the Google service on top of it will likely bury me in information.

Though, the first interesting looking paper that I located through Google Scholar was on Cite Seer. :)

Slogging Through Process Management

I've spent quite a lot of time over the past month looking through an extensive system of process managment and software certification developed by the Software Engineering Institute (SEI), a program hosted By Carnegie Mellon University, and sponsored by the U.S. Department of Defense.

Their Capability Maturity Model® Integration (CMMI) came up at a presentation I attended, and I wanted to find out more. I didn't suspect that there was so much, that I would fall into it, and almost completely disappear.

After trying to read a few thousand pages on the subject carefully, I'm to the point where I'm asking myself if I've learned anything. I probably have, but I think that it's going to take a while to digest. As least as long as I've taken so far. One aspect that I found pretty interesting was their application of their methodology to Commercial Off the Shelf software systems.

I'm also trying to understand how this type of process management could be useful to small and medium sized businesses, and businesses that aren't necessarily involved in the development of software. Many of the basic concepts are, such as reviewing processes, building upon them, and getting feedback from people not directly involved in projects.

A brief introduction (pdf) to the CMMI system gives a good overview, and this statement:

Studies have shown that companies that invest 5% to 10% of their operating costs into process improvement typically experience a return on investment of 100% the first year and upwards of 400% after 3 to 5 years. These returns on investments are based on reductions in the number of defects, faster time to market, improvements in estimation capabilities and better project control resulting in fewer schedule and cost overruns.

An article about the adoption of CMMI in India also provides some insight into its perceived value.

A presentation from the SEI back in March on the application of the CMMI system to small businesses gives some of the arguments for the adoption of the system by small to medium sized businesses, which they roughly define to be between 25 and 250 employees. It appears that they are looking into the feasibility of defining more of their processes in a manner in which these smaller businesses can take advantage of this type of process management.

I don't know if CMMI can be of benefit to organizations smaller than that. But some of the underlying ideas can be.

Fun with Logos

Enjoyed this quite a lot: The Man Behind the FedEx Logo

I like the look of the Kmart and Sears logos, which are prominently displayed at the top of a Wharton article on a merger between the two companies. I'm not sure I can see them combining together into a strong brand - a little like the difficulty of pulling the companies together. (Yes, logos aren't brands. But it makes a nice metaphor in this instance.)

The Tivo Logo is fun. Tivo users may see lots of logos, as a new way of getting viewers to watch ads is revealed.

An article on Pantone, the color people, reveals how important color may be to a brand.

A Wiki in the Office

A comment from Wilson Ng of Reflections of a Business-Driven Life, about using a PDA to save ideas for blog posts, had me considering how other tools could be used around the office.

The word "Wiki" came up in a discussion today, and the thought of using a Wiki to share ideas across the office got some positive responses. If you aren't familiar with the word, and with the tool, then you've missed an interesting looking application.

The online Wikipedia has been in the news recently, citing as a useful tool for research. It's also been receiving some criticism as a questionable source of information.

It's not the tool itself that is at the heart of the controversy, but rather the open nature of its use in that wiki-based encyclopedia. Anyone can come along and edit an entry - and even bad information can make its way into the site.

An LLRX.com article from this past summer highlights some of the potential uses of the application. See: Enter the World of the "Wiki"

A wiki is fairly easy to use, and could allow people in a small or medium sized office to share information in a meaningful manner. I think it could effectively provide an opportunity to reduce interoffice emails, memos, and meetings to share knowledge.

I visited a site that allows folks to try out demo versions of different open source software (opensourceCMS.com), and tried out a wiki. The one I tested tonight was Media Wiki. There are a few others there, and I'm going to try those out, too.

Once I find a wiki that I like, I think that an inter-office blog might be the next step.

Thank you, Wilson. Your suggestion provided a catalyst, pulling together some other ideas in my mind for how to better manage some office communications.

Inspirational Writing about Writing

It's not always easy for me to write something here everyday. I had a nice post for last night most of the way written - in my head. Getting it on a page is another matter.

I should try harder. Sometimes life interrupts.

Regular updates are one of the things that Mark Bernstein points to in the excellent 10 Tips on Writing the Living Web. He notes that even fifteen minutes a day can add up to quite a few words over the course of a year.

His article has been around for a couple of years now, and I've seen it fuel more than one argument. Some of the points made seem to rub some people the wrong way.

But, I find it inspirational. The same is true of Rebecca Blood's essay weblogs: a history and perspective. Rebecca's words were one of the forces that started me blogging.

So I'm going to try to add some shorter posts on a daily basis, to go with some of the longer ones that I seem to be fond of lately.


And I'm going to try to write something everyday, even if I only have 15 minutes to do it.

