Fifteen years ago, I had a little less weight around the middle, my hair was a slightly darker shade of brown, I had my first real suit … and I was going to my first real job interviews.
After four different interviews, two made serious offers: A computer operator for American Blind and Wallpaper Co, in Plymouth, Michigan, and a more specialized role at Professional Computing Resources (PCR), in Grand Rapids, about a two hour drive away from where I was living.
When I interviewed Jerry Barber, the President and founder of PCR, he asked me the dollar amount I wanted. I listed an entry-level figure that I thought was low enough that I wouldn’t get laughed at. Ok, ok, it wass $26K. Yes, I asked for 26 thousand dollars a year, a princely sum!
Jerry took out his calculator, said he couldn’t divide that by twelve, so cutting checks would be a problem. He offered me $28K to start on the spot – even had the letter typed up with everything but the dollar amount before I walked in the door.
Hey, it was the 1990’s, and I wasn’t asking for much. “Those were the days.”
I asked for a week to think on it.
Last time I wrote about the CityTime boondoggle, that spent over $700 million from an initial budget of $68 million, and seemed primarily designed to separate the people of New York City from their money.
It seems most of the folks involved in the decision making process had *cough* incentives to ignore problems.
You can’t automate yourself out of this folks, nor, if your auditors are on the dole, can you audit or checklist your way out.
This is a problem that pure IT can’t solve.
It’s the settlement that blows me away, though. Management of the city was willfully avoiding the truth for years at a time. You don’t get to turn your back on a project, allow it to fall apart, then turn around and ask for your money back.
Or, well, I guess you do.
(The word you are thinking of, by the way, is probably “governance.” That is the process by which the directors of an organization control it. Governance is not a meeting, nor a series of reports, nor extra work inflicted on the organization; it is, instead, the process by which the leaders govern. And it didn’t happen in New York City, and yet, somehow, the leadership is getting ~75% of their investment back.)
First, I get back from Las Vegas, a town teeming with the spirit of the age, that seems to promise that you can do anything and not get caught. Some folks at the show even dressed like it.
Except, of course, this is the age of Facebook, digital cameras the size of your pinkie, and “tagging.”
Let’s face it — What happens in Vegas shows up on Facebook.
And believe me, it does. Two things hit me hard when I came home, one in the mail, the other on the internet.
LAS VEGAS, NV – With a few hundred booths at interop this year, it’s no surprise that some vendors would augment their staff with temporary employees designed to draw the attention of the crowd.
Given that IT is something like 90% male, it isn’t a huge surprise that many of these are female.
However, I have to say, it was a pretty big personal surprise to me how some of them were dressed.
Mini-skirts with fishnet stockings, tight racing outfits (with the zipper half-way down), and midriff-baring leather biker tank-tops. I can’t make this up, and I wasn’t the only person to notice.
When I initially saw this, I was more than a little shocked. The journalist in me took over, and I took a few pictures for the blog, to talk about how horrible it all is.
I have honestly never felt dirty as a journalist.
I don’t need to publish those pictures; if you want to see them, you can go Google “Booth Babe Interop” yourself and see plenty.
More than don’t need to publish, it would be a sort of exploitation to publish them; I’d be ‘outraged’ yet using the pictures to generate clicks, and I think my readers deserve better.
Why the Babes, Race Cars and Motor Bikes
Apparently because they work.
No, really, seriously, having attractive females and race cars seems to draw people into the booth, so the vendor can scan a badge, and, to some extent, scanning a badge is a numbers game that leads to sales.
It’s sad, and it encourages the sort of objectivism of women that leads to the brogramming mentality, which makes it harder for women to enter the workforce, which leads to all male conferences, and all-male attendees will pay attention to … you get it.
My objection today is not a PC one. My hobby horse is not getting more women in tech (though I think that is noble), but instead that “because it works” is lazy. Should we do something silly, ridiculous, inappropriate, and insulting just because it works?
In January, I was in times square, and a guy handed me a flier for a strip club. I looked him in the eye, and said “You can do something better with your life than this.” His reply boiled down to something like “Hey man, it pays the bills.”
A Better Way
Instead of pandering with pictures, please allow me to tell you a story about a company that is doing it one better: ExtraHop, a company that provides tools for application performance management and monitoring. Like everyone else, Extrahop realized that they needed to do something different, to get people to at least listen to the pitch, so they hired a national champion yo-yo player to do tricks and demos in an appropriate way.
That was worth seeing, and I caught it on film:
Way to go, Extrahop. You actually thought about how to deliver something to reach the audience in a way that was professional, meaningful, fun, and I could take pictures and tell my family without feeling … icky.
