Hi everyone. I am delighted to introduce myself to you as a member of the Traction Software Team. As some of you know, my name is Takashi Okutsu, and I am the director of Traction Software's Japan Business Office, located in Yokohama.
The technoid vision, as expressed by various pundits of electronic media, seems to be this: tomorrow's world will be terribly complex, but we won't have to understand it. Fluttering though halestorms of granular information, ignorant like butterflies, we will be guided by smell, or Agents, or leprechauns, to this or that pretty picture, or media object, or factoid. If we have a Question, it will be possible to ask it in English. Little men and bunny rabbits will talk to us from the computer screen, making us feel more comfortable about our delirious ignorance as we flutter through this completely trustworthy technological paradise about which we know less and less.
Takashi has been a TeamPage wizard since 2007, and now directs Traction Software's Japanese Business Office. Takashi provides exceptional sales, consulting, and support to TeamPage customers in Japan. He is a valued member of the Traction Software global team, and a frequent contributor to the TeamPage Customer Support Forum including development and discussion of TeamPage SDK plug-ins and examples. We invite Japanese visitors to explore TractionSoftware.jp for TeamPage information and a free trial. You are also welcome to join the TeamPage Japan Customer Support Forum to talk with Takashi and Japanese TeamPage customers.
By "augmenting human intellect" we mean increasing the capability of a man to approach a complex problem situation, to gain comprehension to suit his particular needs, and to derive solutions to problems. Increased capability in this respect is taken to mean a mixture of the following: more-rapid comprehension, better comprehension, the possibility of gaining a useful degree of comprehension in a situation that previously was too complex, speedier solutions, better solutions, and the possibility of finding solutions to problems that before seemed insoluble. And by "complex situations" we include the professional problems of diplomats, executives, social scientists, life scientists, physical scientists, attorneys, designers--whether the problem situation exists for twenty minutes or twenty years. We do not speak of isolated clever tricks that help in particular situations. We refer to a way of life in an integrated domain where hunches, cut-and-try, intangibles, and the human "feel for a situation" usefully co-exist with powerful concepts, streamlined terminology and notation, sophisticated methods, and high-powered electronic aids. 1a1
Updated 19 Jun 2016 Why isn't the Web a reliable and useful long term store for the links and content people independently create? What can we do to fix that? Who benefits from creating spaces with stable, permanently addressable content? Who pays? What incentives can make Web scale permanent, stable content with reliable bidirectional links and other goodies as common and useful as Web search over the entire flakey, decentralized and wildly successful Web? Here's a good Twitter conversation to read:
60% of my fav links from 10 yrs ago are 404. I wonder if Library of Congress expects 60% of their collection to go up in smoke every decade.— Bret Victor (@worrydream) June 15, 2014
On Jun 9 2014 Virginia Commonwealth University launched a new course, UNIV 200: Inquiry and the Craft of Argument with the tagline Thought Vectors in Concept Space. The eight week course includes readings from Vannevar Bush, J.C.R. Licklider, Doug Engelbart, Ted Nelson, Alan Kay, and Adele Goldberg. Assignments include blog posts and an invitation to participate on Twitter using the #thoughtvectors hashtag. The course has six sections taught at VCU, and an open section for the rest of the internet, which happily includes me! This week's assignment is a blog post based on a nugget that participants select from Vannevar Bush's 1945 essay As We May Think. Here's mine:
At Apple's WWDC 2014 on 2 Jun 2014, Apple demonstrated how to build a great user experience spanning a your iPhone, iPad, and Mac. Apple calls this OS level capability Continuity. It enables you to continue what you're doing across devices and applications by securely encapsulating your identity and the context of your action as an object. From picking up a draft email message started on an iPhone and continuing work with that draft on your Mac, to answering an incoming iPhone call on your Mac, I believe this opens the door for a level of seamless experience that everyone will want for personal use, their family, and at work.
You'll be seeing the new TeamPage logo here, on Twitter, Facebook, across the Web, and next to TeamPage sites shown in your browser's tabs; I hope you like the it! I also hope you like the the new look at TractionSoftware.com. Our customers believe TeamPage is ideal for work that combines collaboration and action tracking, including quality management, human resources, project work, intelligence analysis, knowledge management, and compliance. We want TractionSoftware.com to tell this story simply and clearly, and we'll continue to improve this site just as we continually improve TeamPage. Please contact us for insights into how customers use TeamPage to get work done, along with a free trial.
An Infinite Number of Cats on Keyboards: Ted Nelson & Computer Lib at Homebrew Computer Club Reunion
Order a perfect reprint of the original version of Computer Lib / Dream Machines directly from Ted Nelson, autographed if you wish. Highly recommended.
Ada Lovelace Day celebrates the contributions of women in science and technology, follow @FindingAda for news and events. This year I've chosen to write about Marissa Ann Mayer Software Engineer, Product Manager, and Executive, currently President and CEO of Yahoo! Over her career Ms Mayer earned exceptional recognition for Computer Science teaching (while working for her Stanford degrees), software engineering, design, product management, and her executive skills. Ms Mayer joined Google as employee number twenty in 2009 and played an instrumental role leading Google Search for over 10 years.