The Misunderstood Lure of Page Rank

Google PageRank is one of the very classic credibility and authority indicators on the Web and also one of the most trusted and reliable ones.

Robin Good, from PACmeter - Popularity, Authority, Credibility Online: How To Measure Them

There are some very nice links in Robin Good's article, but he makes a mistake when he starts attributing credibility to page rank. I understand how people would possibly misunderstand, but I want to seriously caution anyone who thinks that they should use the measure of page rank on a Google toolbar as a measure of expertise or trustworthiness.


Page Rank, named after its inventor, Larry Page, is a method of calculating a value based upon the number of links to a URL, and the "popularity" of the pages linked from. It's a mathematical formula, and a patented method used to help the search engine determine which pages to return when someone performs a search for a site.

Here's how Google describes Page Rank:

PageRank relies on the uniquely democratic nature of the web by using its vast link structure as an indicator of an individual page's value. In essence, Google interprets a link from page A to page B as a vote, by page A, for page B. But, Google looks at more than the sheer volume of votes, or links a page receives; it also analyzes the page that casts the vote. Votes cast by pages that are themselves "important" weigh more heavily and help to make other pages "important."

Rage Rank is one of around 100 or so different attributes that Google uses when it determines the order of listings that it returns when someone tries to find information using the search engines.

It is based upon the number of links to a site, but the intentions behind the links aren't considered. Those links could be purchased text advertisements. They could be from comment spam in blogs, and guest books, and wikis. They could be criticism, and their popularity is actually infamy.

Unfortunately, one of the failings of page rank is that the best page on a specific subject may exist on the web with few or no links to it, and because of that, the page won't come up on Google's search results for that subject.

A recent and excellent paper that looks at this problem with page rank is worth reading: Filthy Linking Rich And Getting Richer!, by Mike Grehan. The problem with page rank, according to Mike Grehan:

But this is also the creator of a very worrisome problem which affects new web pages with low linkage data, regardless of the quality of those pages. Quality and relevance are sometimes at odds with each other. And the ecology of the web may be suffering because of the way search engines are biased towards a page's popularity more than its quality. In short, "currently popular" pages are repeatedly being returned at the top of the results at the major search engines.

Page rank is a measure of popularity, and the amount of page rank that shows on the Google toolbar is an indication of that popularity. But it's not a measure of credibility, and never has been. And sites with lower page ranks may be of better quality, and of higher credibility than pages with higher page ranks.

To use page rank as a substitute for much better ways of determining credibility is a mistake. It's alluring to think that such a shortcut exists, but it doesn't.

Robin Good also points towards the Alexa toolbar as another measure of credibility. Again, it's a questionable assumption. The Alexa results are like an unscientific poll where the people being polled select themselves. The numbers Alexa uses are supposed to indicate the amount of traffic to web sites based upon the travels of people with Alexa toolbars installed on their browsers. I understand that a number of web sites in South Korea are pretty popular according to Alexa. I also understand that a lot of people in South Korea use the Alexa toolbar.

I think that my analogy of Alexa being like an internet poll where the participants aren't selected by the polling body is accurate. There's a nice set of questions, from the National Council on Public Polls, that you should ask and that a journalist should be aware of before trusting the credibility of a poll. These are 20 Questions A Journalist Should Ask About Poll Results. Here's a snippet from the analysis under the question that asks, "How were these people chosen":

The key reason that some polls reflect public opinion accurately and other polls are unscientific junk is how people were chosen to be interviewed. In scientific polls, the pollster uses a specific statistical method for picking respondents. In unscientific polls, the person picks himself to participate.

It's tempting to try to find a shortcut to determine the credibility of a web site. A toolbar is no substitute for an intelligent and informed decision.

Attitude in the Making

When I was in Boston a few weeks back, I couldn't resist the temptation to stop in at least one used books store.

I entered into Commonwealth Books on Boylston Street, which overlooks Boston Commons. They had a tremendous selection of dusty old volumes. If you're a book lover, it's a great place to stop.

I ended up getting a rather new book - Abstracting Craft; The Practiced Digital Hand - about the transformation of computers from tools to help create artwork to a medium for art itself. What I found fascinating about it was the concepts it describes on how people interact with computers.

My reading list is shrinking, and it's moving its way towards the top. So, I can't provide any type of review of the book right now. But, I wanted to share the introductory quote from the book, which I thought was a good one:

The true workman must put his individualized intelligence and enthusiasm into the goods which he fashions. He must have a natural attitude for his work so strong that no education can force him away from his special bent. He must be allowed to think of what he is doing, and to vary his work as the circumstances of it vary, and his own moods. He must forever be stirring to make the piece at which he is at work better than the last. He must refuse at anybody's bidding to turn out -- I won't say a bad -- but even an indifferent piece of work, whatever the public wants, or thinks it wants.

-- William Morris

A friend, on writing advice to another, on the difficulties of starting out in business noted that attitude was one of the most important elements of success. The type of attitude that Morris writes about above. A confidence, a faith in yourself that no matter what obstacles, or what shortcomings may face you, that you continue to move forward.

When I wrote about the value of mistakes a couple of days ago, one of the things I took for granted in the writing was that most people get up from a fall, brush themselves off, and begin again. But a lot of people don't.

The attitude to fashion something better than you've made before is related to the attitude to rise above problems, and your own mistakes.

How do you develop that attitude? Like most things. One step at a time.

The Value of Making Mistakes

Chances are, as a business owner, you're going to make a mistake or two.

It happens, and you may not even know that you've committed some type of blunder. But, upon reflection, you may realize that you could have done something differently.

It pays to review upon your business activities on a regular basis - to set aside some time to refine processes, or consider how you interact with clients. Learning from your mistakes, and learning how to not make the same mistake again is part of a successful business strategy.

I was looking through some old books at a neighborhood antique shop and found an old volume on Benjamin Franklin. I've been working on putting together some pages on my personal site about Dr. Franklin, so I purchased it. As I was leafing through the book, I came across a story by the good doctor that I thought might be worth sharing here. It's a story that he wrote for his nephew, titled The Whistle

When I was a child of seven years old, my friends, on a holiday, filled my pocket with coppers. I went directly to a shop where they sold toys for children; and being charmed with the sound of a whistle, that I met by the way in the hands of another boy, I voluntarily offered and gave all my money for one.

I then came home, and went whistling all over the house, much pleased with my whistle, but disturbing all the family. My brothers, and sisters, and cousins, understanding the bargain I had made, told me I had given four times as much for it as it was worth; put me in mind what good things I might have bought with the rest of the money; and laughed at me so much for my folly, that I cried with vexation; and the reflection gave me more chagrin than the whistle gave me pleasure.

This, however, was afterwards of use to me, the impression continuing on my mind; so that often, when I was tempted to buy some unnecessary thing, I said to myself, Don't give too much for the whistle; and I saved my money.

As I grew up, came into the world, and observed the actions of men, I thought I met with many, very many, who gave too much for the whistle.

When I saw any one too ambitious of court favor, sacrificing his time in attendance on levees, his repose, his liberty, his virtue, and perhaps his friends, to attain it, I have said to myself, This man gives too much for his whistle.

When I saw another fond of popularity, constantly employing himself in political bustles, neglecting his own affairs, and ruining them by that neglect, He pays, indeed, said I, too much for his whistle.

If I knew a miser, who gave up every kind of comfortable living, all the pleasure of doing good to others, all the esteem of his fellow-citizens, and the joys of benevolent friendship, for the sake of accumulating wealth, Poor man, said I, you do indeed pay too much for your whistle.

When I met with a man of pleasure, sacrificing every laudable improvement of the mind, or of his fortune, to mere corporeal sensations, and ruining his health in their pursuit, Mistaken man, said I, you are providing pain for yourself, instead of pleasure; you give too much for your whistle.

If I see one fond of of fine clothes, fine furniture, fine equipages, all above his fortune, for which he contracts debts, and ends his career in a prison, Alas! says I, he has paid dear, very dear, for his whistle.

When I see a beautiful sweet-tempered girl married to an illnatured brute of a husband, What a pity it is, say I, that she should pay so much for a whistle!

In short, I conceive that great part of the miseries of mankind are brought upon them by the false estimates they have made of the value of things, and by their giving too much for their whistles.

The cost of that whistle was much higher than it should have been, but the value in understanding the mistake made was priceless.

I'm also a believer that it's possible to learn from the mistakes of others, and I'm looking forward to reading the rest of the words of Benjamin Franklin. His words to his nephew provide a lesson to all of us if we want to take it.

There is value in understanding when you make a mistake, or in considering the mistakes of others, when you learn from them, and can take steps to avoid them.

How do you do that?

• Understand that the potential exists for making a mistake, and consider setting up processes in your undertakings that help you avoid mistakes.



• Take notes when you make business decisions, explaining the reasons for those decisions, and review them on a regular basis.



• Write those notes in a manner that is easy for you to do, and in a way that is easy to review.



• Make sure that your communications with your customers includes noting whatever criticisms they might have, and solicit their feedback to see what they liked and disliked about your services or products.



• When you finish a project, make a list of lessons learned - understand the reasons for your successes and your failures, and figure out how to build upon the successes, and how to avoid the failures.



• If you work as part of a team, work together to come up with that list of reasons for success or failure, and enable each other to build a future of more effective cooperation.

The value of making a mistake is in what you do after you realize you've made one, and in learning to take proactive steps to avoid making more.