Let’s all find out Extrahops, and celebrate them.
Better yet: Let’s go make the world a better place ourselves, with this as an example.
A few of us are lucky enough to attend professional conferences … some aren’t so lucky.
I spent the last week at INTEROP, in Las Vegas, a conference with an early-bird price of $2,800.
Of course, that is before Airfare, hotel, food, or any taxi fees. So unless you live within commuting distance, I expect the total cost would be more in the $4,000 range – plus there’s the work back at home you’ll be missing. The boss is going to ask “what do I get?”
What do you tell him?
For that matter, what can you even expect?
I came to interopt with my video camera on to give you some answers.
After Part one and two in a series on the service desk, we’ve acknowledged that having a single source of coordination and responsibility is good, that having a group take responsibility is good, and that you can examine long-standing tickets for insight about what processes are not working.
Today I would like to talk about the elephant in the room. To do that, we need to differentiate the helpdesk from the service desk
The helpdesk was about centralizing and routing communications, and that’s fine, as far as it goes. The service desk idea involves taking the routine work, the repeatable work, and trying to fix it on the first call, eliminating the need to route. This makes service desk theory is very similar to call center theory, which attempted to move repeatable work from high-skill, high-wage areas to low-skill, low-wage areas in order to reduce cost.
There was only one problem: When companies did this, price went up.
And now we have something to talk about.
Last time we took a stroll down memory lane at my first professional job. Along the way we discovered a reality of the service desk; that one of it’s most valuable functions can to change the responsibility for the fix.
In other words, while you may not be able to put a price on being able to sleep at night, because the software issue is being handled, any responsible attempt at financial modeling would – and that price would be substantial.
Adding value by breathing? The sure sounds like a job for the helpdesk, right?
We can do better.
At the very beginning of my career I worked at a software company that provided full support to it’s offerings. We had a helpdesk. The helpdesk was a physical desk where, if customers paid enough, they were guaranteed to get an actual human being to talk to about their problems with our software.
On the weekends, no one had to come into the office; we had a rotating pager. (For you young ‘uns, it was sort of like a text-messaging device that only did text, and only about twenty characters at a time, or a call back number. No, that is not a typo.)
About six months into the job, I was asked to take the pager for the weekend.
“Wait a minute!” I protested. “None of the 24/7 customers are my customers. I won’t know how to support them!”
“No problem!” said Sally, the helpdesk staffer who would be away at a Wedding that weekend. “I don’t expect anyone will call.”
But what if they do?
“No problem!” said Sally. “You just tell them that we are looking into the problem. Our contract doesn’t require twenty-four hour call resolution — just that we will respond immediately.”
What is going on here?
If you remember the 1980’s and 1990’s, you probably also remember the big three ring binder, which held your documents, your process, your tutorials, your project plans, and so on.
Sadly, the reality was not so much. Companies spent millions of dollars to create corporate information systems that were never actually read. This is documented a fair bit in The Social Life of Information, where the authors discuss the three ring binders at Xerox – the kind that tells the staff how to fix the copiers. (Spoiler: Nobody reads the documents; repair techs learn how to repair by pairing with someone more experienced. Go figure.)
So the 1990’s were full of big thick binders and undiscoverable information. Not so good.
The good news is the 2000’s brought us Facebook, where the application actually knows what you care about. (Well, it actually just makes an educated guess, based on who’s profile you click on, whose messages you “like”, how many friends you have in common, geography, and so on.)
That’s great. I mean, I like my cousin Geoffrey, but I don’t really need to know about his Son’s girlfriend’s sisters birthday party in Waco, Texas.
Now, back in the Enterprise, do we have these tools?
Oh, no, certainly not. Instead, we’ve got Microsoft Sharepoint.
Do you remember Microsoft Passport?
The idea behind passport was a single web-based login. You could use it for your Microsoft account, then surf on over to Amazon.com and you are logged; surf on over to eBay, or Hotmail, or Etsy, whatever, take your pick, and you remained logged-in. Combine that with Microsoft Wallet, and you could purchase items direct to your credit card.
It was a great idea, to become part of Microsoft Hailstorm, a collection of web-based services.
Except that, oh yeah, right, it wasn’t.
Microsoft Hailstorm failed and was scrapped, almost exactly ten years ago. You could argue, I think it’s worth taking seriously, that Hailstorm was ahead of it’s time, and the time actually is today.
Today all the building blocks are in place for an identity service, and it could directly impact your business.
Let me explain