Justin Rosenstein wrote an excellent option piece for Wired, The Way We Work Is Soul-Sucking, But Social Networks Are Not the Fix. Justin begins: "With Twitter’s recent IPO filing, the most popular graph dominating conversation is the “interest graph.” Before that, it was the “social graph,” courtesy of Facebook. But we’re now seeing the emergence of a third important graph: the work graph." The work graph term is new - and useful - but I believe the model dates back to Lotus Notes and even Doug Engelbart. In this blog post I'll review Justin's definition and use it to describe Traction® TeamPage's work graph model. I'll also show how TeamPage leverages its work graph model to meet challenges of information overload, work with external as well as internal teams, and work that needs to span siloed systems of record.
Jordan had a conversation with a TeamPage customer in Sweden who agreed to document and publish a TeamPage case study, but the ISO auditor story is too good to wait. The customer is small precision machined products manufacturer. They initially supplied prototypes to the Swedish defense industry, but now focus on precision products for heavy vehicle manufacturers.
I was very sad to learn that Doug Engelbart passed away at his home on 2 July 2013. Doug had a long life as a visionary engineer, inventor, and pioneer of technology we use every day - and technology where we're just starting to catch up to Doug and his SRI team in 1968. Doug had a quiet, friendly, and unassuming nature combined with deep knowledge, iron will, and a determination to pursue his vision. His vision was to aid humanity in solving complex, difficult and supremely important problems; Doug's goals were noble and selfless. The sense of dealing with an Old Testament prophet - a kindly Moses - is perhaps the greatest loss I and countless others who have met and been inspired by Doug feel today. I've written frequently about Doug in the past, and I'll continue to do so. Here are a few remembrances and resources that seem appropriate. I'll update this list over the next several days. Farewell Doug and my sincere condolences to his family and many friends.
Risks are the leading cause of costly delays in the process of bringing a biotech product to market. Risk management in the product development process all too often means one person juggling a list of risks in a spreadsheet. It's hard to edit, but even harder to open a discussion on an existing risk when someone has a question, sees a problem, or wants to add a new risk. Traction® Software partner Rosemary Vu used Traction® TeamPage's Section Table widget and extended TeamPage's Article to create a Risk form. For more on TeamPage Section Tables, see Q: How do I link to an Excel file? A: Why Would you Do That?
In his Jun 2, 2013 blog post, Chess Media analyst and author Jacob Morgan asks: How Open is Too Open? He asks "Would you be comfortable working in an all glass building where people can see everything you do and every move you make?" Jacob outlines the benefits of transparency: "Keep everyone on the same page; Build trust and fostering better relationships; Allow employees (and customers) to contribute ideas and value when they see the opportunity to do so." Jacob recognizes that a balance needs to be struck, but not being transparent enough may do more harm than good. He ask: "How open is too open?" I agree with the benefits Jacob outlines, and believe the answer to Jacob's question depends on the answer to a critical question: "Transparency for what purpose?" I'll start the ball rolling in with this post, including some real-life customer examples.
In Co.Design May 24, 2013 Peter Morrison of Jump Associates writes The Future of Technology isn't Mobile, it's Contextual. He says that the way we respond to the world around is based on situational awareness. "The way we respond to the world around us is so seamless that it’s almost unconscious. Our senses pull in a multitude of information, contrast it to past experience and personality traits, and present us with a set of options for how to act or react. Then, it selects and acts upon the preferred path. This process--our fundamental ability to interpret and act on the situations in which we find ourselves--has barely evolved since we were sublingual primates living on the Veldt.
How well you work with your colleagues, online and off, will make the difference when trying to win the next deal, design the next product or craft the next winning strategy. Consider how important people are to process and how social collaboration (versus some pre-ordained workflow) is the barrier to or the enabler of successful outcomes. We see immense value when people document their knowledge, streamline their communication and track actions to completion in TeamPage. We hope you can join us to see TeamPage and learn from the leading analysts and practitioners at E2 Boston June 17 through 19.
The Manhattan Project, Atlas, and Polaris projects are cited as roots for traditional phased stage-gate Project Management, but didn't use that model. New high innovation projects shouldn't either; think agile that scales. Read this fascinating 2009 paper by Sylvain Lenfle and Christoph Loch of INSEAD, cited on Twitter by Glen B. Alleman who calls it "breathtaking".
Big Data Meet Long Data by Jeff Bertolucci - @jbertolucci - column appears this week in InformationWeek to reminds us that "Long Data" or historical data is vital for analysis and comprehension of trends that span years.
Over on Quora, Ben Lopatin @bennylope has a best-answer to a question on the best ways to incentivize people to use E2.0 knowledge management and collaboration. He starts by shunning external incentives (as I do in Need for Incentives, and other Innovation Myths) and works through a few key principles which I've seen work time and time again:
Stan Przybylinski - @smprezbo - of CIM Data advised an audience at Social PLM 2012 on inevitable social side of product lifecycle management. In the talk (video on YouTube here), he identifies companies including Traction Software (Minute 9:06) whose platforms are being used by product teams for everything from building requirements, to managing risks and simply discussing product issues.
Bill Ives, @billives, points to Nathan Eddy's eWeek column titled Businesses Still Reliant on Email as Social Media Use Grows. The column reminds us that Email is still the dominant go-to application of choice and that's not changing any time soon. Rather than run away from email habits, social software in the enterprise has to embrace it. Back in 2004, I gave a presentation at the INBOX conference advocating for the use of Email as an on-ramp for collaboration and an off-ramp for notification.
As we've put more attention to our cloud hosting (see Traction Software and Traction Software Japan) with free trials and an increasing hosted customer base, I'm seeing first hand how the customer relationship can become much closer, more interactive and more informed. In the last 24 hours, I was able to quickly help: