Category Archives: rants

The Seven Deadly Software Sins

Regular readers will notice that I regularly rally against a number of different software products and platforms. It’s not necessarily that I think they’re (intentionally) evil (well, at least not in most cases), but that they commit one or more of the seven deadly software sins and perpetuate myths over reality, which helps no one. So what are the software sins? And why are they dangerous? Let’s answer these questions once and for all.

  1. “Shrinkwrap” This is the notion that software can be “packaged”, sold, and never touched again. No software is bug free, no software can be configured for every possible platform, no integration works issue free out of the box, and every piece of software ever written has a shelf life, which gets shorter by the year. Thinking you can sell a piece of software, install it, and be done with it for however long finance says your customers can “amortize” the license cost is delusional. That’s why I like SaaS, and, more specifically, the pay-as-you-go software model. Especially in business, we have to start treating information technology as a utility, because that’s what it has to become to be truly useful.
  2. “The Cloud” This is the notion that the cloud is a fluffy magic box that will solve all our problems, which it’s not. It’s simply another delivery model, where the Software-as-a-Service (SaaS) provider outsources its infrastructure to an Infrastructure-as-a-Service (IAAS) provider who specializes in green data center management, leaving the SaaS provider to focus on its software strength.
  3. “Dashboards” They don’t call them idiot lights for fun! They call them that because dangerous and dysfunctional dashboards give you a false sense of security that the ship isn’t sinking when in fact it’s going down faster than Maury the Management Moron’s fraudulently expensed Thai “Masseuse” for his “stiff joint” because the idiot who configured the dangerous and dysfunctional dashboard thought that “pump performance” would be a better gauge than “water on board”.
  4. “Spreadsheets as BI” Business Intelligence is the deep insight that can only be derived through a thorough and detailed multi-dimensional analysis of all relevant data through a true data analysis tool, not a wimpy two dimensional spreadsheet that only allows for a small number of statistical calculations and bland graphs. That’s why Excel is not a supply chain solution. It was designed to be a simple accounting tool, and that’s all it is. Trying to use it for more is just asking for disaster, as demonstrated by the fact that 90% of spreadsheets have non-trivial errors in them. Get a real e-Sourcing, e-Procurement, or Trade Data Management tool.
  5. “Sizzle over Substance” It’s what the tool does, not how it looks. Just because the company in question hired a few Flash monkeys and integrated some animated charts and graphs doesn’t mean the tool does anything. In fact, if the capability is being promoted as a strong selling feature, I’d argue that the tool probably doesn’t do anything at all. Some of the best analysis tools in the space still use simple 8-bit Windows Interfaces built in Visual C and Visual Basic. They’re the best tools because, instead of wasting the last ten years redesigning the UI every year to look flashier, the developers spent the last ten years adding more analysis power, speed, and flexibility. If it sizzles, there’s no beef in that double cheese burger, just bacon. And you’ll be left hungry. Similarly, if the PowerPoint Rangers spent too much time on that presentation, ask yourself what the provider is trying to hide. If the solution is really great, the sales person won’t be able to get to the demo fast enough (because truly great software sells itself).
  6. “Social Networking” This is where you build your offering around, or attempt to integrate with, social networking where it makes absolutely no sense to do so. Business is business, not fun. Plus, let’s look at the definition of social. Seeking or enjoying the companionship of other people. People! Not computers. And definitely not bots. You say you can tell the difference? Are you sure? Some of the chat bots are so good that it’s pretty hard to tell the difference between them and a r34l g4m3r that’ll p4wn ur @ss. In fact, if you administered the Turing Test, you’d probably choose the chat bot. Secondly, where’s the “networking”? How are you “networking” by farming someone’s virtual fields in cyberspace? Or poking them? Or by reading time-lagged status updates? You’re not. Thirdly, and most importantly, as it stands now, “social” networks are nothing more than a useless time suck. And, as a bonus, if you’re on Facebook, all your privacies are belong to us“. (Pop Culture Reference) See SI’s previous posts on Facebook for details. The reality is that, where networking and companionship is involved, you’re better off playing a MMORPG and joining The Guild. In fact, you’ll even learn collaboration skills, cultural sensitivity, project management, time management, and economics whereas most social networks won’t teach you a damn thing.
  7. “Alert Communication” This is the asynchronous “communication” that Twitter purports to offer … but comments are not conversations! Furthermore, Twitter will make a twit out of you, literally, as a study has found that potheads are smarter than Twitterers. This also means that “sound bites” and pointless press releases add no value to your software.

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ASG Software Proves the Peter Principle

There’s a reason “leaders” generally only account for a small percentage of the total market (no more than 30%, and usually only 10%). That reason is the Peter Principle which says that in a hierarchy, every employee tends to rise to his level of incompetence. In other words, your average company will continue to promote its “rising stars” through the executive ranks until they implode into black holes and suck the company down with them.

As proof that these “rising stars” are promoted until they implode into black holes at your average company, I offer up a recent press release from ASG Software which describes the results of a commissioned Enterprise Management Associates study of IT and business executives that found that two-thirds of executives say dashboards deliver clear financial advantage.

