Pear and salted caramel #pizza topped with rich vanilla ice cream @thecaptainofaireys +1 #thecaptain cc @unclebartcafe (at The Captain of Aireys - Woodfired Pizza)
"I'm Dorothy Gale from Kansas"

JVL

if i look back, i am lost
Sade Olutola
đȘŒ
Stranger Things
DEAR READER
let's talk about Bridgerton tea, my ask is open
Acquired Stardust
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@theartofmadeline

oozey mess
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he wasn't even looking at me and he found me
Not today Justin

blake kathryn

titsay
taylor price
Claire Keane
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@wja
Pear and salted caramel #pizza topped with rich vanilla ice cream @thecaptainofaireys +1 #thecaptain cc @unclebartcafe (at The Captain of Aireys - Woodfired Pizza)
#AirleyInlet #GreatOceanRoad #lighthouse (at Split Point Lighthouse Great Ocean Rd.)
Misha getting the hang of riding without trainer wheels. (at Black Rock Beach)
Dead or alive? Enterprise Social Networks
Is is just me or have Enterprise Social Networks gone off the boil?
The market opportunities seem to have slowed, we can see vendors struggling in our local market.
More broadly, Yammer retrenched its entire team of Customer Success Managers globally, some 40 people, and has not replaced them with any other service to support customer adoption. Slack, Iâm Breaking Up with You, articles have started to appear - perhaps the SlackBot got on peopleâs nerves?
A cloche seems to have been put over enterprise social networking
I have three thoughts about whatâs going on:
Enterprises have read and taken lessons from the active âstream of consciousnessâ about ESNs which has been prevalent up to now. What went wrong, what needs to be done, how to make things work better, and have internalised it and feel confident that they can make progress on their own. Itâs heads-down-get on with the job. Thatâs good, ultimately thatâs the only way to make it happen.
Enterprises have sensed that âcollaborationâ has failed, and have now have some sense of it being because collaboration isnât an objective. Investments are suspended while this is being absorbed, and that itself is a low business priority. Things have drifted back to email, and perhaps with some insights derived from the ESN experience e.g. using IBM Verse âcognitive emailâ, and messaging is being used as a residual from the ESN experience e.g. the rise of Atlassian Hipchat. This group may also have had a realisation that itâs not about the tool - not about taking an outside-in approach, but about defining the purpose and getting culture into an inside-out approach to implementation. This requires a major re-think.
Enterprises have gone back to a very domain-focused collaboration solutions which are tailored to get work done for a specific group. For this, the broad âIBM Connectionsâ or Jive or Yammer solutions are sub-optimal. They are specifically very sub-optimal because the niche collaboration providers often attach a specific Special Interest Group global community to their platform. This not only brings work value to those specific practitioners but brings âhuman valueâ among like minds, and offers opportunities such as job prospects.
Iâm not sure if Iâm right about the reasons, but it could explain the current limbo. Do you feel the limbo, what do you think is behind it?
Culture creates systems chaos
Yesterday Telstra, Australiaâs biggest telco, had a second major systems outage in a matter of weeks which took down network users and shut out customers.
http://www.theaustralian.com.au/business/technology/telstra-suffers-new-outage/news-story/7c45bafb19c22563a6de155f2b875ffd
These kind of "chaos theory" events often happen like this - in runs - for some reason. The banks in Australia have recently all had systems crash which havenât crashed before.
Systems which were supposed to be fail-safe and have multiple levels of technical and human redundancy fail. And "unrelated" ones fail that have never failed before.
It's like the X-Files
I think the likely cause is culture.
These systems are all programmed by humans. Telstra, and the banks, have layered patch upon patch and subsystem upon subsystem and interface upon interface on the original "core" system. And suffering still from massive 1980 Not Invented Here and "we are more complicated than any other customer in the world" have added layers of unique customisation and modifications.
The result is that no human being can comprehend how the system works and even less how it actually keeps working.
Embed that into the Jack Welch super-hierarchical fear-based culture  "don't tell me what's wrong unless you have a solution" (see yesterday on Linkedin How To Break Bad News To Your Boss ) and of course no-one is prepared to tell their boss that the systems are running themselves.
The systems creep ever forward toward the brink, and one day a butterfly flaps its wings.
A $300m software repair job is announced, and the journey to chaos starts all over again.
The solution?
There is none. Well, there is none with the current management team. The only solution is to change the culture and to replace the systems.
Typically it is far easier for the existing management team to authorise a $1 billion âtechnology refreshâ than to change the culture. That postpones the problem for another 10 years and theyâll have cashed out their options by then.Â
Fixing the problem requires changing the culture, a massive task, and then refreshing the systems. A side effect of a new culture is that the systems refresh will cost substantially less once the âwe are differentâ and âNot Invented Hereâ mindset is flushed out of the organisation. Think 40% of the previous cost.
Men, Prostate Cancer, and Intimacy
The aftermath of prostate cancer, more specifically after prostatectomy, usually reveals itself in a series of evolving realisations that life is forever going to be different. Specifically, your sex life is never going to be the same again.Â
Itâs often accompanied by a hint of anger that this is not quite how your doctor explained that things would work out. In fact, when you ask around you find that only a small minority of men are capable of resuming âbusiness as usualâ, and the majority feel as you do about the lack of transparency of their doctors.
So, forgetting the anger and the past, you are here now, whatâs on your mind and how do you adjust?
Whatâs on your mind is how do I interest women (or my partner) and how do I have a sex life when I am sexually impaired i.e. I cannot get, or I cannot hold an erection?
How you adjust is as follows:
Think beyond sex - think intimacy. The ability to be intimate is what will attract and retain women (or your partner);
Understand that sexual intimacy is a small part of intimacy;
Learn that sexual penetration is a small part of sexual intimacy.
You need to be able to reflect, and to take the opportunity created by your experience of cancer to enlighten yourself and create a new part of your life.
For more read my post at @mediumÂ
Men, How Surviving Prostate Cancer Can Improve Your Intimacy Skills
Not Quite Digital
You lost customers over your service migration.Â
The fax machine is always busy.Â
The CEO prints emails.Â
Internet access requires a paper form.Â
All of the product information on your site is available in easily downloadable pdf.Â
Your digital consultant has 39 followers.Â
Your digital strategy is 150 pages of PowerPoint in a binder on a shelf in the archive.Â
Everyone is too busy preparing for performance reviews to collaborate.
Everyone wants to know the ROI.Â
Your office isnât visible on Google Maps.Â
You routinely save documents to USB drives because of the capacity limits on your desktop and server drives.
It takes 90 days to get through the approval process to deploy in a release window.
The Transformation project has produced more video than code.Â
Design thinking happens in the creative department.Â
Investment committee meetings go for 3 days.Â
The head of product always tells a story about the launch of the iPod.Â
Only the complaints department sees customer feedback and they are too busy to share it.Â
You had an API but shut it down because people were using it.Â
Your mobile strategy is to migrate to SMS because WAP adoption has been disappointing.Â
The coffee table book in your foyer celebrates your centenary, 25 years ago.
The only scrum occurs when the fruit basket is delivered each week.Â
Your app has a manual.Â
Your big data strategy begins with some offshoring of data entry.Â
You have multiple single sign-ons.Â
Everybody in the leadership team has visited Silicon Valley (at least once).
End-to-end processes is a vision.Â
Calls to your call centre are directly correlated to communications you send your customers.Â
The whiteboard in your head of transformationâs team area says âdo not erase'Â
It has only a drawing of a cloud on itÂ
Change is what you get from the vending machine
And you just sent an analyst out to buy sticky notes.
Very funny because it's so true :)
Your Board thinks your mobile app is world-leading.
The Innovation Lab is stocked with over-enthusiastic Millennials
Most time In face2face customer service is spent tying to navigate disparate unconnected systems and hide that from the customer's view
PR & Comms has been told to make Yammer work
IT says that cloud is nothing new
Do dinosaurs weep? Aussie execs and social media technology
I've consistently noticed how our local (Australia) executives of many major enterprises remain proud of their disdain for social media and social media companies such as Facebook (just for their daughters) and Pinterest (just for their wives). They wear this disdain as a badge of honour as Dionne Lew has observed.
I'll use the word tragic to describe this pathetic complacent mindset. This article is JUST ONE example of how many "new age" companies are at the leading edge of everything that matters for "digital disruption" - including advanced operational applications of machine deep learning (but that's just one of the many things they have mastered).
And even more importantly they have mastered how to integrate many advanced technologies into their culture and how they do day to day business. Facebook, for example has been through four iterations of organisational structures testing how to get data science integrated into how people work. In almost every Australian organisation it's still just a department.
I'd say to our dinosaur executives "read this and weep" (the link below) except that they don't have the nous nor mindset to understand why they should weep :)Â
Facebook and Pinterest Take Big Data To Another Level by @bernardmarr http://buff.ly/1kQv6si
Why Not Minding Is the Key To Self-Confidence
The path to self-confidence isnât via cosmetic incantations urging self-belief in your positivity or self-esteem. It is by fundamentally understanding the profound difference between you not minding something and not caring. Hereâs my story of how I worked this out.
#melbourne #evening
#swing #dizzy
#swing #upsidediwn
#shadow
#sun #beach
#Moose
Taxing #airport #aircraft