In other words, it found that two-thirds of respondents were brain-dead corporate zombies who thought that dangerous and dysfunctional dashboards were a money saving tool — even though I’ve told them twice how dangerous and dysfunctional the average dashboard was. The reality is that, even in the best case where the dashboard is properly designed to show you what’s not working, where data is missing, and where you need to investigate performance, it’s not going to save you money. It’s just going to point out where you need to take action to improve performance and save money.

However, you have to determine the action to take and then you have to take the action … and, more than likely, you will have to apply another tool (which will likely cost money) to take that action. Now, if you select the right action, the right tool for the action, and implement the action properly, then you will improve performance and reduce operational costs and, over all, save more than you spend buying the tool … but these savings will not be the result of the dashboard. They will be the result of the appropriate tool and / or your action.

And, furthermore, if you decide to rely solely on the dashboard to judge overall corporate health, it will end in disaster. All a properly designed dashboard can tell you is that there are no problems of documented types. It can’t tell you that there are no problems of undocumented types. For example, it can tell you that the production line is still pumping out finished units within an acceptable range on a weekly basis. It can’t tell you that no one has bothered to properly service the one-of-a-kind robot arm in over a year, even though it’s supposed to be serviced every three months or 30,000 units, and that it’s 30 units from a major lock-up that will cause it to self destruct and shut the production line down for at least a month. And while it can tell you that your new phone is still selling within the forecasted range, it can’t tell you that sales are about to drop 80% next week because the market is going to suddenly prefer your competitor’s new product coming out next week that the model didn’t account for. The false sense of security the dashboards provide will, if you’re not careful, lull your business into an eternal sleep.

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An 11-Gun Salute for Brig. Gen. H. R. McMaster

I was thoroughly impressed when I saw this recent article in the New York Times on how we have met the enemy and he is PowerPoint which contained a quote from Gen. James N. Mattis that said that PowerPoint makes us stupid.The article pointed out that Brigadier General H. R. McMaster, who led the successful effort to secure the northern Iraqi city of Tal Afar in 2005, banned PowerPoint presentations in his campaign and, in a follow-up military conference in North Carolina, likened PowerPoint to an internal threat.

According to General McMaster, it’s dangerous because it can create the illusion of understanding and the illusion of control. Some problems in the world are not bullet-izable. According to General McMaster, PowerPoint’s worst offense is not the spaghetti graphics which are becoming increasingly common (like this graphic that tops the article), but rigid lists of bullet points that take no account of interconnected political, economic, and ethnic forces. If you divorce war from all of that, it becomes a targeting exercise. The program stifles discussion, critical thinking, and thoughtful decision making … and it ties up the junior officers — referred to as the PowerPoint Rangers — in the daily preparation of slides. Think of all the time that is wasted in slide production instead of on data gathering and analysis! It’s scary!

When we’re talking about PowerPoint, the only time it comes in handy is when the goal is not imparting information. In other words, the only time PowerPoint is useful is if you want to hide something … because there’s no possible way to disclose any information with the tool. (And that’s why the doctor has strict rules when it comes to PowerPoint. He has no interest in going dumb before his time.)

Thus, in my view, H.R. McMaster deserves an 11-gun salute* for leading the battle against what, in my view, is the biggest enemy the US Military has: PowerPoint. I hope it wins the battle before it costs them a war.

* The tradition in the United States is to give the President a 21-gun salute, a deputy head of state and five star general (of the army, airforce, or navy [fleet admiral]) a 19-gun salute, a four star general a 17-gun salute, a three star lieutenant general a 15-gun salute, a two star major general a 13-gun salute, and a one star brigadier general an 11-gun salute.

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Still Think Facebook is Fabulous?

Then you must read Dan’s post on the “Top Ten Reasons You Should Quit Facebook” over on rocket.ly.

In a nutshell, according to Dan:

10. Facebook’s Terms of Service are complete one-sided

09. Facebook’s CEO has a documented history of unethical behavior

08. Facebook has flat out declared war on privacy.

07. Facebook is pulling a classic bait-and-switch.

06. Facebook is a bully.

05. Even your private data is shared with Facebook applications.

04. Facebook is not technically competent enough to be trusted.

03. Facebook makes it incredibly difficult to truly delete your account.

02. Facebook doesn’t (really) support the Open Web.

01. The Facebook application itself sucks.

And I have to say that I agree. As such, I will continue to remain faceless.

And I strongly encourage you to check out Dan’s post in its entirely. It’s quite shocking!

The Best Argument for Supply Chain Risk Management

Forget Eyjafjallajokull, and the ash cloud that didn’t exist. The biggest risk to your supply chain is not an unexpected natural disaster. It’s the people in, and around, your supply chain … and the nutjobs that will overreact when there is no plan in place to follow.

 

 

The best argument for supply chain risk management, as outlined in recent research from Manchester Business School, is the simple fact that 88% of supply chain interruptions are the consequence of human action. This includes accidents, production problems and labour unavailability due to poor planning, strikes, thefts, and cyberattacks. This means that a good supply chain risk management strategy can mititage 9 out of 10 potential disruptions.

Moreover, if your risk management plan focusses on generic, and not specific interruptions, such as “our primary air carrier and/or mode of transport becomes unavailable for more than 3 days”, you can even mitigate the effects of some natural disasters! So get planning!